Over the years, I’ve run EX workshops with CX teams on five continents. The questions are remarkably similar everywhere. Here are the ten I hear most, with the short answers I give before we dive deeper.
1. Is a CX Manager also responsible for EX, or do other areas have to be involved (HR)?
Both. CX can drive the conversation, but HR owns people processes, IT owns tools, and leaders own the culture. Think of CX as the spark plug, not the whole engine. And the CX and HR leaders should work together to turn CX and EX into one experience inititative.
2. What are common EX pitfalls, and can we avoid them?
The big three: treating EX as an engagement survey, launching without leadership backing, and fixing perks instead of the daily friction employees actually feel. All avoidable if you start by listening.
3. Which toolkit can we use to start an EX program?
You already own most of it. Journey mapping, listening, and prioritization work just as well for employees as for customers. Start by pointing them inward.
4. Which methods (e.g., NPS) can be synchronized between CX and EX, and which cannot?
Journey mapping, feedback loops, and root-cause analysis transfer well. Be careful with scores: an eNPS and a customer NPS measure different things, so compare trends, not numbers.
5. Do we start with EX first and work our way from the inside out, or does it run in parallel with CX?
Parallel, with a shared roadmap. Waiting until EX is “perfect” stalls both. Pick one journey where customer and employee pain meet, and fix it together.
6. Where and how do you create interfaces between EX and CX programs?
At three points: shared philosophy, shared tools, and shared governance. One joint steering group usually does more than any new tool.
7. How is acceptance of a CX program created among employees?
Make it about their work, not a campaign. Show them the customer pain they already know, let them help fix it, and celebrate visible wins quickly.
8. Will we become more relevant as a CX team by including EX?
Usually, yes. EX connects you to HR, operations, and the C-suite agenda around talent. But only if you bring a business case, not just a new acronym.
9. How can we measure correlations between EX, CX, and business results?
Start small: link employee and customer data at team or location level, then look for patterns over time. Perfect proof isn’t needed to make better decisions.
10. How to overcome silos and include outsourcers in providing great EX?
Treat partners as part of the journey. Put experience goals in contracts, share customer insights with them, and include their front line staff in your listening.
These answers are starting points. Your organization’s answers depend on your context, which is exactly what we work out during our bespoke EX Strategy Day.
EX Strategy Day
All of these questions get answered during our bespoke EX Strategy Day, which brings the key players in your organization together for a day, during which we develop your roadmap for a joint EX/CX program. Keen to know more? Let‘s have coffee together:
