Many companies have implemented various methods to measure IT end-user experience. However, as companies grow, measuring this experience becomes increasingly complex.
Consider the challenges: multiple product and service owners, diverse applications, frequent updates, rollouts, migrations, regional variations, and unique support structures. The list of complexities goes on.
So, how can organizations effectively address these complexities? Here are three essential pillars to help manage the varied information needs of internal stakeholders.
Pillar 1: Establish a Dedicated Digital Employee Experience Team
Creating a specialized team is foundational. This team, which may be called an IT Happiness Team or similar, should be tasked with managing the digital employee experience. Depending on your organization’s size, consider including the following roles:
- Change Management and Adoption Specialist
- Digital Workplace Manager
- Service Delivery Manager
- Application Development & Support
- Service Desk Management
- IT Communication Specialist
- Direct link to the CIO through the CIO Office
In addition to managing the digital experience, the team should organize and implement three key feedback mechanisms to capture insights across all levels.
Pillar 2: Secure CIO Sponsorship
CIO sponsorship is crucial. This isn’t just a nice-to-have—it’s essential for embedding a digital and employee-centric strategy into the organization’s culture. If the CIO or IT leadership has already recognized the importance of this in their roadmap, you’re off to a strong start.
With CIO backing, the Digital Employee Experience Team can effectively deploy feedback mechanisms that support data-driven improvements. Here’s how these mechanisms are structured:
Pillar 3: Implement Three Key Feedback Mechanisms for Effective IT Experience Management
To create a continuous feedback loop, use these mechanisms to keep pace with employee needs and the IT environment’s dynamic changes:
- General Digital Workplace Satisfaction Surveys
- Run throughout the year, capturing employee feedback once or twice annually for a broad view of satisfaction with digital tools, applications, and IT support. This balanced approach helps track long-term trends.
- Monthly: To product and service owners for immediate insights.
- Quarterly: To regional IT management, highlighting operational trends.
- Annually: For C-level and IT leadership, often using KPIs like IT Happiness or NPS.
- Product and Service-Specific Surveys
- Conduct targeted surveys after major changes, rollouts, or migrations. Many product owners focus more on results than on survey management, so central coordination is essential.
- Key Steps: Consistency with KPIs, standardized templates, and central distribution of surveys, possibly with a partner like Yorizon. Avoid survey fatigue by integrating with HR databases (e.g., Workday, SAP SuccessFactors) and applying a 3-month interval rule for survey invitations.
- Service Desk and Support Feedback
- This mechanism focuses on daily incidents and support requests. If your organization uses IT service management tools like ServiceNow, continuous feedback should be collected from those experiencing incidents or submitting requests.
- Ensure the following:
- Survey Alignment: Surveys are consistent with general and product-specific surveys to create a unified approach.
- Avoid Over-Surveying: Exclude individuals who recently received other survey invitations to prevent survey fatigue.
By covering these three major feedback areas—general digital workplace satisfaction, product/service-specific feedback, and service desk support—you create a unified approach that avoids survey fatigue and ensures consistency in methodology and reporting. This setup enables you to gather the right level of detail for operational, tactical, and strategic needs, driving continuous learning, communication, and engagement across your organization.