Research Shows Organizations That Focus on Employee Experience Far Outperform Those That Don’t

Recently a new type of organization has emerged, one that focuses on employee experiences as a way to drive innovation, increase customer satisfaction, find and hire the best people, make work more engaging, and improve overall performance. The Employee Experience Advantage is the first book of its kind to tackle this emerging topic that is becoming the #1 priority for business leaders around the world. Although everyone talks about employee experience nobody has really been able to explain concretely what it is and how to go about designing for it…until now.

The Employee Experience Advantage: How to Win the War for Talent by Giving Employees the Workspaces they Want, the Tools they Need, and a Culture They Can Celebrate (111932162X) cover imageHow can organizations truly create a place where employees want to show up to work versus need to show up to work? For decades the business world has focused on measuring employee engagement meanwhile global engagement scores remain at an all time low despite all the surveys and institutes that been springing up tackle this problem. Clearly something is not working. Employee engagement has become the short-term adrenaline shot that organizations turn to when they need to increase their engagement scores. Instead, we have to focus on designing employee experiences which is the long term organizational design that leads to engaged employees. This is the only long-term solution. Organizations have been stuck focusing on the cause instead of the effect. The cause is employee experience; the effect is an engaged workforce.

Backed by an extensive research project that looked at over 150 studies and articles, featured extensive interviews with over 150 executives, and analyzed over 250 global organizations, this book clearly breaks down the three environments that make up every single employee experience at every organization around the world and how to design for them. These are the cultural, technological, and physical environments. This book explores the attributes that organizations need to focus on in each one of these environments to create COOL spaces, ACE technology, and a CELEBRATED culture. Featuring exclusive case studies, unique frameworks, and never before seen research, The Employee Experience Advantage guides readers on a journey of creating a place where people actually want to show up to work.

Readers will learn:

  • The trends shaping employee experience
  • How to evaluate their own employee experience using the Employee Experience Score
  • What the world’s leading organizations are doing around employee experience
  • How to design for technology, culture, and physical spaces
  • The role people analytics place in employee experience
  • Frameworks for how to actually create employee experiences
  • The role of the gig economy
  • The future of employee experience
  • Nine types of organizations that focus on employee experience
  • And much more!

There is no question that engaged employees perform better, aspire higher, and achieve more, but you can’t create employee engagement without designing employee experiences first. It’s time to rethink your strategy and implement a real-world framework that focuses on how to create an organization where people want to show up to work. The Employee Experience Advantage shows you how to do just that.

Table of Contents


We all care about experience (Introduction)

Part I: The evolution of employee experience

Chapter 1: Utility



Employee Experience

Chapter 2: Research on employee experience

A note about the research sponsors

Chapter 3: Employee Experience Drivers

Poor success with engagement

Engagement measures downwards

Engagement has become the new annual review

Engagement tends to look at the effect but not the cause

Engagement surveys are exhaustingly long

Engagement acts as an adrenaline shot

The War for Talent

Skills gap and talent shortage

Changing demographics

Changing face of talent competition

Psychology (and sociology)

Business turbulence


The alternative work arrangements, the gig economy, and employee tenure

People analytics


Part II The Reason for Being and the Three Employee Experience Environments

Chapter 4: Reason for Being

Statements from leading organizations

The Three Employee Experience Environments

Chapter 5: The Physical Environment

Chooses to Bring in Friends or Visitors

What this measures

What you can do

Offers Flexibility

What this measures

What you can do

Organization’s Values are Reflected

What this measures

What you can do

Leverage Multiple Workspace Options

What this measures

What you can do

Chapter 6: The technological environment

Availability to Everyone

What this measures

What you can do

Consumer Grade Technology

What this measures

What you can do

Employee Needs vs Business Requirements

What this measures

What you can do

Chapter 7: The cultural environment

Company Is Viewed Positively

What this measures

What you can do:

Everyone feels valued

Compensation and benefits

Having employee’s voices heard

Organization doesn’t ask

Organization asks but does nothing

Organizations asks and acknowledges

Organization asks, acknowledges, and acts

Employees being recognized for the work that they do

What this measures

What you can do

Legitimate sense of purpose

What this measures

What you can do

Employees feel like they’re part of a team

What this measures:

What you can do

Believes in diversity and inclusion

What this measures:

What you can do:

Referrals come from employees

What this measures:

What you can do

Ability to learn new things and given the resources to do so and advance

Learning and development


What this measures

What you can do

Treats employees fairly

What this measures

What you can do

Executives and managers are coaches and mentors

What this measures

What you can do

Dedicated to employee health and wellness

What this measures:

What you can do:

Chapter 8: The employee experience equation

Part II Why invest in employee experience?

Chapter 9 The Nine Types of Organizations








Chapter 10: Employee Experience Distribution

Chapter 11: The Business Value of Employee Experience

Customer service


Employer Attractiveness

Admiration and Respect

Brand Value

Other Lists

Chapter 12: Business Metrics and Financial Performance

The Cost of Employee Experience

Part IV: Building the experiential organization

Chapter 14: System 1 vs system 2 experiences

Chapter 16: The Employee Experience Design Loop



Analysis reveals

Insight for your organization

Analysis reveals

Insight for your organization

Analysis reveals

Insight for your organization
















Chapter 17: The Starbucks model of transparency

The employee life cycle

Chapter 18: Moments that matter or moments of impact

Specific Moments That Matter

Ongoing Moments That Matter

Created Moments That Matter

Chapter 19: Employee experience and moments that matter

Chapter 20: The Employee Experience Pyramid

Chapter 21: What About the Actual Work?

Chapter 22: Who owns the employee experience?

Initiated by the CEO and executive team

Owned by the people team

Driven by managers

Championed by everyone

A Lesson from Airbnb

Chapter 24: The Role of Employees

Chapter 25: Where to start

You have to care, really care

Define a Reason for Being

Build a people analytics function

Start small

Identify the required skills

Have executive support, typically the Chief Human Resources Officer

Train the organization

Tell stories

Build or evolve experience team

Deploy feedback tools/mechanisms

In person feedback

Feedback via technology

Implement COOL spaces, ACE technology, and CELEBRATED culture

Technological Environment

Physical Environment

Cultural Environment

Technological Environment

Consumer-grade technology

Available to everyone

Focused on employee needs

Physical Environment

Workspace options

Values reflected in the workspace

Being proud to bring in friends or visitors

Workplace flexibility and autonomy

Cultural Environment

Sense of purpose

Fair treatment

Feeling valued

Managers acting like coaches and mentors

Feeling like you’re part of a team

Ability to learn something new and advance and get the resources to do so

Referring others

Diversity and inclusion

Health and wellness

Brand perception

Identify and created moments that matter (or moments of impact)

Think of your organization like a lab instead of a factory

Chapter 26: Focus on what makes your company unique

Chapter 27: Growing vs grown-up companies

What separates the Experiential Organizations from everyone else

Always improve

Think like a laboratory

Move beyond checklists

Put people at the center

Know your people

Design with, not for


Focus on what makes you unique

Chapter 28: A Futurist’s Perspective

Author Information

JACOB MORGAN is a best-selling author, keynote speaker, futurist, and co-founder of The Future of Work Community, a brand council of the world’s leading organizations exploring how the workplace is changing. A highly sought after expert worldwide, he is regularly featured in media publications such as Forbes, Inc., The Wall Street Journal, and many others. He has a regular podcast show on iTunes and a weekly show on Youtube where he shares inspiring and motivational videos on the future of work. He is the bestselling author of The Future of Work and The Collaborative Organization. Jacob lives in Alameda, California with his wife, daughter, and two dogs. To learn more about Jacob and get access to his content visit: or email him:

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