Employee Journey Mapping

Employee experience efforts were delivered through a range of programs, policies, and processes, but leaders lacked a shared, end-to-end view of how employees experienced key moments and transitions over time. Without this visibility, experience gaps, variation, and equity risks were difficult to identify and prioritize consistently.

A journey mapping approach was needed to surface friction across critical moments, understand how experiences varied by role and context, and translate insight into clear, actionable priorities for improvement.

• Leaders lacked a shared understanding of how experiences connected across the employee lifecycle
   
• Experience quality varied by role, tenure, and work environment
   
• Friction points and equity risks were difficult to surface without qualitative insight
   
• Improvement efforts were often reactive rather than prioritized based on impact
   
• Opportunities to reinforce culture and values at key moments were inconsistently applied

• End-to-end journey maps spanning key lifecycle stages
   
• Focused mapping of critical transitions (onboarding, role changes, development, exit)
   
• Integration of interviews, survey data, and operational inputs
   
• Identification of friction points, variation, and equity risks across journeys
   
• Prioritized recommendations to guide sequencing and improvement

• Provided leaders with a shared, end-to-end view of the employee experience
   
• Surfaced high-impact friction points and equity risks that were previously invisible
   
• Enabled clearer prioritization of improvements based on impact and feasibility

• Informed recognition strategy, listening priorities, and broader EX roadmap decisions

This work shows my ability to diagnose experience issues systemically, connect qualitative insight to operational reality, and translate complex journeys into prioritized action leaders can execute.