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
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Present the case for investment in end-to-end employee experience in terms that a finance function will accept.
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Structure records of end-to-end employee experience so that they answer the questions an auditor will actually ask.
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Build the trust that makes candid feedback about end-to-end employee experience possible.
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Set direction on end-to-end employee experience that people can act on without further interpretation.
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Review your own performance on end-to-end employee experience as rigorously as you review others'.
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Design a training and briefing approach that sustains competence in end-to-end employee experience.
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Manage the emotional load end-to-end employee experience places on you and on the team.
Who Should Attend
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Staff seconded into improvement work on end-to-end employee experience.
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Managers of geographically distributed teams handling end-to-end employee experience.
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Department heads and senior managers accountable for end-to-end employee experience.
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Technical staff being prepared for supervisory responsibility over end-to-end employee experience.
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Founders and owner-managers formalising end-to-end employee experience as the organisation grows.
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Board members and non-executives overseeing end-to-end employee experience.
Course Modules
Open any module to see its sessions and topics.
01
End-to-end employee experience: deciding under pressure and incomplete information
2 sessions · 8 points
Session 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.
02
End-to-end employee experience: setting direction people can act on
2 sessions · 8 points
Session 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.
