People working together as a lean, global enterprise for automotive leadership, as measured by: Customer, Employee, Dealer, Investor, Supplier, Union/Council, and Community Satisfaction.
Belong Anywhere.
[Company name] is committed to our customers and employees, and dedicated to delivering the highest levels of satisfaction in the
implementation and ongoing support of our solutions.
To be a leader in the distribution and merchandising of food, pharmacy, health and personal care items, seasonal merchandise, and related
products and services.
To refresh the world, to inspire moments of optimism and happiness, and to create value and make a difference.
To inspire and nurture the human spirit—one person, one cup and one neighborhood at a time.
To offer the finest service that assures customer satisfaction with cost efficient structure and shortest delivery time.
To be the leading supplier of semiconductor fabrication solutions worldwide—through innovation and enhancement of customer productivity with systems and service solutions.
To organize the world's information and make it universally accessible and useful.
Use our pioneering spirit to responsibly deliver energy to the world You can go through these and clearly tell the difference between
organizations that are following the mission statement 101 guide and organizations that are creating a Reason for Being. Here's the list of companies mentioned above (in order).
Ford Airbnb McKesson Kroger
Coca‐Cola Starbucks EY
Applied Materials Google
ConocoPhillips
You can think of the Reason for Being as the umbrella that covers the three employee experience environments. Employee experience starts from there and affects the physical space, technology, and culture of the organization.
Salesforce.com does an excellent job of this. Its Reason for Being states:
Salesforce.org is based on a simple idea: leverage Salesforce's
technology, people, and resources to help improve communities around the world. We call this integrated philanthropic approach the 1‐1‐1 model because it started with a commitment to leverage 1% of
Salesforce's technology, people, and resources to improve communities around the world. By encouraging and enabling companies to adopt the 1‐1‐1 model, Salesforce.org is helping to spark a worldwide corporate giving revolution.
This statement clearly focuses on the impact on the world (improve
communities around the world), is not centered on financial gain (in fact the only mention of anything around money deals with how much it gives, not how much it gets), is something unattainable (there are countless
communities around the world), and definitely rallies employees who want to make a difference.
Very few organizations around the world incorporate their philanthropic efforts directly into the goal of the company and why it actually exists, especially if this isn't a part of their core business. Salesforce.com has
become known around the world not just as a technology company but also as an organization that wants to improve the world. This belief and
philosophy has been with the company since its creation decades ago and is one of the reasons why Saleforce was among the top scoring companies featured in this book.
From here we can start to look at an organization's Employee Experience Score (ExS), which is determined by looking at 17 variables inside of an organization. These are the 17 things that employees care about most when it comes to technology, physical workplace, and culture:
Consumer grade technology Technology availability
Technology focusing on employee needs Workplace options
Values reflected in the physical space Being proud to bring in friends or visitors Workplace flexibility and autonomy
A sense of purpose Fair treatment Feeling valued
Managers acting like coaches and mentors Feeling like you're part of a team
Ability to learn something new, advance, and get the resources to do both
Referring others to work at your organization Diversity and inclusion
Health and wellness Brand perception
You can see the actual questions used to evaluate the ExS in the Appendix, where you can see how your organization ranks. You can also check out https://TheFutureOrganization.com to see the full rankings and to take the assessment online. These 17 attributes are what the most forward‐thinking and progressive organizations around the world are investing in. As you read more about each one of these variables, you will also notice that they
uncover more than what appears on the surface. For example, looking at things such as being proud to bring in friends or visitors or feeling a sense of purpose at the organization reveals things that are not directly asked in the survey, such as having a connection to the organization or feeling excitement about the brand. You will see many of these as you read more about the 17 variables.
Out of the 252 organizations that I ranked and evaluated for all of these variables, only 15 of them can be considered Experiential Organizations, that is, the very best at providing employee experiences. In order of rank these 15 organizations are:
1. Facebook 2. Apple 3. Google 4. LinkedIn
5. Ultimate Software 6. Airbnb
7. Microsoft 8. Riot Games 9. Accenture 10. Salesforce.com 11. Hyland Software 12. Cisco
13. Amazon 14. Adobe
15. World Wide Technology
These comprise just 6 percent of the organizations I analyzed, which shows that there is still a tremendous amount of growth and opportunity for
organizations around the world to focus on employee experience. So what is it that these organizations are doing that others aren't, and perhaps more
important, what's the value of investing in employee experience? Many of the examples in this book will be of these leading organizations that I analyzed. However, there will also be a few examples of organizations that I didn't analyze but whose executives I had the opportunity to get to know and speak with, which I believe are also doing unique things around
employee experience.
In the next few chapters I'll explore what the 17 attributes actually mean, what they measure, and what organizations are doing related to these attributes. An entire book can easily be devoted to each one of the 17 attributes (and some have books about them). I want to stress that it is not my intention to provide a strategy for each one of these 17 variables. I
simply want to convey why and how they are a part of the overall employee experience.