Day 1: Employee Journeys and Organizational Service Expectations

Employee Journey and Touchpoints

• Identify touchpoints across the employee journey
• Link each touchpoint to employee need
• Expose confusing transitions between connected services
• Separate internal experience from procedural completion

User Personas and Expectations

• Build personas from credible employee evidence
• Define goals and expectations per persona
• Avoid stereotypes about employee population groups
• Use personas to test service decisions

Pain Points and Service Breaks

• Locate waiting points and repeated work
• Identify information employees repeatedly provide
• Measure effort required to complete requests
• Prioritize pain by impact and frequency

Day 2: Operating Channels Requests and Case Ownership

Service Channels and Request Triage

• Route request through its best channel
• Identify cases suitable for employee self-service
• Design triage preventing repeated service transfers
• Retain human support for complex cases

Response Standards and Case Ownership

• Set response times by service priority
• Assign owner for the complete case
• Communicate request status clearly to employees
• Manage delays before commitments are breached

Digital Touchpoints and Self-Service

• Simplify language within digital service forms
• Limit fields to information genuinely required
• Test usability with representative employee groups
• Provide alternatives when users encounter difficulty

Day 3: Experience Measurement and Journey Redesign Lab

Employee Voice and Root Causes

• Collect feedback at defined journey moments
• Separate individual complaints from recurring patterns
• Connect comments with operational service data
• Analyze causes before proposing service improvements

Service Recovery and Experience Measures

• Apologize without making impossible service promises
• Recover service according to failure impact
• Measure resolution from the employee perspective
• Choose measures reflecting quality and effort

Journey Redesign Lab

• Redraw the journey after removing pain
• Separate quick improvements from structural changes
• Test the model with relevant stakeholders
• Present an improved implementable employee experience

• Miniature user research creates realistic employee personas
• Journey mapping exposes pain expectations and service breaks
• A service-center simulation manages concurrent employee requests
• A redesign lab produces an improved journey prototype