The Digital Employee Experience Drives Engagement And

The Digital Employee Experience Drives Engagement And ProductivityEmployees Need A Consumer-Grade Environment To Connect With Work

by Paul D. Hamerman and Claire SchooleyApril 14, 2017

For APPliCAtion DeveloPment & Delivery ProFeSSionAlS

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Key takeawaysToday’s Employee Experience Is fragmented And Ineffectivethe digital experience for employees in enterprise organizations is fragmented and outdated. Static employee portals and transactional self-service provide a dismal online experience that employees loathe and use only when necessary.

Use An outside-In Approach for The Digital Employee ExperienceCompanies must redesign the employee experience journey based on what matters to employees on a business and personal level. Corporate policy and efficiency goals should take a back seat to employee engagement levers of happiness, health and well-being, performance, learning, and careers.

The Digital Employee Experience should Leverage Customer Experience Innovationthe Deex needs to be dynamic, content-rich, and useful to employees every day based on a contextual delivery approach. mobile, social collaboration, machine-learning, and other technologies will transform the employee experience to consumer-grade standards.

Why read this reportin the digital age, the workforce expects a technology-driven employee experience that reflects the level of innovation in consumer-grade customer experiences. employees can benefit from an enriched and seamless contextual experience that drives engagement, advocacy, retention, and productivity. this report gives application development and delivery (AD&D) leaders a conceptual architecture and strategy for the next-generation digital employee experience (Deex).

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table of Contents

Today’s Fragmented Employee Experience Discourages Engagement

the typical online employee experience is Fragmented And Frustrating

Digital Employee Experiences Should Be Consumer-Grade

Use A Reference Architecture To Define Your Next-Generation DEEx

The Landscape For DEEx Solutions Is Still Emerging

employee interaction Process Solutions expand the Digital employee experience

transformation Consultancies Provide technology And thought leadership

Comprehensive Hr Software vendors Are expanding their Deex Capabilities

recommendations

Build A Comprehensive Employee Experience From Outside In

Supplemental Material

related research Documents

transform employee Performance For Continuous engagement

Use Customer experience insights to Unshackle employee Potential

Use Digital technologies to improve employee engagement

For APPliCAtion DeveloPment & Delivery ProFeSSionAlS

The Digital Employee Experience Drives Engagement And ProductivityEmployees Need A Consumer-Grade Environment To Connect With Work

by Paul D. Hamerman and Claire Schooleywith Christopher Andrews, David K. Johnson, Samuel Stern, mark Grannan, Danielle Geoffroy, Bill Seguin, and Andrew reese

April 14, 2017

http://www.forrester.com/go?objectid=RES115657






http://www.forrester.com/go?objectid=BIO782







For ApplicAtion Development & Delivery proFessionAls

The Digital Employee Experience Drives Engagement And ProductivityApril 14, 2017

© 2017 Forrester research, inc. Unauthorized copying or distributing is a violation of copyright law. [email protected] or +1 866-367-7378

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Employees Need A Consumer-Grade Environment To Connect With Work

today’s Fragmented employee experience Discourages engagement

Customer-obsessed companies understand the value of investing in technology to create digital customer experiences that meet consumer-grade standards. they also understand that outstanding customer experiences depend not only on technology, but people — the culture and talent that make the organization successful. employees, on the other hand, find an internal technology environment that is far from consumer-grade. even in this advanced digital age, many organizations lack an engaging online or mobile destination that provides employees with the resources to advance their skills and careers, participate in workplace activities and programs, and collaborate with their peers and teams.

We believe executives need to work with AD&D leaders to step up their internal technology investments to create an advanced Deex. Forrester defines a Deex as:

A personalized set of interactions, processes, and content resources that enables every employee to achieve success and enjoy a positive work experience.

A next-generation Deex serves as a platform for employee engagement, service delivery, communication, learning, collaboration, and talent development.

The Typical online Employee Experience Is fragmented And frustrating

today, employees face a technology experience at work that is starkly inferior to the technology experiences in their personal lives. Forrester’s Data Global Business technographics® Applications And Collaboration Workforce Survey, 2016, shows that 41% of north American and european respondents don’t believe their corporate intranet (accessed via computer) is important for productivity and efficiency and that 40% aren’t satisfied with it for job needs. A majority of the survey respondents access the intranet site once per day or less.1

the challenge extends well beyond the corporate intranet to a range of employee interactions that a variety of disparate Hr and administrative systems for functions like pay, health benefits, learning, performance, expenses, and it support provide. the traditionally fragmented employee experience stands in stark contrast to what a modern digital approach can achieve (see Figure 1). this fragmented employee experience is not only ineffective, it sends the wrong message — that the organization doesn’t care about investing in technology to engage its workforce.

the typical corporate online employee experience has several challenging characteristics:

› A static and transactional online experience that discourages return visits. employee digital experiences are typically static intranet portals containing transactional services and dry information such as company work policies, product information, and descriptions of employee benefits plans. A large US bank, for example, connects employees to a website that contains more than 40 hyperlinks to payroll, benefits, health, retirement, and other services, many of which require additional authentication. Companies get very little employee engagement or productivity value from such employee-focused sites, since employees use them only when necessary to complete a task.




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› A collection of supporting resources in disarray. the time it takes to assess information related to work and corporate programs is daunting for a busy knowledge worker. employees may need to find detailed information to help a customer, ask a question, or research information on complying with corporate policies. Based on reviews of several employee intranet sites, we found that Hr and administrative resource sites are typically separate from resources-related work and productivity, resulting in a fragmented experience.

› A lack of engaging, dynamic content that entices exploration. Unlike with customer sites, most organizations have not focused on making the internal employee experience engaging and dynamic. A consumer-oriented eCommerce site, for example, provides crowdsourced ratings and reviews to support buying decisions and makes this information available through mobile devices. one global automaker’s employee website, by contrast, contains considerable news and information content, as well as links to benefits and Hr services, but lacks automated personalization, social streams, and dynamic news feeds.

› A limited focus on elevating employee engagement with digital tools. Digital technologies, including software applications and platforms, are useful for driving six levers of employee engagement: surveys and measurement; coaching and performance; employee communication; learning and careers; rewards and recognition; and employee well-being. While most companies have some of these tools in place, our discussions with clients indicate that relatively few have an overarching vision to elevate employee engagement with these technologies with a holistic and integrated approach.

fIGUrE 1 Characteristics of traditional versus next-Generation Digital employee experiences

Traditional experience Next-generation digital experience

Dynamically refreshed destination with interactivemultimedia content

Interactive corporate communications with timelyinformation and employee feedback

Mobile apps for a variety of tasks, including pay, benefits, health, performance, and learning

Pulse surveys and social communication channels;continuous coaching and performancemeasurement

Seamless user experience with single sign-on

Daily destination

Static portal with links to internal documents

Corporate message board and mass emailcommunications

HR transactional self-service, limited toadministrative tasks

Periodic employee satisfaction surveys andperformance reviews

Multiple applications with unique logons and userexperiences

Infrequent use




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Digital employee experiences Should Be Consumer-Grade

When creating next-generation digital employee experience, organizations can learn from the integrated experiences that are well established in the realm of customer experience. Forrester’s Customer experience index (CX index™) highlights two primary factors for judging customer experiences: their quality — meaning they must be effective, easy, and emotionally rewarding — and their support for customer loyalty — meaning they drive customer retention and enrichment and also increase advocacy for the brand.2 these CX index factors are similar to the objectives of the employee experience (see Figure 2).

organizations planning for the next-generation Deex need to strive for this customer experience standard. Whereas employee self-service and portals have traditionally focused on process efficiency, an effectively designed Deex has a more elevated value proposition: it is not only easy and emotionally rewarding to use, but it also drives the following loyalty objectives:

› retention and advancement of employees within the organization. the likelihood that an employee will stay with an employer for a long time and advance in responsibility and influence is a high-value outcome of the employee experience. identifying the key retention levers and enabling them in a contextual employee experience can reduce costly turnover and help and organization develop talent. examples of employee engagement and retention levers in the Deex include learning and career opportunities, coaching and performance, coworker collaboration, employee benefits, and remuneration.3

› Productivity increases with employee commitment. Productivity reflects employees’ ability to realize their potential and deliver optimal business outcomes. engaged employees are willing to go the extra mile to serve a customer or create a business outcome. this translates into a direct revenue benefit when, for example, it enhances the ability of the sales force to increase bookings or the customer service staff’s ability to improve customer satisfaction. the Deex platform enhances productivity by enabling real-time collaboration, rewards and recognition, just-in-time learning, performance improvement, and work execution.

› Advocacy of the company and its products and services. employee advocacy is a loyalty outcome of the employee experience that makes employees inclined to recommend their company’s products and services and enables them to promote the employer brand to friends, family, and their social network as a desirable place to work. By making the culture and brand pervasive in the Deex platform and supporting engagement programs such as health, wellness, and recognition, organizations can drive new levels of loyalty and advocacy within the workforce.




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fIGUrE 2 Customer And employee experience Drive Similar loyalty outcomes

Customer experiencequality principles

Customerloyalty

Employeeloyalty

RETENTIONThe likelihood that anemployee will stay andadvance within theorganization.

PRODUCTIVITYThe ability of an employeeto reach his/her potentialand deliver business results.

ADVOCACYThe likelihood that anemployee will recommendthe company’s productsand refer friends to jobopportunities

EFFECTIVENESSThe experience deliversvalue to customers.

EASEIt’s not dif�cult forcustomers to get valuefrom the experience

EMOTIONCustomers feel goodabout their experience

RETENTIONThe likelihood that acustomer will keepexisting business withthe company

ENRICHMENTThe likelihood that acustomer will buyadditional products andservices from the company

ADVOCACYThe likelihood that acustomer will recommendthe company to others.

Use A reference Architecture to Define your next-Generation Deex

As a guide and illustration of the vision for a next-generation Deex, Forrester developed a reference architecture (see Figure 3). this is similar, from a technology standpoint, to the digital experience for customers as Forrester’s Digital experience Delivery Playbook for 2017 defines it.4 But the employee experience contains a different, broader set of interactions related to the hire-to-retire employee life cycle, as well as interactions for corporate functions and communications. the key elements of the Deex include:

› Experience touchpoints that span mobile, desktop, and voice. employees should be able to interact with corporate services, content, and business applications in much the same way they use technology for social and consumer tasks. An omnichannel employee experience includes desktop or laptop, smartphone, tablet, chat, text, and phone interactions. employee experience leaders should also consider advanced touchpoints such as chatbots and voice-activated intelligent agents (e.g., Apple’s Siri or Amazon’s Alexa) for the next-generation Deex.5

› Contextual delivery that personalizes the experience. the contextual layer is the secret sauce that makes the experience easy and enjoyable for employees.6 When an employee accesses an entry touchpoint, the system should be aware of the employee’s location, native language, identity (for authentication), business unit, reporting relationships, personalization preferences, and prior interaction history. machine learning, a recommendations engine, analytics, search, and microservices integration are some of the technologies that enrich the contextual delivery layer of the Deex.




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› Employee interaction processes that are comprehensive and integrated. employee interaction processes span a variety of applications and services that extend well beyond traditional concepts of Hr self-service. they should include engagement surveys, corporate communications, learning, career development, coaching, health, well-being, rewards, pay, benefits, time off, travel, technology support, and case management. extending beyond these services into tools for getting work done via team collaboration, job-related content, scheduling, and other activities can boost organizational productivity.

› Platform services that extend the Hrms to social, security, content, and processes. integration of the Deex to the underlying Hr management system (HrmS) is a fundamental connection point to employee data and some interaction processes. While the HrmS itself is useful for employee data and transactional processes, it should evolve to encompass social collaboration, rich content management (e.g., video and documents), security and authentication services, and business process management in most cases.

› Analytics and integration that round out the platform. two essential elements — analytics and integration — round out the reference architecture. real-time analytics, visualization in context, and predictive capabilities provide value in a variety of ways. Usage and behavior analytics for the Deex support continuous improvement efforts to boost utilization and value. Analytics also support measuring employee engagement, performance, productivity, and other aspects of the employee experience. integration via APis, prebuilt application connectors, content microservices, and other methods allows employees to have a more personalized, dynamic experience. For example, the access point can dynamically surface and refresh location-specific news feeds, weather, stock, and operational data via the integration services.




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fIGUrE 3 the Digital employee experience Platform reference Architecture

Contextual delivery(i.e., search, preferences, location, organization, history, recommendations)

Surveysand

feedbackCareer Learning

Coachingand

performance

Rewardsand

recognition

Health andwell-being

Pay, timeand

benefits

Casemanagement

Corporatecommuni-

cationsOnboarding

Experience touchpoints

Employee interaction processes

Socialcollaboration

Security andauthentication

HR andemployee

data

Content,video and

documents

Processmanagement

Platform services

Analytics

Integration

the landscape For Deex Solutions is Still emerging

the solutions landscape for Deex software and services is immature, but evolving rapidly. to achieve a comprehensive Deex, organizations need to assemble platform and touchpoint components, build company-specific content and curation processes, and integrate employee interaction components with Hr applications. no single vendor offers a comprehensive, seamless Deex solution out of the box. Consulting and systems integration (Si) firms, ranging from global players to more specialized Hr consultancies, already play an important role by assisting companies in this digital transformation. over the next few years, we expect to see major Hr technology vendors (e.g., oracle, SAP, and Workday) offer a more comprehensive Deex vision and work closely with leading consultants and systems integrators (Sis) to deliver it.

Figure 4 displays a representative solutions landscape for employee experience technology (see Figure 4). it lists examples of vendors that provide various elements of the reference architecture, but we don’t intend the list to be comprehensive. We found three relevant types of vendors focusing on this effort: employee interaction process solutions, digital Hr transformation consulting firms, and comprehensive Hr solution providers.




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fIGUrE 4 the Digital employee experience Solutions landscape

Note: Vendors included in this figure are for illustrative purposes only. We do not intend it to bean exhaustive list or an endorsement of the included vendors.

Corporatecommunications

(e.g., Slack,Sensei Labs)

Employee interaction process solutions

Careeradvancement(e.g., LinkedIn,

Fuel50)

Learning(e.g., Degreed,

EdCast)

Pay, time benefits(e.g., Benefitfocus,

Kronos)

Digital HR transformation consulting �rms

Accenture Deloitte IBMWillis Towers

WatsonKPMG

Comprehensive HR software vendors

SAPSuccessFactors

UltimateSoftware

Workday

Coaching andperformance

(e.g., BetterWorks,Reflektive)

Rewards andrecognition

(e.g., O.C. Tanner,Tap My Back)

Health andwell-being

(e.g., Virgin Pulse,Limeade)

Case management(e.g., ServiceNow,Dovetail Software)

Onboarding(e.g., iCIMS,Greenhouse)

Surveys andfeedback

(e.g., Glint,HighGround)

OracleADP

Employee Interaction Process solutions Expand The Digital Employee Experience

in our reference architecture, we identified 10 types of employee interaction process solutions that contribute to the digital employee experience, from surveys and communications to learning and performance.7 A variety of vendors, from innovative startups to large enterprise software vendors, provide these solutions, which include some standalone applications that can integrate into a company’s core Hr system of record. We offer the following examples of innovative offerings for collaboration and communications, talent and learning, well-being, and engagement measurement:

› Collaboration and communications solutions enrich the employee experience. A division of parent company Klick, Sensei labs has designed an integrated set of web and mobile apps to enrich the employee experience. the platform focuses on simplifying and integrating the work environment by bringing together processes, tasks, work management, and social collaboration




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seamlessly. other vendors focusing on engagement via communications include the startups employeeChannel, Hyphen, and Jostle. Slack is a popular team collaboration tool that supports contemporary social messaging and integrates with an extensive roster of Hr partners.

› onboarding, talent, and learning vendors build career momentum. the onboarding experience creates important employee connections in the formative stages of their tenure. iCimS and Greenhouse are examples of onboarding vendors that bridge the gap from candidate experience to the employee experience. Degreed offers a learning solution focused on curating content from many external sources, as well as traditional corporate content sources, to develop employee skills and content. Fuel50 builds employee engagement by focusing on career development opportunities.

› Emotional and physical well-being vendors help keep employees healthy. o.C. tanner is an example of a solution that focuses globally on recognition, rewards, and engagement. Showing appreciation fuels great work, increases engagement, and drives innovation. virgin Pulse encourages healthy habits that result in better productivity. it has technology that encourages people to take small steps, assess results, make choices, and stay motivated to achieve long-term health and wellness goals.

› Employee engagement survey and analysis solutions build empathy. listening to employee sentiment and concerns helps companies assess the root causes of disengagement and build strategies for improving engagement. Culture Amp, Glint, HighGround, and tinypulse are examples of engagement solutions with survey and analysis capabilities. Similar listening capabilities are now finding their way into comprehensive Hr suites, both via acquisition (e.g., Ultimate Software acquiring Kanjoya, ADP acquiring the marcus Buckingham Company) as well as native development (e.g., oracle and Workday).

Transformation Consultancies Provide Technology And Thought Leadership

A number of consulting organizations, including global Sis and Hr consultancies have fully embraced the concept of a Deex, providing clients with thought leadership and, in some cases, technology solutions. in our analysis of consulting offerings, we identified and interviewed three firms that align with our conceptual approach and offer solutions to support it:

› Deloitte offers Connectme, a digital workforce platform. in addition to leveraging thought leadership and content on the digital workplace, the firm has a Deex solution offering, Connectme. launched in September 2016, it is an integrated Hr service delivery and collaboration platform. it gives predictive, personalized, and guided interactions across multiple Hr systems. Connectme is an oem solution built on the Salesforce platform and connects to an organization’s primary Hr solution.

› KPmG focuses on a digital employee experience framework. the five elements of KPmG’s employee experience framework include analyze and assess, design and develop, communicate, integrate, and measure. the firm uses personas, journey maps, and analytics to move clients




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from being static, backward-looking Hr organizations to becoming workplaces with engaging onboarding, personalized learning, and career paths. KPmG offers onBoard, a technology solution to provide an engaging digital experience for new hires.

› Willis Towers Watson provides Hr portal and engagement solutions. this offering delivers a single, personalized resource to help employees understand their programs, opportunities, and rewards. it combines Hr insights and tools for engagement and operational efficiency with the usability of a consumer web application. the goal is to enable employees to access relevant systems and information with the same ease as the consumer. Willis towers Watson offers a complementary portfolio of Hr solutions, including employee engagement measurement, talent, and compensation, as well as consulting services and thought leadership.

Comprehensive Hr software Vendors Are Expanding Their DEEx Capabilities

Comprehensive Hr management system (HrmS) vendors, including ADP, oracle, SAP SuccessFactors, Ultimate Software, and Workday would seem to be a good place to look for a broad set of Deex capabilities. We found, however, that these suites are largely built from the inside out, based on corporate Hr requirements, rather than from an employee perspective. While the range of employee interactions is improving, HrmS vendors need more platform capabilities for content and social collaboration, as well as enriching contextual capabilities and consumer-grade touchpoints.

nevertheless, our conversations with product leadership representatives indicate high interest in creating a next-generation Deex. Here are some examples of comprehensive HrmS vendors that are progressing toward the Deex:

› ADP innovates with consumer-grade interactions and employee engagement. in the past two years, ADP has shown significant progress in delivering consumer-grade employee interfaces for common processes such as payroll and benefits. most recently, it made a significant step forward in employee engagement and performance with its acquisition of the marcus Buckingham Company (tmBC) and its Standout technology platform. ADP extends to a variety of other engagement-related opportunities via its partner network, ADP marketplace.

› oracle’s technology portfolio and HCm Cloud solution shows potential for a DEEx. oracle has a vast array of technology offerings, including a recommendations engine, collaboration tools, a content management platform, contextual delivery capabilities, and mobile and forecasting solutions, in addition to its broad Hr management system, oracle HCm Cloud. it’s now determining how to best combine these technologies with consumer tools to provide employees with a more seamless everyday work environment.

› sAP successfactors looks to build upon a broad set of employee interactions. SuccessFactors provides a well-integrated talent suite and core employee system of record, as well as a social collaboration platform, SAP Jam Collaboration. Users can move from activities in onboarding to developing performance goals to identifying appropriate learning. they can use Jam




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for collaboration across the suite. SuccessFactors is adding contextual experiences and examining ways to integrate other Hr tasks such as pay, rewards, and benefits into a single employee experience. For additional team collaboration, it now integrates with Slack.

› Ultimate software emphasizes the importance of taking care of the employee first. An exemplary employee-first company in its own right, Ultimate Software is extending its cultural orientation to client with its products. A new offering, UltiPro Perception, gathers input from surveys and leverages analytics, including natural language processing and machine-learning algorithms, to provide actionable insights to enhance employee experience and improve performance. Ultimate also provides an integrated talent management system, including recruiting, onboarding, performance, and learning.

› Workday’s unified platform approach enables an integrated employee experience. Workday’s commitment to a unified platform enables a seamless employee experience, but it also leverages native ioS and Android for an enriched experience on mobile devices. this lets employees access activities such as learning, performance information, new job openings, and employee profiles, as well as administrative tasks such as benefits, pay, and expenses, from a unified mobile user interface. Workday’s plug-in acquisition of Zaption as a platform for its new video learning product illustrates its ability to quickly expand capabilities for enriching the employee experience.

recommendations

Build A Comprehensive employee experience From outside in

While you can leverage useful packaged solutions and consulting expertise as building blocks for your Deex, it must become a unique reflection of your organization’s employee brand and culture. Personas, journey maps, change management, and peer research can help to create it, but the best employee experiences will reflect leadership and innovation rather than following another organization’s example. AD&D leaders must work closely with the design team to create a world-class Deex by taking these first steps:

› Use personas to define employee experiences. Put yourself in your employees’ shoes and define what is important to your overall employee experience. extend this thinking to other personas that represent the diverse needs of the organization’s employees. Also consider the needs of contingent workers who are interested in joining the employee ranks.

› Journey-map the employee experience from the outside in. Journey mapping is widely used to understand customer experience, and is also very useful for understanding employee experience.8 Using realistic employee personas, model the employee journeys that represent key interaction scenarios that shape employee feelings about the organization, (e.g., onboarding, performance reviews, and corporate services interactions). Use visual journey maps to highlight challenges and roadblocks than can be addressed with an enriched digital experience.




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› Drive adoption proactively with change management practices. “if you build it” . . . they may not use it.9 the best digital employee experiences don’t guarantee viral adoption right away. Use change management practices to build awareness via internal marketing and communications efforts. Proactively drive adoption with videos, workshops, and other techniques. Analyze usage and digital behaviors with analytics tools, surveys, and focus groups to drive continuous improvement of the Deex.

› Investigate innovative companies with a strong employment brand. Glassdoor, the Great Place to Work institute, and digital transformation consultants are good sources to investigate best practices and identify companies to emulate. Be prepared, however, to see major gaps in these potential exemplars — few companies yet have delivered a next-generation digital employee experience using consumer-grade technologies. CX, which is more mature at this time, offers useful points of reference for innovation.

› Lead with next practices, don’t follow best practices. Be prepared to break new ground in this area. Digital experience technology is moving so rapidly that replicating someone else’s solution will be behind the curve before you can roll it out. As you innovate, work with controlled pilot groups and test for scale before you engage the enterprise.




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Supplemental material

survey methodology

Forrester Data Global Business technographics Applications And Collaboration Workforce Survey, 2016, was fielded in october and november 2016. this online survey included 7,249 respondents in Australia, Brazil, Canada, China, France, Germany, india, new Zealand, the UK, and the US from companies with two or more employees.

Forrester’s Business technographics ensures that the final survey population only includes information workers who use a connected device for work at least 1 hour per day. research now fielded this survey on behalf of Forrester. Survey respondent incentives include points redeemable for gift certificates.

Please note that the brand questions included in this survey should not be used to measure market share. the purpose of Forrester’s Business technographics brand questions is to show usage of a brand by a specific target audience at one point in time.

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http://www.forrester.com/Analyst-Advisory/-/E-MPL172

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for Technographics Clients: How To Get more Technographics Data Insights

Forrester Data Global Business technographics Applications And Collaboration Workforce Survey, 2016, of 7,249 respondents in Australia, Brazil, Canada, China, France, Germany, india, new Zealand, the UK, and the US from companies with two or more employees includes many additional questions and parameters by which you can analyze the data contained in this report.

We can provide additional insights about the business decision makers highlighted in this report:

› Who they are (e.g., demographics, lifestyle, and interests).

› What they do (e.g., digital, mobile, social behaviors).

› Affiliations they have (e.g., brands used, products owned).

› How they feel (e.g., attitudes, interests).

if you wish to subscribe to Forrester’s Business technographics services, please contact your account manager or [email protected]. if you are an existing technographics client, please contact your data advisor at [email protected].

Companies Interviewed for This report

We would like to thank the individuals from the following companies who generously gave their time during the research for this report.

ADP

Deloitte

Klick

KPmG

oracle

SAP SuccessFactors

Ultimate Software

Willis towers Watson

Workday

endnotes1 Source: Forrester Data Global Business technographics Applications And Collaboration Workforce Survey, 2016.

2 See the Forrester report “introducing Forrester’s next-Generation Customer experience index.”

3 See the Forrester report “Use Digital technologies to improve employee engagement.”

4 the digital customer experience is defined at a high level in the executive overview report of the Digital experience Delivery Playbook For 2017 and other reports in the series. See the Forrester report “Drive Unified Digital Customer experiences With Better technology Strategies.”

5 Chatbots are a next-generation interaction layer, as described in the following report. See the Forrester report “Chatbots 101: Building Conversational interfaces.”









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6 next-generation personalization through contextualization is discussed in the following report. See the Forrester report “Advance to next-Generation Personalization.”

7 the 10 types of employee process interactions are not intended to be a fully inclusive list. For example, your list could also include non-Hr activities such as technology support and travel and expense management.

8 A guide to journey mapping the employee experience is provided in the following report. See the Forrester report “mapping the employee Journey.”

9 the 1989 fantasy baseball movie Field of Dreams is known for the phrase “if you build it, he will come.”



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