Recently, companies are paying more attention to the experience of their workforce. As the name suggests, employee experience (EX) concerns the study of the quality of experiences during work, as perceived by employees. From the moment they apply for a job, to the day-to-day activities up to the point they leave the organisation, it all counts towards that perception of quality of experience. And obviously, companies want EX to be positive in order to attract the best candidates, retain talent and and stimulate productivity.
I’ve been working with EX since 2015, even though at that time we didn’t call it EX, it was simply UX of employees. Staff working for train operating companies in the UK had their journeys mapped and their personas created as part of the Closer project. Reports and examples of activities can be seen here on this website such as the employee personas or customer journey maps.
Currently I’m working for the West Midlands Fire Service conducting research projects to understand EX in relation to specific services they provide. Firefighters are responsible for the emergency response in case of fire, but there is a range of additional services they have to provide. For example, they conduct audits of commercial properties, give advice to vulnerable businesses, visit households at risk, and collect information about the safety of tall buildings (especially crucial after Grenfell).
While doing these offline activities, they have to interact with several digital services, where they consult information and input data collected from these visits. It was necessary to understand their activities and requirements for the systems. This work is part of a multidisciplinary team comprising of designers, an in-house development team and business analysts. As a UX researcher my role is to understand their experiences taking in consideration the safety and emergency aspect of their work.
For the past 3 months we conducted focus groups, online surveys and interviews with more than one hundred firefighters and station commanders. The objective was to map their current journeys, understand behaviours, feelings and needs. And most importantly, the aim was to provide recommendations for improvements, with clear suggestions of actions to improve both the services provided and the EX.
Thematic analysis of qualitative data and statistical analysis of quantitative data were performed, and resulted in a 56-page report with a journey map, a service blueprint and other useful results to the organisation. They can now make informed decisions based on real-world data. Meetings with the Strategic Enabling Team and the Chief Fire Officers will soon take place, having my report as the source, so they can make informed decisions concerning the future of specific services they provide.