Employee Journey Map as the basis of HR in the company

Employee Journey Map as the basis of HR in the company

HR service is one of the most important areas in any IT company. Why? Because the main resource here is people. And people are not simple, but highly qualified and talented. Everyone needs their own approach. Everyone needs attention.

There are two extremes in the HR service: HR “about people”, where psychologists are at the core, and the system is lame, or HR “bureaucrats”, where HR is at the core, and people don’t really care.

I don’t know how to treat the second, but I know what can be done about the first. EJM can be a good basis for HR systematization. What it is and how to use it – I invite you to read.

Greeting! My name is Ilya Pracht, I am an experienced manager in IT and also a trainer of management courses at OTUS. In line of duty, I worked a lot together with HR departments, independently built HR processes in the company, managed HRD.

The most effective version of the HR department in my practice consisted of people with a psychological background who were very empathetic and people-oriented. Of course, the downside of such professional deformation is the lack of systematicity. Sometimes we were lucky (for example, at my last company, everything was fine with the system there), and sometimes not so much.

When I need to build HR from scratch, I always take the EJM (Employee Journey Map) as a basis and then design all the main processes around it. It comes out quickly and efficiently. I want to tell you about this approach today.

What is EJM?

Employee Journey Map – employee journey map. The tool is adapted for HR from marketing (there it was CJM – Customer Journey Map). What is the idea: the employee has certain, quite standard points of contact with the company – some points of interaction on various issues. And you need to take into account his needs and mood to easily and casually move him to the next touch. And so until the end.

However, there is a nuance compared to CJM. In CJM, the end point is the sale, followed by a return to repeat interactions for further sales. At EJM, the final point is the dismissal of an employee. Therefore, here the cycle closes inside, and you have to work on not getting out of it earlier.

By the way, I recently wrote about CJM here is this articlemay be useful.

There are 6 main stages in EJM:

  1. Hiring

  2. Onboarding

  3. Effective work

  4. Development

  5. Release

  6. Interaction after release

As can be seen from the diagram, the task of the right EJM is to go through the stages of Hiring and Onboarding, and further immerse the employee in the cycle Effective work → Development for long-term and productive cooperation.

How to use EJM

Construction of EJM

First of all, EJM needs to be built. To do this, you need to analyze each of the 6 stages according to 4 criteria:

  • Touch points – when and how the employee interacts with the company.

  • Company Goals/Problems – Why is this company engagement step, what problem does it solve.

  • Goals/problems of the employee – similarly for the employee, what this interaction is for.

  • Experience and feeling of the employee – how he will feel from such an interaction.

Putting all this together, we get a matrix where the columns will be the stages, and the rows will be these 4 criteria of each stage.

Let’s analyze several stages for example. Let’s assume that the beginning of the journey is the Hiring stage. The company’s goals are to hire a good employee who matches the candidate’s profile. The employee’s goal is to find a job that meets his wishes. Experience and feelings of the employee – the person is in a certain state of stress, so all his emotions will be “twisted to the maximum”. And here, our further interaction, the transition to the Onboarding stage, depends on how comfortable he will feel during the stage.

Now let’s analyze the points of contact:

  • Information about the company;

  • Sending a resume;

  • First contact with the recruiter;

  • Resume assessment;

  • Appointment of interview;

  • Interview (several stages are possible);

  • Offer;

  • Contacts after the offer;

  • Reaction of the candidate’s decision.

It ran, it turned out 9 points of contact. This is for a “spherical IT company in a vacuum”. Build for your own, you can get a lot more points.

Well, for symmetry, let’s analyze the last stage – Interaction after release. The company’s goal is to improve (or at least not deteriorate) its reputation in the market, as well as not to lose contact with the candidate, it may be possible to work more. The employee’s goal is approximately the same: not to spoil his karma and have a “spare airfield”. The employee’s experience and feelings have already “let go” at this point, there should be no excess tension or negativity. But it depends, of course, on how you broke up and on someone’s initiative. If this was the employee’s own wish, everything will be fine.

What will be the points of contact here:

  • Contacts after dismissal;

  • Accounting issues (references, labor, etc.);

  • Reviews of the company;

  • Return.

And so on at each stage. We form a scheme with which we can work further.

Analysis of EJM

The finished EJM can be analyzed. What can be seen here?

First, which touch points you have well developed and which ones are not. And depending on their degree of influence on the employee’s emotions, it is worth prioritizing and processing the most dangerous gaps.

Second, to see if you have any duplicate touch points – ie. points that are repeated in different stages. It is worth clearly working out the interaction according to them, so that the employee clearly understands what you want from him at the moment. A simple example – both at the start of work, at the Onboarding stage and after completion of work, at the Dismissal stage, HR meets with the employee. There should be clear checklists and objectives for each of these meetings so that the right questions are asked and the right results are achieved.

Third, you can see conflicting points of contact – those that contradict each other. For example, at the Hiring stage there is the first contact with the recruiter and the appointment of an interview. It happens that these tasks are performed by different people, which greatly confuses the candidate, misleads him, and increases the negative trend of his emotions. And it also happens that a third party, HR, for example, justifies the decision regarding the offer. Then in the head completely irritated. Conclusion – the candidate should have a single point of entry, a single person with whom he interacts.

As you can see, EJM gives a good picture of HR processes in the company, their condition, level of perfection. Allows you to find defects and choose an option for their elimination. And even help you check through EJM tuning, and whether the problem will be solved in this way.

Construction of HR processes

By analyzing all the main touch points, you can understand what HR processes you will need. What your recruiters and HRBPs need to do to ensure positive and effective employee engagement.

That’s how, fun and relaxed, taking EJM as a basis, you can form your HR system in the company, which will work like a clock, promoting your employees in a properly planned way. And it will not be excessive, which is quite important. After all, there should be neither many nor few processes, but as many as they are needed.

About the work of HR and the creation of an HR system in the company, we at OTUS have developed new IT HRBP course. And we will hold it on August 1 an open lesson on building a company’s HR architecture based on EJM. Let’s talk in detail about EJM, how to make the step from EJM to system HR, and which custom HR services can help with this. Register and come!

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