Employee Experience Design

The most impactful and sustainable way to improve employee experience, to ultimately build and maintain a happy efficient workforce, and turn employees into ambassadors.

Having motivated talent that are brand ambassadors is critical to our success. Our business is doing great, but it is getting harder to attract and retain the right talent.

Do you recognize this?

How might we improve your Employee Experience to attract and retain the right talent? In fact, some employees have indicated that the interaction they have with us is not always optimal, so we need to respond and improve our Employee Experience in a way that adds value to the company and our (future) talent.

ING is preparing for future-proof innovation. Therefore, with facilitation by DesignThinkers, we accelerated an innovation process that embeds the users’ perspective in product & service development. As a result, we successfully combined Lean, Agile & Scrum with Design Thinking. In this manner, we empowered ING to bring relevant solutions to the market faster.
ING training
ING is preparing for future-proof innovation. Therefore, with facilitation by DesignThinkers, we accelerated an innovation process that embeds the users’ perspective in product & service development. As a result, we successfully combined Lean, Agile & Scrum with Design Thinking. In this manner, we empowered ING to bring relevant solutions to the market faster.
ING is preparing for future-proof innovation. Therefore, with facilitation by DesignThinkers, we accelerated an innovation process that embeds the users’ perspective in product & service development. As a result, we successfully combined Lean, Agile & Scrum with Design Thinking. In this manner, we empowered ING to bring relevant solutions to the market faster.
The Employee Journey project at Cartier involved participants from different departments of their global organization. This was essential in order to allow the co-creation of shared solutions. As a result, in a learning-by-doing manner, participants were guided through a Design process that enabled them to visualize future scenarios. The project was executed on a global level, involving teams in the Paris, New York and Amsterdam offices. Working with a human-centered perspective resulted in more extensive changes than imagined at the start: aside from redesigning the physical working space, we embedded employees’ emotions and attitude into the new design.
Cartier training
The Employee Journey project at Cartier involved participants from different departments of their global organization. This was essential in order to allow the co-creation of shared solutions. As a result, in a learning-by-doing manner, participants were guided through a Design process that enabled them to visualize future scenarios. The project was executed on a global level, involving teams in the Paris, New York and Amsterdam offices. Working with a human-centered perspective resulted in more extensive changes than imagined at the start: aside from redesigning the physical working space, we embedded employees’ emotions and attitude into the new design.
The Employee Journey project at Cartier involved participants from different departments of their global organization. This was essential in order to allow the co-creation of shared solutions. As a result, in a learning-by-doing manner, participants were guided through a Design process that enabled them to visualize future scenarios. The project was executed on a global level, involving teams in the Paris, New York and Amsterdam offices. Working with a human-centered perspective resulted in more extensive changes than imagined at the start: aside from redesigning the physical working space, we embedded employees’ emotions and attitude into the new design.
Our collaboration with Coca-Cola was an interesting case of Design Thinking in HR. DesignThinkers facilitated the redesign of Coca-Cola HR; the employee ecosystem. How can we demonstrate a human touch in the digital world we work in? We facilitated Design Councils consisting of Coca-Cola employees and Coca-Cola Human Resource professionals. This was a co-creation effort to explore the Coca-Cola Global business Services eco-system and opportunity areas for improving services and design improved Service Scenarios especially for hiring and on boarding of new Coca-Cola employees. The main outcome is a set of Prototypes & Roadmaps on how to implement the Pilots.
Coca Cola Training
Our collaboration with Coca-Cola was an interesting case of Design Thinking in HR. DesignThinkers facilitated the redesign of Coca-Cola HR; the employee ecosystem. How can we demonstrate a human touch in the digital world we work in? We facilitated Design Councils consisting of Coca-Cola employees and Coca-Cola Human Resource professionals. This was a co-creation effort to explore the Coca-Cola Global business Services eco-system and opportunity areas for improving services and design improved Service Scenarios especially for hiring and on boarding of new Coca-Cola employees. The main outcome is a set of Prototypes & Roadmaps on how to implement the Pilots.
Our collaboration with Coca-Cola was an interesting case of Design Thinking in HR. DesignThinkers facilitated the redesign of Coca-Cola HR; the employee ecosystem. How can we demonstrate a human touch in the digital world we work in? We facilitated Design Councils consisting of Coca-Cola employees and Coca-Cola Human Resource professionals. This was a co-creation effort to explore the Coca-Cola Global business Services eco-system and opportunity areas for improving services and design improved Service Scenarios especially for hiring and on boarding of new Coca-Cola employees. The main outcome is a set of Prototypes & Roadmaps on how to implement the Pilots.
During the trainings we will work following the Double Diamond by the UK Design Council. This is a visual model frequently used to describe a process flow of design and innovation.
During the trainings we will work following the Double Diamond by the UK Design Council. This is a visual model frequently used to describe a process flow of design and innovation.
During the trainings we will work following the Double Diamond by the UK Design Council. This is a visual model frequently used to describe a process flow of design and innovation.

We are committed

We consider the topic of Employee Experience fundamental to the ability of organizations to create, deliver and convert value now and in the future. We consider it to be so fundamental that we have a global Employee Experience Design Center in London, where we gather and evolve our knowledge and practical implementation learnings to be able to deliver the best possible Employee Experience Solutions and Training.

GET IN TOUCH WITH ONE OF OUR EXPERTS: ELMO DIEDERIKS | SENIOR PARTNER & INNOVATION CONSULTANT

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