Present the case for investment in end-to-end employee experience in terms that a finance function will accept.
Managing the Full Employee Experience from Hiring to Departure
A senior-level treatment of end-to-end employee experience, focused on what changes outcomes.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
When end-to-end employee experience is unclear, people default to protecting their own function. The hardest part of the organisational leadership capability is rarely deciding — it is holding the decision when it becomes unpopular. The result is the confidence to make and defend decisions about this area of organisational leadership under scrutiny. Moving end-to-end employee experience from written policy into daily practice is not achieved by a single decision. Exercises escalate in difficulty, ending with the ambiguous situations that make the organisational leadership discipline hard in practice. It treats the wider organisational leadership agenda as an operating discipline and equips participants to run it as one. The material serves both public bodies and commercial organisations dealing with end-to-end employee experience. Applied research in organisational leadership consistently shows that early structure around this strand of organisational leadership reduces downstream rework. The programme ends where implementation begins, with the practice within organisational leadership broken into steps someone can start on Monday.
Expected Learning Outcomes
Structure records of end-to-end employee experience so that they answer the questions an auditor will actually ask.
Build the trust that makes candid feedback about end-to-end employee experience possible.
Set direction on end-to-end employee experience that people can act on without further interpretation.
Review your own performance on end-to-end employee experience as rigorously as you review others'.
Design a training and briefing approach that sustains competence in end-to-end employee experience.
Manage the emotional load end-to-end employee experience places on you and on the team.
Who Should Attend
Staff seconded into improvement work on end-to-end employee experience.
Managers of geographically distributed teams handling end-to-end employee experience.
Department heads and senior managers accountable for end-to-end employee experience.
Technical staff being prepared for supervisory responsibility over end-to-end employee experience.
Founders and owner-managers formalising end-to-end employee experience as the organisation grows.
Board members and non-executives overseeing end-to-end employee experience.
Course Modules
End-to-end employee experience: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Closing out end-to-end employee experience and capturing what was learned
- Prepare the summary of end-to-end employee experience that senior management will read.
- Review a past decision on end-to-end employee experience and state honestly what you would change.
- Collect evidence on the present handling of end-to-end employee experience before proposing changes.
- Identify where judgement in end-to-end employee experience is legitimate and where it is not.
Session 2Applying the standard on end-to-end employee experience to your best performer
- Set the review point at which end-to-end employee experience will be reconsidered.
- Give one piece of specific feedback on end-to-end employee experience within the week.
- Ask the team what they think is wrong with the plan for end-to-end employee experience.
- Identify the conversation about end-to-end employee experience you have been postponing, and schedule it.
End-to-end employee experience: setting direction people can act on
2 sessions · 8 pointsSession 1Saying the thing about end-to-end employee experience that nobody wants to say
- Distinguish symptoms from causes when end-to-end employee experience underperforms.
- Estimate the resource end-to-end employee experience requires to run as designed.
- Benchmark the organisation's end-to-end employee experience against comparable operations.
- Plan the sequence in which improvements to end-to-end employee experience will be introduced.
Session 2Holding the line on end-to-end employee experience when it costs you
- Confirm that the people affected by end-to-end employee experience heard it from you first.
- Assess the workload end-to-end employee experience adds and what you will remove to make room.
- Verify six months later that changes to end-to-end employee experience have held.
- Recognise publicly one person whose work on end-to-end employee experience went unnoticed.
End-to-end employee experience: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Deciding on end-to-end employee experience when the information will never be complete
- Identify your successor for end-to-end employee experience and the gap they need to close.
- Decide what will be stopped to create capacity for end-to-end employee experience.
- Agree the standard on end-to-end employee experience and confirm it applies to everyone.
- Check whether incentives anywhere reward behaviour that undermines end-to-end employee experience.
Session 2The meeting that finally unblocks end-to-end employee experience
- Identify which function can quietly block end-to-end employee experience and address it directly.
- Build the internal briefing that explains end-to-end employee experience to those affected.
- Test whether the team can explain end-to-end employee experience in their own words.
- Prepare the response for the most likely failure in end-to-end employee experience.
End-to-end employee experience: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Where end-to-end employee experience typically breaks, and why
- Set out how exceptions to end-to-end employee experience are requested and approved.
- Set the decision rights on end-to-end employee experience: who decides, who is consulted, who is told.
- Confirm that reporting on end-to-end employee experience reaches the people who can act.
- Check that records of end-to-end employee experience answer the questions likely to be asked.
Session 2Keeping end-to-end employee experience alive after the initial push
- Decide the point at which you would escalate end-to-end employee experience.
- Agree the smallest change to end-to-end employee experience that would be visibly useful.
- Name the person accountable for each part of end-to-end employee experience, not the committee.
- Test the procedure for end-to-end employee experience against a realistic scenario.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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