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DIGITAL EMPLOYEE EXPERIENCE AND APPLICATIONS: EMPACTIVO AS A PLATFORM EXAMPLE

Yıl 2024, Cilt: 4 Sayı: 2, 157 - 174, 31.12.2024

Öz

Employee experience refers to the sum of all an employee's experiences since the moment they joined the organization. Employee experience is a broad concept that includes many factors, from onboarding to daily work activities, career development opportunities, organizational culture, and relationship with the organization. Employee experience is shaped by what an employee feels, the processes they interact with, and the support they receive during their presence in the organization. Employee experience is strategically important in increasing productivity and strengthening organizational loyalty. Digital employee experience is a field that examines how digital technologies transform the way employees do business in the business world. Using technology, digital employee experience aims to increase employee productivity, satisfaction, and loyalty. With the pandemic, remote and hybrid working models and the increased use of digital tools have enabled employees to work flexibly and efficiently regardless of time and place. This rapid digital transformation process has also brought about challenges such as data security, privacy, and digital skills development. Organizations should manage these risks and provide digital skills to their employees in order to improve the digital employee experience. It is expected that technologies such as artificial intelligence and augmented reality will be further integrated into the digital employee experience, making employee experiences more interactive and productive. Digital employee experience offers an important strategic advantage for organizations and increases employee satisfaction and business performance when integrated with the right tools and applications. In this context, a systematic literature review was conducted to determine, review, and summarize the most appropriate studies available in the relevant literature on the increasingly important digital employee experience. After examining the digitalization process in employee experience and digital employee experience in Turkey in the light of conceptual information and research in the literature, "Empactivo" and the services it offers, as well as digital employee experience application examples, were shared as an example of a digital employee experience platform. This study will contribute to developing a limited number of studies in the relevant literature by providing a new understanding and application examples of how digital transformation shapes employee experience.

Kaynakça

  • Asher, N. (2017). A warmer welcome: Application of a chatbot as a facilitator for new hires onboarding. Independent thesis. Linnaeus University, Faculty of Technology, Department of Media Technology.
  • Bersin, J., Flynn, J., Mazor, A., and Melian, V. (2017). The employee experience: Culture, engagement, and beyond. Global Human Capital Trend Report, 51-61.
  • Cameron, G. (2017). Towards a chatbot for digital counselling. İçinde proceedings of the 31st International BCS Human Computer Interaction Conference (HCI 2017), 31.
  • Chandwani, J., Shah, D., and Shaikh, A. (2021, Temmuz). A study on role of digital technologies and employee experience. İçinde Innovations in Information and Communication Technologies (IICT-2020): Proceedings of International Conference on ICRIHE-2020 (ss. 15-25). Cham: Springer International Publishing. Degryse, C. (2016). Digitalisation of the economy and its impact on labour markets. ETUI Research Paper - Working Paper 2016.02. https://doi.org/10.2139/ssrn.2730550
  • Gallup. (2022). State of the Global Workplace. https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx
  • Gautier, K., Bova, T., Chen, K., and Munasinghe, L. (2022). Research: How employee experience impacts your bottom line. Harvard Business Review. https://hbr.org/2022/03/research-how-employee-experience-impacts-your-bottom-line
  • Gheidar, Y., and Zanjani, M. S. (2021). Designing a conceptual framework for digital employee experience. Iranian Journal of Management Studies, 14(4), 669-680.
  • Gheidar, Y., and ShamiZanjani, M. (2020). Conceptualizing the digital employee experience. Strategic HR Review, 19(3), 131-135.
  • Green, S. (2017). Culture hacker: Reprogramming your employee experience to improve customer service, retention, and performance. John Wiley and Sons.
  • Harteis, C. (2019). Supporting learning at work in an era of digitalisation of work education in work-based learning as a pathway to competence-based education. Federal Institute for Vocational Education and Training, Bonn.
  • Ivarsson, L., ve Larsson, P. (2010). Service work and employee experience of the service encounter. Karlstad University.
  • İrfan, O. (2022). Çalışan deneyimi. Ceres Yayınları.
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
  • Khandelwal, S., Sharma, D., and Rajagopal, N. K. (2023). Influence of spirituality (S) and emotional intelligence (EI) on employee experience (EX): A structural equation modeling approach. Journal of Interdisciplinary Mathematics, 26, 329-340.
  • Kulkarni, M. M., and Mohanty, D. V. (2022). An experiential study on drivers of employee experience. International Journal of Management and Humanities, 8(12), 1-7.
  • Lee, M., and Kim, B. (2023). Effect of employee experience on organizational commitment: Case of South Korea. Behavioral Sciences, 13(7), 521.
  • Maity, S. (2019). Identifying opportunities for artificial intelligence in the evolution of training and development practices. Journal of Management Development, 38(8), 651-663.
  • Maylett, T., and Wride, M. (2017). The employee experience: How to attract talent, retain top performers, and drive results. John Wiley and Sons.
  • Mazor, A., Houillier, S., Tremblay-Charland, M., Zuker, J., and Winsor, S. (2019). The digital workforce experience: Getting technology to work at work. Deloitte Development LLC, 9-17.
  • Mettling, B. (2015). Transformation numérique et vie au travail. Informe. Paris: Ministre du Travail, de l’Emploi, de la Formation Professionnelle et du Dialogue Social.
  • Mercer. (2021). Türkiye Dijital Dönüşüm ve İş Gücü Beceri Gelişimi Araştırması. https://www.capital.com.tr/haberler/tum-haberler/dijital-donusum-ve-is-gucu-beceri-gelisimi-arastirmasi adresinden erişilmiştir.
  • Morgan, J. (2015). The three environments that create every employee experience. Forbes.
  • Morgan, J. (2017). The employee experience advantage: How to win the war for talent by giving employees the workspaces they want, the tools they need, and a culture they can celebrate. John Wiley and Sons.
  • Plaskoff, J. (2017). Employee experience: The new human resource management approach. Strategic HR Review, 16(3), 136-141.
  • Personio. (2024). Why has employee experience become so important? https://www.personio.com/hr-lexicon/employee-experience-guide/ adresinden erişilmiştir.
  • Porkodi, S., Al Balushi, S. S. K., Al Balushi, M. K. M., Al Hadi, K. O. R., and Al Balushi, Z. I. H. M. (2023). Digital employee experience and organizational performance: A study of the telecommunications sector in Oman. Business, Management and Economics Engineering, 21(2), 248-268.
  • Raia, M. (2017). Providing a better digital experience for employees. Strategic HR Review, 16(2), 71-75.
  • Rathi, R. (2018). Artificial intelligence and the future of HR practices. International Journal of Advanced Research, 4(6), 113-116.
  • Ravasi, D., and Schultz, M. (2006). Responding to organizational identity threats: Exploring the role of organizational culture. Academy of Management Journal, 49(3), 433-458.
  • Shaheen, S., Zulfiqar, S., Ahmad, B., and Ahmad-ur-Rehman, M. (2024). Fear of COVID-19 and employee engagement: Does emotional stability matter? International Journal of Emerging Markets, 19(1), 231-248.
  • Shivakumar, S. K. (2019). Build a next-generation digital workplace: Transform legacy intranets to employee experience platforms. Apress.
  • Tucker, E. (2020). Driving engagement with the employee experience. Strategic HR Review, 19(4), 183-187.
  • Thompson, M. (1993). Pay and performance: The employee experience. Institute of Manpower Studies, University of Sussex.
  • Turner, P., and Turner, P. (2020). Employee engagement and the employee experience. In Employee Engagement in Contemporary Organizations: Maintaining High Productivity and Sustained Competitiveness (pp. 1-26).
  • Zel, S., and Kongar, E. (2020). Transforming digital employee experience with artificial intelligence. In 2020 IEEE/ITU International Conference on Artificial Intelligence for Good (AI4G) (pp. 176-179). IEEE.

DİJİTAL ÇALIŞAN DENEYİMİ VE UYGULAMALARI: BİR PLATFORM ÖRNEĞİ OLARAK EMPACTİVO

Yıl 2024, Cilt: 4 Sayı: 2, 157 - 174, 31.12.2024

Öz

Çalışan deneyimi bir çalışanın organizasyona katıldığı andan itibaren yaşadığı tüm deneyimlerin toplamını ifade eder. Çalışan deneyimi, çalışanın işe giriş sürecinden, günlük iş faaliyetlerine, kariyer gelişimi fırsatlarına, örgüt kültürüne ve organizasyonla olan ilişkisine kadar birçok farklı faktörü içeren geniş kapsamlı bir kavramdır. Çalışan deneyimi, bir çalışanın organizasyondaki varlığı sırasında hissettikleri, etkileşimde bulundukları süreçler ve aldıkları desteklerle şekillenmektedir. Çalışan deneyimi örgütlerde verimlilik artışını ve çalışan bağlılığını güçlendiren stratejik öneme sahiptir. Dijital çalışan deneyimi, dijital teknolojilerin iş dünyasında çalışanların iş yapış biçimlerini nasıl dönüştürdüğünü inceleyen bir alandır. Dijital çalışan deneyimi, teknolojiyi kullanarak çalışanların verimliliğini, memnuniyetini ve bağlılıklarını artırmayı hedeflemektedir. Pandemiyle birlikte uzaktan ve hibrit çalışma modelleri ile dijital araçların artan kullanımı, çalışanların zaman ve mekandan bağımsız olarak esnek ve verimli bir şekilde çalışmasına olanak sağlamıştır. Yaşanan bu hızlı dijital dönüşüm süreci beraberinde veri güvenliği, gizlilik ve dijital becerilerin geliştirilmesi gibi zorluklar da ortaya çıkarmıştır. Örgütler dijital çalışan deneyimini geliştirmek için bu riskleri yönetmeli ve çalışanlarına dijital beceriler kazandırmalıdır. Gelecekte, yapay zeka, artırılmış gerçeklik gibi teknolojilerin dijital çalışan deneyimine daha fazla entegre edilmesi beklenmektedir, bu da çalışanların deneyimlerini daha etkileşimli ve verimli hale getirecektir. Dijital çalışan deneyimi, organizasyonlar için önemli bir stratejik avantaj sunmakta olup, doğru araçlar ve uygulamalarla entegre edildiğinde hem çalışan memnuniyetini hem de iş performansını artırmaktadır. Bu bağlamda her geçen gün önemi artan dijital çalışan deneyimi konusunda ilgili alan yazından ulaşılabilir en uygun çalışmaların belirlenmesi ve gözden geçirilerek özetlenmesi amacıyla sistematik literatür taraması gerçekleştirilmiştir. Literatürde yer alan kavramsal bilgiler ve araştırmalar ışığında çalışan deneyiminde dijitalleşme süreci ve Türkiye’de dijital çalışan deneyimi konuları incelendikten sonra dijital çalışan deneyimi platformu örneği olarak “Empactivo” ve sunduğu hizmetler, dijital çalışan deneyimi uygulama örnekleri paylaşılmıştır. Bu çalışma dijital dönüşümün çalışan deneyimini nasıl şekillendirdiğine dair yeni bir anlayış ve uygulama örnekleri sunarak ilgili alan yazında yer alan kısıtlı sayıda araştırmanın geliştirilmesine katkı sağlayacaktır.

Kaynakça

  • Asher, N. (2017). A warmer welcome: Application of a chatbot as a facilitator for new hires onboarding. Independent thesis. Linnaeus University, Faculty of Technology, Department of Media Technology.
  • Bersin, J., Flynn, J., Mazor, A., and Melian, V. (2017). The employee experience: Culture, engagement, and beyond. Global Human Capital Trend Report, 51-61.
  • Cameron, G. (2017). Towards a chatbot for digital counselling. İçinde proceedings of the 31st International BCS Human Computer Interaction Conference (HCI 2017), 31.
  • Chandwani, J., Shah, D., and Shaikh, A. (2021, Temmuz). A study on role of digital technologies and employee experience. İçinde Innovations in Information and Communication Technologies (IICT-2020): Proceedings of International Conference on ICRIHE-2020 (ss. 15-25). Cham: Springer International Publishing. Degryse, C. (2016). Digitalisation of the economy and its impact on labour markets. ETUI Research Paper - Working Paper 2016.02. https://doi.org/10.2139/ssrn.2730550
  • Gallup. (2022). State of the Global Workplace. https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx
  • Gautier, K., Bova, T., Chen, K., and Munasinghe, L. (2022). Research: How employee experience impacts your bottom line. Harvard Business Review. https://hbr.org/2022/03/research-how-employee-experience-impacts-your-bottom-line
  • Gheidar, Y., and Zanjani, M. S. (2021). Designing a conceptual framework for digital employee experience. Iranian Journal of Management Studies, 14(4), 669-680.
  • Gheidar, Y., and ShamiZanjani, M. (2020). Conceptualizing the digital employee experience. Strategic HR Review, 19(3), 131-135.
  • Green, S. (2017). Culture hacker: Reprogramming your employee experience to improve customer service, retention, and performance. John Wiley and Sons.
  • Harteis, C. (2019). Supporting learning at work in an era of digitalisation of work education in work-based learning as a pathway to competence-based education. Federal Institute for Vocational Education and Training, Bonn.
  • Ivarsson, L., ve Larsson, P. (2010). Service work and employee experience of the service encounter. Karlstad University.
  • İrfan, O. (2022). Çalışan deneyimi. Ceres Yayınları.
  • Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692–724.
  • Khandelwal, S., Sharma, D., and Rajagopal, N. K. (2023). Influence of spirituality (S) and emotional intelligence (EI) on employee experience (EX): A structural equation modeling approach. Journal of Interdisciplinary Mathematics, 26, 329-340.
  • Kulkarni, M. M., and Mohanty, D. V. (2022). An experiential study on drivers of employee experience. International Journal of Management and Humanities, 8(12), 1-7.
  • Lee, M., and Kim, B. (2023). Effect of employee experience on organizational commitment: Case of South Korea. Behavioral Sciences, 13(7), 521.
  • Maity, S. (2019). Identifying opportunities for artificial intelligence in the evolution of training and development practices. Journal of Management Development, 38(8), 651-663.
  • Maylett, T., and Wride, M. (2017). The employee experience: How to attract talent, retain top performers, and drive results. John Wiley and Sons.
  • Mazor, A., Houillier, S., Tremblay-Charland, M., Zuker, J., and Winsor, S. (2019). The digital workforce experience: Getting technology to work at work. Deloitte Development LLC, 9-17.
  • Mettling, B. (2015). Transformation numérique et vie au travail. Informe. Paris: Ministre du Travail, de l’Emploi, de la Formation Professionnelle et du Dialogue Social.
  • Mercer. (2021). Türkiye Dijital Dönüşüm ve İş Gücü Beceri Gelişimi Araştırması. https://www.capital.com.tr/haberler/tum-haberler/dijital-donusum-ve-is-gucu-beceri-gelisimi-arastirmasi adresinden erişilmiştir.
  • Morgan, J. (2015). The three environments that create every employee experience. Forbes.
  • Morgan, J. (2017). The employee experience advantage: How to win the war for talent by giving employees the workspaces they want, the tools they need, and a culture they can celebrate. John Wiley and Sons.
  • Plaskoff, J. (2017). Employee experience: The new human resource management approach. Strategic HR Review, 16(3), 136-141.
  • Personio. (2024). Why has employee experience become so important? https://www.personio.com/hr-lexicon/employee-experience-guide/ adresinden erişilmiştir.
  • Porkodi, S., Al Balushi, S. S. K., Al Balushi, M. K. M., Al Hadi, K. O. R., and Al Balushi, Z. I. H. M. (2023). Digital employee experience and organizational performance: A study of the telecommunications sector in Oman. Business, Management and Economics Engineering, 21(2), 248-268.
  • Raia, M. (2017). Providing a better digital experience for employees. Strategic HR Review, 16(2), 71-75.
  • Rathi, R. (2018). Artificial intelligence and the future of HR practices. International Journal of Advanced Research, 4(6), 113-116.
  • Ravasi, D., and Schultz, M. (2006). Responding to organizational identity threats: Exploring the role of organizational culture. Academy of Management Journal, 49(3), 433-458.
  • Shaheen, S., Zulfiqar, S., Ahmad, B., and Ahmad-ur-Rehman, M. (2024). Fear of COVID-19 and employee engagement: Does emotional stability matter? International Journal of Emerging Markets, 19(1), 231-248.
  • Shivakumar, S. K. (2019). Build a next-generation digital workplace: Transform legacy intranets to employee experience platforms. Apress.
  • Tucker, E. (2020). Driving engagement with the employee experience. Strategic HR Review, 19(4), 183-187.
  • Thompson, M. (1993). Pay and performance: The employee experience. Institute of Manpower Studies, University of Sussex.
  • Turner, P., and Turner, P. (2020). Employee engagement and the employee experience. In Employee Engagement in Contemporary Organizations: Maintaining High Productivity and Sustained Competitiveness (pp. 1-26).
  • Zel, S., and Kongar, E. (2020). Transforming digital employee experience with artificial intelligence. In 2020 IEEE/ITU International Conference on Artificial Intelligence for Good (AI4G) (pp. 176-179). IEEE.
Toplam 35 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Konular İnsan Kaynakları Yönetimi, Organizasyon
Bölüm Makaleler
Yazarlar

Zeynep Hatipoğlu 0000-0002-9437-610X

Gülbeniz Akduman 0000-0002-3256-982X

Erken Görünüm Tarihi 30 Aralık 2024
Yayımlanma Tarihi 31 Aralık 2024
Gönderilme Tarihi 11 Aralık 2024
Kabul Tarihi 27 Aralık 2024
Yayımlandığı Sayı Yıl 2024 Cilt: 4 Sayı: 2

Kaynak Göster

APA Hatipoğlu, Z., & Akduman, G. (2024). DİJİTAL ÇALIŞAN DENEYİMİ VE UYGULAMALARI: BİR PLATFORM ÖRNEĞİ OLARAK EMPACTİVO. Scientific Journal of Innovation and Social Sciences Research, 4(2), 157-174.