Workforce Experience and Pathway Mapping

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Workforce Experience and Pathway Mapping

Introduction

Workforce Service and Pathway Mapping

Creating a career progression system consists of formulating a defined and organized piece of guidance that illustrates how employees are expected to grow in a company. This process starts by considering the future of the company, its goals and the future competencies needed to succeed in the market. This step insures that the career paths designed by employees in the future will align with the direction the business is heading. It is in this lap that job families are defined and the levels under that role are compartmentalized. It is the level of each role where and how responsibilities are defined and expectations are crafted, making the distinction from the junior to the senior position. This also must identify a number of competencies to be expected from each of the levels role and these are behavioral, the required technical abilities, and the soft skills. There must also be a number of strict criteria to be defined in the level to know how performance will be judged and the skills that will have to be acquired and the minimum achievements that each one must reach in level before self advancement is possible. There are also a number of avenues each must be opened to be able for employer to easily provide sufficient guidance to be able to provide adequate role visibility to the employees to describe direction, monitor the growth of the employees towards the goals (of the employees), and also to improve the level of transparency in the system. This is the final piece in the system that must be designed to identify the rapid changes in the industry, the system must also be able to quickly adapt to help the industry gains and must be designed to help the long term goals to be evaluated and to focus on and remain relevant.


 

Employee Journey Mapping

Employee Journey Mapping is a tool that involves all stages in the lifecycle of an employee, from attraction to exit (Saks, 2019). This tool helps HR understand the critical moments that are of concern, and helps them to improve and expand on that area. 

These are the key stages of the employee journey: 

  • Attraction Stage - Building a strong company image so that potential candidates are eager to join the company.
  • Recruitment and Onboarding - Ensuring the selection and integration processes are easy to navigate.
  • Development - Providing continuous education and training as well as encouraging advancement. 
  • Employee Loyalty - Recognizing and celebrating victories and maintaining a healthy workplace.
  • Exit - Conducting offboarding interviews.


Designing HR Processes to Enhance Engagement

HR processes can be refined around employee needs by utilizing an employee-focused approach (Sullivan, 2021). 

  • Recruitment & Selection: Use open and transparent recruitment practices to foster confidence and a sense of inclusion. 
  • Onboarding Programs: Encourage a welcoming and engaging induction that helps employees understand the organizational culture, ethics, and available careers (Bersin, 2020). 
  • Learning & Development (L&D): Provision of continuous individual performance reviews, mentoring, and skills development programs is essential (L&D, 2020). 
  • Performance Management: Use of ongoing evaluation systems instead of once-a-year reviews to improve goal alignment, recognition, and reward systems.
  • Wellness and Recognition: Employees will feel truly valued for their contribution to the organization by the incorporation of mental health support, flexible work arrangements, and recognition (CIPD, 2023).


Benefits of Journey Mapping for Engagement

To define engagement mapping, first, understanding communication mapping is important. Communication mapping provides both horizontal set to vertical linkage, showing the communication flow within an organization. Communication flow give understanding to employees the chain of command. This flow provides the employees the power to become an integral part of the communicative process. This encourages active ongoing problem solving at varying levels of the organization while providing employees access to the command chain. Their understanding of each level encourages them to use their varied problem solving skills to rise to the challenges of the organization. Figure 1 illustrates this horizontal set to vertical at command flow of an organization.

  1. Communication & transparency. Improved communication mapping flow provides increased clarity of organizational communication. Mapping provides employees with an organizational map & directional flow of communication. This illustrates to the employees the chain of command providing the employees the horizontal flow power so they become an integral part of the communicative process. This encourages ongoing problem solving at varying levels of the organization.

  2. Improved communication provides employees the freedom to solve organizational problems. Employees can vertically problem solve and horizontally flow within each level. With the improved mapping flow employees can see organizational problem solving on an entire new level.

  3. Knowing organizational structure provides employees the freedom to solve at various levels within the organization.

  4. Decreased employee Turnover. Reducing employee turnover and increased employee mapping to organizational structure can improve the stability of the organization.

  5. Organizational Commitment. Organizational commitment to turnover is directly proportional by understanding the flow of the organization. Employees can navigate the entire flow.

  6. Organizational Insight. Employees can see the problem solving potential of the organization. This encourages the employees to become invest into the ( problem solving ) of the organization. Employees will take on the role of problem solving towards the achievement of commitment and organizational stability. 

  7. Promote. Enhanced mapping flow of communication encourages employees to problem solve at an entire new level and encourages organizational commitment.

  8. Insight with collaboration. With less turnover employees can invest into the organization to become.

As you can see the Journey Mapping service is geared towards assisting employees with engagement. (Haiilo, 2024) 


Sample of Improved Employee Experience

A well known company conducted employee experience journey mapping while completing questionnaires and holding focus groups for each stage. The company used the data to redesign the induction programs to include mentoring and feedback sessions. Six months later, employee engagement increased by 30% and employee turnover significantly decreased (Deloitte, 2020).


 Closing Statement

The Experience of Employees and Employee Journey Analysis are not simply strategies for managing employees -these are critically important strategies to develop an engaged and high performing employees. By Customizing HR practices from the employees’ perspective, organizations will be able to provide the kind of workplaces employees want to stay in and advance in.


References

Bersin, J. (2020). Employee experience: Redefining engagement in the new world of work. Deloitte Insights. https://www2.deloitte.com/insights/us/en/focus/human-capital-trends.html

Chartered Institute of Personnel and Development (CIPD). (2023). Employee experience and engagement. https://www.cipd.org

Deloitte. (2020). Deloitte global outsourcing survey 2020: How much disruption? Deloitte Consulting AG. https://www2.deloitte.com/content/dam/Deloitte/us/Documents/process-and-operations/us-deloitte-global-outsourcing-survey-2020.pdf

Gallup. (2022). State of the global workplace report. https://www.gallup.com

Haiilo. (2024). Employee journey: What it is and how to map it out. https://blog.haiilo.com/blog/employee-jouney

Morgan, J. (2017). The employee experience advantage. Wiley.

Plaskoff, J. (2017). Employee experience: The new human resource management approach. Strategic HR Review, 16(3), 136–141.

Saks, A. M. (2019). Antecedents and consequences of employee engagement revisited. Journal of Organizational Effectiveness: People and Performance, 6(1), 19–38.

Sullivan, J. (2021). How to map and improve your employee journey. HR Exchange Network. https://www.hrexchangenetwork.com

Comments

  1. GihaniNovember 5, 2025 at 4:58 AM

    The blog clearly highlights how employee-focused HR practices create a sense of belonging and motivation. The inclusion of quantitative outcomes, such as reduced attrition and increased involvement, adds credibility. It is an excellent example of linking HR interventions to measurable organizational benefits.

    ReplyDelete
    Replies
    1. MN7234ES: Ishanka WickramasingheNovember 7, 2025 at 4:33 PM

      Thank you so much for your thoughtful feedback! I’m really glad you noticed the connection between employee-focused HR practices and measurable outcomes. My goal was to emphasize how meaningful engagement strategies can directly influence retention and motivation. I truly appreciate your recognition of that link!

      Delete
  2. Kanishka BandaranayakeNovember 5, 2025 at 7:04 AM

    This article suggests that, in contemporary organizations, workforce experience and pathway mapping are just as important as customer experience, effectively elevating them to strategic HR tools. It offers a methodical summary of the employee journey and the relevant HR process improvements, showing how this targeted strategy increases dedication, lowers attrition, and boosts employee engagement through recurring "moments that matter."

    ReplyDelete
    Replies
    1. MN7234ES: Ishanka WickramasingheNovember 7, 2025 at 4:34 PM

      Thank you for your insightful comment! You’ve perfectly captured the essence of the article. Yes, it truly emphasizes how workforce experience and pathway mapping have become strategic HR priorities, shaping stronger engagement and retention. I appreciate your recognition of how these “moments that matter” contribute to building a more committed and motivated workforce

      Delete
  3. Dilmini WanigasekaraNovember 7, 2025 at 9:22 AM

    This article really highlights an often-overlooked truth: employee experience is just as critical as customer experience. I love the idea of pathway mapping visualizing career journeys can help employees feel more connected and valued. It makes me wonder how companies can balance business goals with authentic employee well-being without it feeling like a checklist exercise.

    ReplyDelete
  4. MN7234ES: Ishanka WickramasingheNovember 7, 2025 at 4:35 PM

    Thank you! I’m glad you found the blog informative. Indeed, the goal is to highlight how employee journey mapping allows HR to tailor processes that meet employees’ needs, ultimately fostering higher engagement, better performance, and stronger retention. Your feedback really reinforces the importance of this approach!

    ReplyDelete
  5. MN7234ES: Ishanka WickramasingheNovember 7, 2025 at 4:35 PM

    Thank you! I’m glad you found the blog informative. Indeed, the goal is to highlight how employee journey mapping allows HR to tailor processes that meet employees’ needs, ultimately fostering higher engagement, better performance, and stronger retention. Your feedback really reinforces the importance of this approach!

    ReplyDelete
  6. MN7234ES: Ishanka WickramasingheNovember 7, 2025 at 4:37 PM

    Thank you for your insight! Absolutely, you’ve highlighted a crucial point—employee experience is just as important as customer experience. Pathway mapping really helps employees feel recognized and connected. Striking the right balance between business goals and genuine well-being is challenging, but with thoughtful strategies and meaningful engagement, it can go beyond a checklist and truly support a motivated, committed workforce

    ReplyDelete
  7. CHARUNDYA WICKRAMASINGHENovember 8, 2025 at 5:39 AM

    This is a great exploration of how workforce experience and pathway mapping can shape organizational growth. I appreciate the emphasis on aligning employee skills, goals, and career journeys with business objectives. It’s especially relevant today, as companies strive to build clearer talent pipelines and retain top performers through intentional development paths.

    ReplyDelete
  8. Awanthi Dissanayake E 283991November 18, 2025 at 8:51 AM

    The article gives a concise introduction to employee journey mapping and skilfully illustrates how HR procedures may be changed to increase retention and engagement. Deeper critical examination of implementation issues, such as data accuracy, resource limitations, and management opposition, would be beneficial for certain areas, though. The argument is strengthened by the example, but coherence would be improved by more clearly connecting theory to practice. Although it is instructive overall, some explanations could be clearer and more critical thought could make it better.

    ReplyDelete
  9. NISHADI MAHAKUMBURANovember 20, 2025 at 9:10 AM

    Interesting topic! Workforce experience and pathway mapping are great tools to understand employee journeys and create better career development opportunities

    ReplyDelete
  10. Rukshan HewamallikageNovember 21, 2025 at 10:14 AM

    As someone working in hospitality, I found this article on workforce experience and pathway mapping very relevant. In hotels, every employee touchpoint—from recruitment to daily engagement—directly impacts the guest experience. When staff feel valued, supported, and see a clear career pathway, they bring that positivity into guest interactions. Journey mapping is not just an HR tool; in our industry it becomes a service quality strategy. By investing in onboarding, recognition, and wellness, we don’t just retain talent—we create a culture where employees genuinely want to grow with us, which ultimately enhances guest satisfaction and loyalty

    ReplyDelete

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