When I hear the word “experience,” my mind immediately leaps to Jimi and his trio – I was and am a huge fan of the man and his music. When I hear the words “employee experience,” I also think of Jimi: it too involves a type of feedback, and if it’s a bad experience can make you feel like you’re meandering through a “room full of mirrors” and enveloped in a confusing “purple haze.”
AI is rapidly transforming the employee experience – I’m tempted to say much as Hendrix transformed the guitar and the rock world when he landed on the scene like an alien from deep space in a bandana and green crushed velvet slacks…but if I take these parallels any further I may tempt you to forsake this article for your own Jimi Hendrix experience.
The employee experience refers to the overall journey and interactions an employee has with their organization, from recruitment to exit, including workplace culture, technology, environment, and how supported and valued they feel throughout their tenure. It encompasses all touchpoints that shape their engagement, productivity, and satisfaction. According to Gartner, 81% of HR leaders have explored or implemented generative AI. But what does this mean for employees and the future of work?
Business leaders are looking for guidance on how AI technology can can improve the employee experience by automating repetitive tasks, freeing workers for more meaningful projects, skill development, and a better work-life balance help boost productivity and organizational alignment. While companies are eager to adopt AI, employee reactions are mixed. EY found 75% of workers fear job loss, and 72% worry about pay or career impacts. Yet, a Workday survey showed 73% are excited about AI's potential and hope for more solutions.
One of my rotating AIX Factor co-hosts, Harold G. Ford III, the Practice Director for the Employer Solutions Practice at Net at Work, a leading business technology consulting firm, has spoken on the pod and at various venues about the “age of the employee experience.” Harold brings a field-level perspective to AI and HR, and I was interested to have him contribute a guest column on the employee experience through the lens of his experience. Without further ado, Mr. Harold Ford.
AI and the Age of Employee Experience
Harold G. Ford III
As AI continues to advance, fears of job loss due to automation and AI technologies continue to grow. However, the narrative that AI will steal jobs and leave workers without employment has little evidence to support it. AI is more likely to augment human work, making employees more efficient, productive, and strategic, rather than replacing them.I recently read a labor article from AP Economics Writer Paul Wiseman that supported my beliefs. In it, several points were made that AI isn’t replacing as many jobs as critics originally argued. Instead, it is creating more jobs and making workers more productive in general. And that productivity is largely due to increasing engagement, which is driven by richer employee experiences.
Enhancing the Employee Experience
In this Age of Employee Experience, the workforce is savvy, connected, and informed. They demand rich experiences where they work, and in all aspects of their journey: from recruitment and onboarding to collaboration and transparency to personalized learning and development. All facets of the employee lifecycle are deeply enhanced with rich experiences, and technology plays a major role. Whether it be employee portals, feedback loops, or chatbots, leveraging the transformative nature of technology can improve experiences, leading to increased engagement. And that includes harnessing the power of Generative AI for the workforce. Most employees already have AI in their pockets, and many apps on their phone incorporate AI to handle repetitive tasks. AI is already helping them in their non-work lives by saving time and effort. By introducing AI at the workplace to handle repetitive, data-driven tasks, it frees employees from the mundane and allows them to focus on more complex and fulfilling work. AI empowers employees to be more creative, innovative, and strategic. Take this example of how one AI tool can transform an organization.
Chatbot Example – Serving HR, Customers, and Employees
HR-driven AI-powered virtual assistants not only alleviate administrative time from HR professionals (enhancing their experience) but empower employees to get answers to their questions quickly and efficiently, with 24/7 availability. Common inquiries like “What dental benefits do we offer?” to specific questions like “How much PTO time do I have left?” can all be driven by automation. This round-the-clock support puts employees in control, improving HR delivery and overall satisfaction. Extending the assistant’s duties, AI can offer professional development courses or certifications based on career goals, current skills, and performance data. This makes employees feel recognized and valued, reducing attrition. It also readies the business for the future of work, upskilling individuals for a competitive edge.
Added, AI chatbots can drive routine customer service inquiries, saving employees time. Responses for queries like “What is my order status?” or “I need to submit a return” can be addressed by AI, allowing employees to focus on more complex, high-value interactions. And AI can be used to generate answers in written word or by voice, in any language needed for the task. Customer experience is improved, and employee’s productivity is increased. With strategic design, chatbots can drive customer retention, employee productivity, and organizational transformation.
AI is about Experiences
As we move forward, the conversation about Generative AI needs to shift from fear of job loss to an understanding that AI enhances human potential and provides richer employee experiences. In my chatbot examples, offering instant, personalized support impacts all areas of the business, and specifically contributes to a more engaged workforce. World class organizations that thoughtfully and strategically embed AI into the daily lives of their workforce will increase efficiencies while augmenting inherent employee strengths, provide fulfillment, and gain a competitive advantage.
Harold G. Ford III, SPHR, SHRM-SCP is Practice Director with leadership experience in Business IT, HR, Payroll, and Project Management
