Employee Journey Mapping

If you Google the phrase “employee journey map,” the number of relevant results is actually very sparse. There’s a lot of focus on “employee lifecycle,” but what do organizations do with that. Is it actionable? Or do they use it in a way that can actually transform the employee experience and the organization’s culture? Do they understand the employee’s point of view, or is it simply used as a tool from the company’s point of view to ensure that processes, resources, etc. are in place to support the lifecycle?

We know that the employee experience impacts the customer experience, and yet the focus on employees and their experiences with, and within, an organization is quite limited.  I think the only way we’ll start to make an impact, to change the employee experience, is to map it and let companies see (a) what that means and (b) how awful they really are as employers.

Let’s consider what is involved in building the employee journey map. Clearly, you’ll take the same approach that you would with a customer journey map: You talk to the audience that you’re building the map for (employees), and you outline and design the map from their perspective.  Remember, this is an employee-centric exercise. It’s not up to HR or leadership to create this map based on what they think it should be. This map is built based on what potential, current, and former employees say the journey is.

Start at the beginning…

Know your employees

Understand that different employees have interacted with different touchpoints within the organization; they may not all go through the same stages of the lifecycle or journey. You might even develop employee personas as part of this exercise. It would be most helpful if you can include potential, current, and former employees in this process.

Ensure you’ve captured all stages of the journey

Is the candidate experience their first exposure to the organization? Does the journey start there? Likely they have had some other interactions with the company, be it as a customer or as a friend of a current or former employee. You need to capture the experience prior to the candidate experience as well, if for no other reason (other than the obvious, i.e., it’s part of the journey) than as a great reminder that your brand speaks to everyone, not just employees or customers. Whether you know it or not, whether someone has an immediate or apparent interaction with the organization, we always need to mind our Ps and Qs. Someone is watching!

Identify touchpoints involved with each stage

As you’re talking to employees, identify the touchpoints for each stage. Were there any third-parties, e.g., job sites or insurance companies, involved? Those should be captured here, as well.

Detail the interactions at each touchpoint

How does the employee interact with the employer at each touchpoint? What are the various touch types and what interactions are involved? What tools was the employee offered? What is the process the employee steps through for each interaction? Who are the people the employee interacted with? What were the pain points? What’s going well?

Identify moments of truth

Moments of truth are critical points along the journey that affect a successful outcome. Consider if or why each touchpoint is important to employees?

Incorporate employee feedback

Get feedback from employees about the experience at each touchpoint. Collecting employee feedback throughout the employee lifecycle is critical to the success of any organization’s culture – and to the success of the employee.

Build the map

This is what an employee journey might look like. It’s just a starting point. I’ve outlined some very broad stages, but you get the idea. You can fine tune it as you discuss with employees and then build your own map.


Once the map is built, you’ll want to share it with senior and middle management. It shouldn’t sit on a shelf; it needs to be shared; it needs to be used. Sharing it brings awareness about the employee lifecycle and all that it entails. We can uncover gaps along the way and fill them in with training, tools, and other resources.  With your map in hand, you’re on your way to improving and modernizing the employee experience and transforming your culture.


Think about the objectives of the employee journey map. The main one is to draw attention to the employee experience and, as a result, improve it. It’s a tool that facilitates your quest to develop a people-centric culture. Identify areas for improvement based on the feedback you’ve collected. Then act on them. Things will be worse if you don’t do anything with that feedback.


Just like the customer journey map, this one is also not one and done. As the organization evolves, as new people come and go, as the experience improves, and as the culture shifts, the map will/must continue to evolve.

Your goal with the employee journey map is to identify key touchpoints, identify areas of improvement along the journey, and bring awareness to the good and the bad of the employee experience. The journey map facilitates a culture transformation; there’s no doubt about that.

When leadership has a window into the employee journey, which most – if not all – don’t seem to have right now, they can start to make smart decisions about the culture and the employee experience. They can show employees that they are top priority; and when employees know that, when they feel and know they are working for a people-centric organization, they consequently deliver a better customer experience.

At Touchpoint Dashboard, we’ve developed a tool that allows you to map any journey: customer, employee, partner, or any other stakeholder of, or in, your organization.