Exceptional user experience (UX) occurs when businesses understand the importance of harmonising technologies with human interactions. Before a digital product can be built, it must be ideated, designed, and thoroughly tested – a process that will involve both technology and people.

But what happens when businesses use inferior digital tools or don’t support the people using them through continuous training? Equally, what if workers aren’t motivated to use the tech at their disposal – resulting in blockers that hold up the creative process?

In this guide, we’ll consider the term user experience broadly to determine what steps businesses can take to create better digital products by working closely with their teams.

Want a great product or service? Then you need great tools too

There are no shortcuts when it comes to delivering exceptional user experiences. And yet only 53% of workers feel their employers invest in the right technology. What’s even more worrying is the disparity: 90% of CEOs feel their teams do have the right digital tools to perform effectively within their roles.

Imagine a CEO asking their development team to create a new website – itself replete with industry-leading features designed to deliver better customer experiences – but without giving them the right technology.

Underinvest at this stage – fail to consult, or both – and the digital product will take longer to create. Not only that, but the eventual user experience will be poor, resulting in lower conversions and poor brand perception.

Technology only works when it’s powered by knowledge

Investing in technology is important. But tech is nothing without knowledge. Therefore, CEOs must give their in-house teams, not just the right learning resources – but also the time to use them.

UX starts on the ‘cutting room floor.’ Because employees are users too and need to experience technology in a positive way. If their interactions with tech are poor due to inadequate training or resources, the final digital product will also be deficient.

And yet technology is developing at breakneck speed. So fast, in fact, that it’s hard to stay ahead of the curve. No small wonder then that 54% of employees need significant digital training to perform within their roles.

Contrastingly, 50% of workers are unhappy with the learning resources provided by their employers. Businesses that address this gap will continue to grow and the remainder will fall by the wayside.

Better interaction equates to better customer experience

Digital products don’t come into being of their own volition. They’re dreamt up – and brought to life – by people. In other words, good old-fashioned human interaction plays a pivotal role in the creation process.

Brainstorming ideas, supporting teams with questions, and performance reviews are all examples of interactions that produce better results face-to-face. Indeed, 40-45% of workers prefer human interaction in such scenarios.

Of course, not every interaction can be conducted in person. But great digital products – and the equally incredible experiences they deliver – are the by-products of motivated people sitting around a table and collaborating.

Businesses must create personal and digital user experiences that motivate and excite their employees – so that they want to collaborate. From this will flow better digital products that their customers will find easy to use and which will produce better results.

There’s a connection between attitude and user experience

A digital product will only achieve lift-off if those tasked with creating it are motivated to do so. Therefore, the modes of technology used to design, create, and support said product must be easy to use.

On another level, it’s important to understand what drives employees. . 34% of workers are motivated by intriguing new ideas, efficient processes, and teamwork. Almost as many will engage with gusto if there’s a reward – be that a promotion, pay rise, or recognition.

At a foundational level then, the CEO must:

Turn conscientious workers into ambassadors who can sell the proposed tech ‘door-to-door’ within the business
Show money-hungry and target-driven employees concrete evidence that the proposed digital tool will improve their prospects
Convince those who favour routines that the proposed technology won’t disrupt their weekly routine and will make life easier for everyone

By spinning the experience for each user, the CEO will be able to get buy-in from most stakeholders – resulting in a seamless end-to-end process that saves time, money, and unwanted stress.

Are you balancing bots with people?

It’s clear now that the term user experience is a wide-spanning expression that’s about much more than an end-customer interacting with a digital product on their smartphone.

Workers are users too and, in order to work effectively, their technology must be fit for purpose. Therefore good UX practice must be applied when choosing technology platforms for them to use.

The same rules must be applied to offline technologies – like training manuals – if the end-to-end process is to conclude without a hitch.

Finally, all of the above must be supported from the top if a highly productive and collaborative environment is to be achieved.

It’s all about balance in the end. So, if you’re struggling to maintain the status quo, contact us and let’s discuss your requirements.