Embarking on the journey to becoming an Employee Experience Designer through Excellent (www.excellent.io), I found myself immersed in a project with a client that not only challenged but added my understanding of workplace dynamics and the pivotal role of employee experience design. Tasked by a client, a forward-thinking tech startup in their critical second phase of growth, my goal was to unravel the finer details of their employee experiences. The founders, deeply people-focused yet constrained by the demands on their time, sought to create an environment where employees could not just exist but truly thrive.

The startup, bustling with designers, social media marketers, SEO and AdWords specialists, and project managers, was a melting pot of digital creativity. However, beneath the surface, there lay hidden challenges and blockers that stifled employee growth and productivity. The goal was clear: to identify these obstacles and implement strategic people focussed solutions that would elevate the employee experience, thereby enhancing retention, productivity, and ultimately, forging a strong employment brand.

Our journey began with a broad approach—an employee engagementsurvey designed to uncover feedback from staff on ways of working, culture, career growth, and more. While insightful, the responses barely scratched the surface, hinting at deeper, unspoken challenges. It became evident that a more nuanced strategy was needed to unearth the real issues at hand.

Thus, the concept of coffee catch-ups was born. These one-on-one sessions were more than just casual chats; they were gateways to understanding the unique challenges each employee faced. Armed with a set of probing questions, I dove deeper into the individual experiences within their roles, uncovering themes that resonated across the team.

This methodical approach allowed for the identification of key blockers, particularly in areas such as "Ways of Working" and "How We Progress Our Careers Here." Despite having a learning and development allowance, employees hesitated to utilise it for fear of falling short on billable hours. The need from the two founders to create a culture of shared learning and understanding among the team vs the hestitation of their people to take time away from their day-to-day work nemerged as a key issue to solve.

Armed with these insights, the design phase kicked off, centering around collaboration with employees to brainstorm solutions. Ideas such as creating a shared skills spreadsheet to implementing shadowing sessions and setting clear goals and KPIs, the focus was on practical, inclusive measures that addressed the identified challenges.

One of the key, but most basic solutions was the updating of their time-tracking tool to include a new field for coding learning time. This simple yet effective modification signaled a shift in mindset, encouraging employees to invest in their development without the guilt of unbillable hours.

As we rolled out new initiatives, including a "Share Beer" sessions and the introduction of a performance review and goal-setting system, the impact on the company's culture was evident. The ongoing feedback loop, essential for continuous improvement, was established, ensuring that the solutions remained effective and relevant.

Reflecting on this journey, two key lessons havestood out for me: the power of starting with simple actions and the importance of continuous, open dialogue with employees. These strategies not only addressed immediate challenges but also laid the groundwork for a sustainable culture of growth and learning.

The experience of becoming an accredited Employee Experience Designer has highlighted the real power of listening, empathy, and strategic action in crafting environments where employees not only succeed but flourish. This case study is a testament to the idea that the heart of any successful business lies in its people, and that the answers we seek lie within those people, and in turn the experiences we create for and with them.

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