The Employee Experience Advantage audiobook cover - How to Win the War for Talent by Giving Employees the Workspaces They Want, the Tools They Need, and a Culture They Can Celebrate

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

Jacob Morgan

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The Employee Experience Advantage
Experience vs. Engagement+
The Three Key Environments+
Strategic Frameworks+
Execution & ROI+

Quiz — Test Your Understanding

Question 1 of 10
What is the primary difference between traditional employee engagement initiatives and focusing on the employee experience?
  • A. Engagement requires a complete structural overhaul, while experience focuses on immediate workplace perks.
  • B. Engagement relies on short-term cosmetic changes, while experience involves a holistic, long-term redesign of the organization.
  • C. Engagement is driven entirely by technology, while experience is driven by physical office design.
  • D. Engagement focuses on the customer's perspective, while experience focuses strictly on the worker's output.
Question 2 of 10
According to the book, what are the three main components that make up the 'engine' of an organization's employee experience?
  • A. Financial, Social, and Psychological environments
  • B. Managerial, Operational, and Strategic environments
  • C. Physical, Technological, and Cultural environments
  • D. Recruitment, Retention, and Retirement environments
Question 3 of 10
How should modern experiential organizations approach the design of their physical workspaces?
  • A. Enforce a strict open-plan layout to maximize collaboration at all times.
  • B. Maintain fixed workspaces to ensure employees stick to traditional nine-to-five schedules.
  • C. Copy the exact layouts of successful companies like Facebook and Google to ensure success.
  • D. Design the office like a house with diverse spaces for different functions, moods, and people.
Question 4 of 10
When upgrading an organization's technological environment, what type of tools should companies prioritize?
  • A. Highly complex software designed specifically for IT professionals.
  • B. Consumer-grade technology that is as well-designed and easy to use as personal apps.
  • C. Proprietary systems that are strictly isolated from current consumer trends.
  • D. The cheapest available software to maximize the organization's profit margins.
Question 5 of 10
What did the Stanford University puzzle experiment reveal about workplace motivation and the cultural environment?
  • A. Financial incentives are the primary driver of endurance when completing tasks.
  • B. Employees work faster when isolated in quiet, individual environments.
  • C. Simply feeling like part of a team gives people extra enthusiasm and endurance to complete tasks.
  • D. Competition between individuals yields the highest level of workplace productivity.
Question 6 of 10
How does an experiential organization's 'reason for being' differ from a traditional mission statement?
  • A. It focuses entirely on maximizing shareholder value and customer satisfaction.
  • B. It is a highly attainable, short-term financial goal set by the executive board.
  • C. It focuses on the organization's wider impact on the world and is both feasible and unachievable.
  • D. It is written exclusively by the CEO without any input from the employees.
Question 7 of 10
What is the primary purpose of implementing an 'infinite design loop' in an organization?
  • A. To continually gather employee feedback and rapidly launch solutions to improve the workplace.
  • B. To ensure the physical office layout is completely redesigned every single year.
  • C. To replace the human resources department with automated feedback systems.
  • D. To conduct exhaustive annual reviews that dictate company policy for the next decade.
Question 8 of 10
The author suggests replacing the outdated concept of the 'employee life cycle' with which of the following approaches?
  • A. The career progression ladder
  • B. The worker productivity matrix
  • C. Standardized performance milestones
  • D. Moments that matter
Question 9 of 10
According to the text, how should an experiential organization view its operations and approach to new ideas?
  • A. Like a factory that prioritizes strict standardization and efficiency above all else.
  • B. Like a laboratory that constantly tests new ideas, embraces failure, and gathers feedback.
  • C. Like a fortress that protects its traditional methods from outside influence.
  • D. Like a democracy where every single decision requires a unanimous vote from all staff.
Question 10 of 10
According to data cited in the text, what is a demonstrable financial outcome of being an experiential organization?
  • A. They experience higher employee turnover but save money by offering lower salaries.
  • B. They break even with competitors financially but score much higher in employee happiness.
  • C. They bring in more than double the average revenue and quadruple the average profit of competitors.
  • D. They sacrifice long-term profitability in order to maintain expensive, state-of-the-art physical office spaces.

The Employee Experience Advantage — Full Chapter Overview

The Employee Experience Advantage Summary & Overview

The Employee Experience Advantage (2017) explores how and why organizations that focus on employee experience far outperform those that don’t. Utilizing recent research, it identifies the key dimensions and features of a workplace that creates an optimal employee experience. It also provides practical suggestions for how you too can create such a workplace, which enables employees to feel inspired, motivated and eager to do their jobs. 

Who Should Listen to The Employee Experience Advantage?

  • Business leaders and employers
  • Entrepreneurs
  • Workers unhappy with their jobs

About the Author: Jacob Morgan

Jacob Morgan is a best-selling author, futurist, keynote speaker and business adviser. He is a leading authority in the future of work, employee experience and the ways in which the modern workplace is changing. He has written two other bestselling books: The Future of Work (2010) and The Collaborative Organization (2012).

 

© Jacob Morgan: The Employee Experience Advantage copyright 2017, John Wiley & Sons Inc. Used by permission of John Wiley & Sons Inc. and shall not be made available to any unauthorized third parties.

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