Eric Stieler, VP/Account Executive, General Electric
- Define specific personas for each kind of worker in the organization, and then model the IT needs for each person.
- Adopt customer service practices, tie performance rewards to improvements in survey results, and then develop tools that help the IT team manage relationships between users and their equipment.
“For us to make this shift, we had to adopt the
language of a customer service culture.”
As a leader in Digital Operations at General Electric (GE), Eric Stieler has been involved in transforming the way GE delivers IT services across the entire company—a transformation that has changed employee experiences in many ways. Some changes are more visible than others, but the overall result is a more satisfying IT experience for employees and streamlining of some key IT functions, such as employee onboarding.
With nearly 300,000 people located around the world working in many industry segments, each with unique IT demands, GE was challenged to find the most cost-effective way of delivering the IT services employees needed. The company’s size gave it economies of scale, but that did not address individual employee needs. “The best way to capture economies of scale is by doing one thing really well across 300,000 people,” Stieler explains. “But that strips away users’ ability to make their own decisions about what they want to do.”
This is an excerpt from 7 Experts on Transforming Employee Experience. The eBook was generously sponsored by Citrix.
