Jacob Morgan - 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

1. Chapter 5: The Physical Environment
2. Chapter 6: The Technological Environment
3. Chapter 7: The Cultural Environment
4. Chapter 12: Business Metrics and Financial Performance

1. Chapter 1: Defining Employee Experience
2. Chapter 2: Research on Employee Experience
3. Chapter 3: Employee Experience Drivers
4. Chapter 4: Reason for Being
5. Chapter 5: The Physical Environment
6. Chapter 6: The Technological Environment
7. Chapter 7: The Cultural Environment
8. Chapter 8: The Employee Experience Equation
9. Chapter 9: The Nine Types of Organizations
10. Chapter 10: Employee Experience Distribution
11. Chapter 11: The Business Value of Employee Experience
12. Chapter 12: Business Metrics and Financial Performance
13. Chapter 13: The Cost of Employee Experience
14. Chapter 15: The Employee Experience Design Loop
15. Chapter 17: The Employee Life Cycle
16. Chapter 18: Moments That Matter or Moments of Impact
17. Chapter 20: The Employee Experience Pyramid
18. Chapter 22: Who Owns the Employee Experience?
19. Chapter 25: Where to Start
20. Chapter 27: Size, Industry, and Location Don't Matter

JACOB MORGAN

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Copyright 2017 by Jacob Morgan. All rights reserved.

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Published simultaneously in Canada

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9781119321620 (Hardcover)
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To Naomi, welcome to the world. I will do my best to create as many amazing experiences for you as I can. To my wife, Blake, you are my everything and I love you!

As an executive coach, I have worked with some remarkable leaders people with outstanding achievements and unbelievable wealth. Any outsider would assume they were happy.

They'd be wrong. Even these fortunate people often struggle to find happiness. Like so many others, they succumb to the great Western diseaseI will be happy when. When I get promoted. When I reach the next professional milestone. When I make a certain amount of money. In reality, while it feels good to buy a fancy car or get the corner office, that joy wears off pretty fast. That's why I tell my clients not to hold out for prizes. Be happy now.

Jacob Morgan understands this fundamental truthwhich is one reason I find this book so compelling. He makes a strong case for the value of jobs that create happiness, satisfaction, and wellbeing in the present.

He's right that extrinsic rewards (like pay or bonuses) don't really motivate workers. Once they reach a certain baseline salary, money is no longer the main driver. They need something more. Reams have been written about the Millennial generation's hunger for impact and meaning at work. In one way, I think Millennials (and Generation Z, coming up after them) are not so different from the rest of us. They just voice desires the rest of us have learned to keep quiet.

We don't want to suffer through an unpleasant job so that we can get a reward on payday, or when we at long last reach retirementespecially now that the borders of the workday are blurring. With flexible work arrangements and technology that follows us home after the workday has officially ended, our personal and professional lives are no longer truly separate. If we wait until work is over to start accruing satisfying and meaningful experiences, we might end up waiting an awfully long time.

In my seminars, I argue that employees don't have to depend on a boss or an organization to make their working lives better. They can bring about positive change all by themselves. I recommend a process called the Daily Questions, which involves asking yourself a series of questions every day to see how much effort you put toward your main priorities. (I pay a colleague to call me every day for this very reason!) This way, the individual can be an agent of change, creating meaning, happiness and engagement from within.

Employees can engage themselves much better than an HR program can. And yet it's in the interest of organizations to improve levels of employee engagement, so they try. Given the stiff competition for top talent, it's easy to see why. Yet the billions they've invested haven't yielded much, as Morgan rightly notes. His explanation: they are looking at effects (engagement) without causes (the experiences that lead to certain levels of engagement). He recommends focusing on the root cause: the technological, physical, and cultural environments around the employee.

By looking closely at how environments affect workers, he offers some fresh and timely perspective. Most of us go through life unaware of how powerfully our environments shape our behavior. Because of another Western predilection to assume that we are in controlof ourselves and of our circumstanceswe often fail to see that our environments rule us instead of the other way around.