The Digital Employee Experience Drives Engagement And Productivity

Transcription

1 The Digital Employee Experience Drives Engagement And Productivity by Paul D. Hamerman and Claire Schooley Why Read This Report In 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). Key Takeaways Today s Employee Experience Is Fragmented And Ineffective The digital experience for employees in enterprise organizations is fragmented and outdated. Static employee portals and transactional selfservice provide a dismal online experience that employees loathe and use only when necessary. Use An Outside-In Approach For The Digital Employee Experience Companies 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 Innovation The 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. forrester.com

2 The Digital Employee Experience Drives Engagement And Productivity by Paul D. Hamerman and Claire Schooley with Christopher Andrews, David K. Johnson, Samuel Stern, Mark Grannan, Danielle Geoffroy, Bill Seguin, and Andrew Reese Table Of Contents Related Research Documents 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 Transform Employee Performance For Continuous Engagement Use Customer Experience Insights To Unshackle Employee Potential Use Digital Technologies To Improve Employee Engagement Recommendations 11 Build A Comprehensive Employee Experience From Outside In 13 Supplemental Material Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA USA Fax: forrester.com 2017 Forrester Research, Inc. Opinions reflect judgment at the time and are subject to change. Forrester, Technographics, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. Unauthorized copying or distributing is a violation of copyright law.

3 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. 2

4 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 Static portal with links to internal documents Corporate message board and mass communications HR transactional self-service, limited to administrative tasks Periodic employee satisfaction surveys and performance reviews Multiple applications with unique logons and user experiences Infrequent use Next-generation digital experience Dynamically refreshed destination with interactive multimedia content Interactive corporate communications with timely information 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 performance measurement Seamless user experience with single sign-on Daily destination 3

5 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. 4

6 FIGURE 2 Customer And Employee Experience Drive Similar Loyalty Outcomes Customer experience quality principles EFFECTIVENESS The experience delivers value to customers. EASE It s not difficult for customers to get value from the experience EMOTION Customers feel good about their experience Customer loyalty RETENTION The likelihood that a customer will keep existing business with the company ENRICHMENT The likelihood that a customer will buy additional products and services from the company ADVOCACY The likelihood that a customer will recommend the company to others. Employee loyalty RETENTION The likelihood that an employee will stay and advance within the organization. PRODUCTIVITY The ability of an employee to reach his/her potential and deliver business results. ADVOCACY The likelihood that an employee will recommend the company s products and refer friends to job opportunities 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. 5

7 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. 6

8 FIGURE 3 The Digital Employee Experience Platform Reference Architecture Analytics Experience touchpoints Contextual delivery (i.e., search, preferences, location, organization, history, recommendations) Surveys and feedback Career Learning Coaching and performance Rewards and recognition Health and well-being Pay, time and benefits Case management Employee interaction processes Corporate communications Onboarding Social collaboration Security and authentication HR and employee data Platform services Content, video and documents Process management 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. 7

9 FIGURE 4 The Digital Employee Experience Solutions Landscape Employee interaction process solutions Corporate communications (e.g., Slack, Sensei Labs) Rewards and recognition (e.g., O.C. Tanner, Tap My Back) Health and well-being (e.g., Virgin Pulse, Limeade) Onboarding (e.g., icims, Greenhouse) Career advancement (e.g., LinkedIn, Fuel50) Coaching and performance (e.g., BetterWorks, Reflektive) Learning (e.g., Degreed, EdCast) Pay, time benefits (e.g., Benefitfocus, Kronos) Surveys and feedback (e.g., Glint, HighGround) Case management (e.g., ServiceNow, Dovetail Software) Digital HR transformation consulting firms Accenture Deloitte IBM KPMG Willis Towers Watson Comprehensive HR software vendors ADP Oracle SAP Success Factors Ultimate Software Workday Note: Vendors included in this figure are for illustrative purposes only. We do not intend it to be an exhaustive list or an endorsement of the included vendors. 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 8

10 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 9

11 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 10

12 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. 11

13 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. 12

14 Engage With An Analyst Gain greater confidence in your decisions by working with Forrester thought leaders to apply our research to your specific business and technology initiatives. Analyst Inquiry To help you put research into practice, connect with an analyst to discuss your questions in a 30-minute phone session or opt for a response via . Learn more. Analyst Advisory Translate research into action by working with an analyst on a specific engagement in the form of custom strategy sessions, workshops, or speeches. Learn more. Webinar Join our online sessions on the latest research affecting your business. Each call includes analyst Q&A and slides and is available on-demand. Learn more. Forrester s research apps for iphone and ipad Stay ahead of your competition no matter where you are. Supplemental Material Survey Methodology Forrester Data Global Business Technographics Applications And Collaboration Workforce Survey, 2016, was fielded in October and November 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. 13

15 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 data@forrester.com. If you are an existing Technographics client, please contact your data advisor at data@forrester.com. 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 SAP SuccessFactors Ultimate Software Willis Towers Watson Workday Oracle Endnotes 1 Source: Forrester Data Global Business Technographics Applications And Collaboration Workforce Survey, 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. 14

16 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. 15

17 We work with business and technology leaders to develop customer-obsessed strategies that drive growth. Products and Services Core research and tools Data and analytics Peer collaboration Analyst engagement Consulting Events Forrester s research and insights are tailored to your role and critical business initiatives. Roles We Serve Marketing & Strategy Professionals CMO B2B Marketing B2C Marketing Customer Experience Customer Insights ebusiness & Channel Strategy Technology Management Professionals CIO Application Development & Delivery Enterprise Architecture Infrastructure & Operations Security & Risk Sourcing & Vendor Management Technology Industry Professionals Analyst Relations Client support For information on hard-copy or electronic reprints, please contact Client Support at , , or clientsupport@forrester.com. We offer quantity discounts and special pricing for academic and nonprofit institutions. Forrester Research (Nasdaq: FORR) is one of the most influential research and advisory firms in the world. We work with business and technology leaders to develop customer-obsessed strategies that drive growth. Through proprietary research, data, custom consulting, exclusive executive peer groups, and events, the Forrester experience is about a singular and powerful purpose: to challenge the thinking of our clients to help them lead change in their organizations. For more information, visit forrester.com