Employee Experience as a New Strategy to Improve Employee Performance and Retention

Abstract

Changes in the work environment, digital transformation, work flexibility, and increasing employee expectations are driving organizations to develop a more employee-oriented human resource management approach. Employee Experience (EX) is an approach that looks at the entire employee journey in interacting with the organization, from recruitment, job performance, relationships with leaders and colleagues, use of technology, career development, well-being, to rewards. This study aims to analyze Employee Experience as a human resource management strategy in improving employee performance and retention. The study used a qualitative approach with the Systematic Literature Review (SLR) method based on the PRISMA 2020 guidelines. Data were obtained from scientific articles relevant to Employee Experience, employee performance, and employee retention, with Scopus as the main database. The analysis was conducted using thematic analysis to identify patterns, dimensions, and relationships between Employee Experience and employee performance and retention. The synthesis results show that Employee Experience is a multidimensional construct that encompasses leadership, organizational culture, work environment, technology, career development, well-being, work-life balance, and recognition and rewards. Positive work experiences contribute to increased motivation, engagement, productivity, and work effectiveness, while strengthening employees' sense of belonging, satisfaction, and desire to stay. Thus, Employee Experience can be positioned as a strategic and integrative strategy capable of bridging performance improvement and employee retention in the face of increasingly dynamic changes in the workplace.