Employee experience design ( EED gold EXD ) is the implementation of experiment design in order to intentionally designing HR products, services, events, and organizational environments with a focus on the quality of the employee experience and Organizationally falling solutions.
EED can be described as the “intentional design of the active or passive use of HR products or services”,  and employee experiences in general, which affects employees’ emotional reaction and their particular behaviors and loyalty. 
The underlying assumption is that best (customer / employee) relationships are not only satisfactory but also satisfying certain needs (eg compensation), but also making interactions pleasurable.  
The goal is to yield better customer experience through employee engagement and employee empowerment .  Following Krippendorf, EED focuses on creating meaningful and sense-making opportunities for engagement, and addressing aspirational  and fundamental psychological needs of an employee, such as autonomy, competence and relatedness. 
Related to design strategy , EED is a participatory systems approach to workplace improvements and methods of design , such as design thinking , co-creation and empathic design .  It also uses tools and techniques that are typical to customer experience management and service design , eg employee experience journey mapping  or touchpoint analysis.
Primary design is the employee experience, which – when successful – is unique, memorable and sustainable over time, and will be encouraged by word of mouth.  It is suspected to encourage loyalty by creating an emotional connection through engaging, compelling, and consistent context.  The categories for employee experience design are the products, processes, artifacts, content, space and interactions. 
Human resource management , operating across hierarchies and departments, plays a central role in design, distribution and delivery of EED. As co-creation is an important design principle, it is a shared task and joint responsibility of leadership, HR professionals and employees.  Following the logic of the service-profit chain , the recipients are also customers, the recipients of improved service quality and the organization itself through increased profits. 
- ^ Jump up to:a b c d Menzel-Black, C. & Völkl, C. (2014). “Nach Bedarf designt” . Personalmagazin . doi : 10.13140 / 2.1.3054.4001 .
- ^ Jump up to:a b c Pullman, ME & Gross, MA (2014). “Ability of Experience Design Elements to Elicit Emotions and Loyalty Behaviors” . Decision Sciences . 35 (3): 551-578. doi : 10.1111 / j.0011-7315.2004.02611.x .
- ^ Jump up to:a b Pine & Gilmore J., J. (1998). The Experience Economy . Boston: Harvard Business School Press.
- ^ Jump up to:a Ramaswamy B , V. (2009). “Leading the transformation to co-creation of value” . Strategy & Leadership . 37 (2): 32-37. doi : 10.1108 / 10878570910941208 .
- Jump up^ Krippendorff, K. (1989). “On the essential contexts of gold artifacts on the proposal That” design is making sense (of things). “ Design Issues . 5 (2):. 9-39 doi : 10.2307 / 1511512 . JSTOR 1511512 .
- Jump up^ Sheldon, KM; Elliot, AJ; Kim, Y. & Kasser, T. (2001). “Candidate is satisfying about satisfying events? Journal of Personality and Social Psychology . 80 (2): 325. doi : 10.1037 / 0022-35184.108.40.2065 . PMID 11220449 .
- Jump up^ Oracle Human Capital Management (2014). “An Employee Centric Approach To HR – Journey Experience Mapping Experience (EXJM)” (PDF) .
- Jump up^ Heskett, JL & Schlesinger, LA (1994). “Putting the service-profit chain to work” (PDF) . Harvard Business Review . 72 (2): 164-174.