Digital employee experience
All notes
Everything here, grouped by subject.
Practical guidance and product comparisons, not legal, employment or security advice.
What this covers
From the first question to the programme that stalls at year one
Eight sections, in the order a programme actually runs: deciding what to measure, measuring it, reading the output, fixing things, the people affected, running the programme, and buying only what the cheap work could not answer.
What it means
The industry measures the device and calls it experience. The gap between those is what this collection is about.
6 notes →Measuring it
Four sources, three of which you already own. The one you have to buy is narrower than the sales case.
8 notes →Reading the output
No experience measure should be published as a single average. Median, worst tenth, and the size of the affected group.
6 notes →Fixing things
Order by total time cost rather than severity. That ordering usually differs sharply from the complaint ordering.
7 notes →The people measured
The line is crossed by request, not by decision. Each request is reasonable and each one granted changes what the system is.
6 notes →Running it
Most of what the programme finds belongs to somebody else. Where it reports determines how far it gets.
6 notes →Buying a platform
Five components, of which most organisations already own parts of three. Buy for what the cheap work could not answer.
6 notes →Reference
The end state as a description, the twelve failures, and the order to do things in.
5 notes →Before anybody buys a platform
Three things that cost two days and no procurement
Read a hundred tickets
The free text, not the categories. Categories are chosen at creation for routing and hide what actually happened. An hour, and it is the highest-return analysis in this field.
Walk a common task
Onboarding, with a stopwatch. Every step, every system, every wait, every piece of information entered twice. New starters hit every gap in week one and tell nobody.
Ask fifty people
One open question: what wasted your time this week. It produces a ranked list of real friction in people's own words, and nothing else produces as much per minute of anybody's time.
All 50 notes
All fifty notes, by subject
- What Digital Employee Experience Actually Means
- What the Agent Sees and What It Misses
- Friction: the Thing You Are Actually Measuring
- Why Most Friction Is Not Technical
- The Question to Ask Before Buying Anything
- When You Do Not Need a Platform
- Device Telemetry: What It Is Good For
- Application Performance From the Desktop
- Login and Boot Times
- Crash and Error Data
- Sentiment Surveys That Produce Something
- Ticket Data You Already Have
- Observation and Walkthroughs
- Composite Experience Scores, and Their Problem
- Baselines and What Normal Looks Like
- Averages Hide the People Having a Bad Time
- Segmenting Without Singling Anybody Out
- Correlating Telemetry With Sentiment
- When the Data and the Complaints Disagree
- What a Score Cannot Tell You
- Choosing What to Fix First
- Fixes That Need No Budget
- The Slow Login Problem
- Application Sprawl and Switching Cost
- Access Requests and Waiting
- The Service Desk as a Signal
- Measuring Whether the Fix Worked
- Telling People What Is Collected
- The Line Between Experience and Monitoring
- Why Individual Scores Are a Mistake
- Managers Asking for Team Data
- Accessibility and Assistive Technology
- Remote, Hybrid and Unequal Experience
- Who Owns DEX, and Why It Is Usually Nobody
- Working With the Service Desk
- Working With Security
- Reporting to People Who Fund It
- Proving Value Without Inventing Numbers
- When the Programme Stalls
The short version
Report the tail, not the average
The average is fine and the worst tenth is why you have a programme. Find the friction cheaply, fix what needs no budget, and keep the data about systems rather than about people.