Experience, Inc.. Jill Popelka

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Experience, Inc. - Jill Popelka


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foundation, and Dad was the inspiration. He taught me how to believe in others, to take time to think – really think – and the value of experience in learning. He always encouraged me to take the next leap, whether it was my first time riding a horse or my first international travel. When it comes to parents, I hit the jackpot, and I will be forever grateful for their investment in me.

      Employee Experience: It's Here to Stay

      In the old days, we used to talk about keeping employees happy, paying a fair wage, and making sure our benefits were competitive. Today, however, the nature of work is changing rapidly, and workers have so many options, we have to think differently. It's time to design the employee experience that works.

      As a business leader and technology innovator, Jill has had the opportunity to think deeply about the issues of experience design. And in this book, she unlocks many of the important secrets.

      As my own research points out, the challenge today is not just giving employees lots of perks and programs – it's a problem of designing an entire work environment that delivers productivity, support, and growth. And each role is different, so we have to design an experience that's relevant to each job.

      And as Jill discusses in the book, technology only plays a supporting role. You may believe you can “buy” employee experience from a vendor, but this is not enough. The design must include a sober look at leadership, rewards, diversity, growth, and the lived experiences of workers.

      The focus on employee experience is one of the biggest shifts in business. Let's all dive in and make work life better in our own organizations.

      Josh Bersin

      Global Industry Analyst and CEO, The Josh Bersin Company

      The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking.

       Albert Einstein

      History tells us it was harsh, usually brutal. It was tedious. Workers, including children, were often exploited or far worse. Conditions could be unbearable, with few if any safety precautions. Laborers were often unappreciated for their efforts. It was called work for a reason.

      For thousands of years we worked from dawn until dusk. Rulers or wealthy employers established pay and taxes and could change them on a whim. You decided how much risk you would accept for the advertised reward but, for most, it was no choice at all.

      During the Industrial Revolution, workers experienced a huge shift from primarily agrarian labor and the creation of hand-crafted goods to mass manufacturing, enabled by technology. People moved to cities, where growth and industry offered more reliable jobs, albeit with similarly terrible conditions. Some governments and newly formed labor unions fought to improve worker health and safety, but struggled to keep up with the dizzying pace of change. Mass production and assembly lines generated an economic boon. Though responsibilities changed, workers still faced monotonous and tiresome tasks. Your job wasn't to be happy at work; it was to do your work.

      We've come a long way.

      Historically, we have talked about labor markets from a supply-demand perspective. Companies managed employees as assets. In a scarce labor market, when the number of jobs exceeds the number of qualified candidates, employees have the power. In a surplus labor market, things get better for companies but worse for employees.

      Is this a healthy way to think about the relationship between employees and companies? Treating it as a zero-sum battle for supremacy? Is it good for societies to talk about human beings using terms like “surplus”? This is unsustainable if we are to create a healthy society with trusted companies and happy, productive citizens.

      We are starting to see a complex shift, brought on by changing global demographics, new economic norms, and advancing technologies. Employees are reevaluating the purpose of work and demanding a new set of rules. Employers are struggling to keep up.

      On the other hand, I hear about so many people who can't find a job.

      What's the real story? Have we over-automated talent acquisition? Are we trying too hard to apply technology, taking the humanity out of the recruitment process? Are we overreliant on personal networks and underinvested in finding diverse voices? Are we doing a disservice to our own teams and businesses, as well as the candidates in the market?

      We're witnessing many dramatic developments at once:

       new technology and the ever-increasing speed, power, and assimilation of automation, including robotics and artificial intelligence, which create new jobs while hastening the extinction of others

       greater access to information, including legislated transparency about business practices

       growing disconnect between the education and labor markets (According to the U.S. Bureau of Labor Statistics, there are one million more coding jobs in America than workers to fill them.)3

       the greatest public health crisis in


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