Journey mapping is powerful. A clear visualization of your customer’s journey helps rally the company to support a new vision of your customers’ challenges, and how you can make it easier to be your customer.
But why should customers get all the love? If it’s such a powerful tool, shouldn’t we find other uses for it?
Employee journey mapping is often neglected. Or, worse, it’s done in a haphazard way, foregoing the discipline we use for our customers. But there’s no shortage of research on the linkage between the customer and employee experiences. Consider using your journey mapping process for customers.
This risk doesn’t go away when doing employee journey mapping. Take a critical eye to your scope and be sure to select the right journey and employee population for your map.
When we do action planning for employee journey maps we add a second day for prototyping. Have your teams spend their first day learning about employees’ needs and building empathy. Use the second day to build out low-fidelity prototypes. Then, bring in waves of customers to give immediate feedback. We typically have three waves of employee feedback before presenting the final concepts to leadership – which have often morphed quite dramatically as the day went on.
If you’re difficult to do business with for customers, odds are that that begins with you making it difficult for your employees. Employee journey mapping is a best practice to identify and remove those sources of friction.
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