HR must prioritise the digital employee experience (DEX) over flashy tech to drive real productivity and engagement.

By Simon Kent

As new technology and AI continues to advance into the people management space, there is always the danger that organisations become too focussed on gaining the “shiny new object.” Without due attention, the true impact the technology may have could go overlooked. Nowhere is this more important than the digital employee experience (DEX). This describes the overall relationship employees have through technology-based interactions with their employer. And if HR wants to use these technologies correctly, they must get the DEX right from the start.

“A strong digital employee experience is defined by simplicity,” says Hannah Soye, England-based chief people officer of Haiilo. “Too often, employees spend their day hunting for information, switching between tools or repeating searches for answers. By the time real work begins, cognitive fatigue is high and employees are frustrated.”

Frustrated employees tend to be less engaged employees and consequently less productive. A good DEX, says Soye, restores “flow” so employees know exactly where to start and how to get things done.

Soye identifies five elements that need to work together to reduce unnecessary information hunting, including:

1. clear communication;

2. trusted information;

3. seamless tools;

4. visible collaboration across teams; and

5. workflows.

“Delivering this requires a strategic, cross-functional approach,” she says. “HR, IT, and internal communications need a shared understanding of employee needs and a shared solution to remove friction and design experiences around how people actually work. When platforms, messaging, and workflows are aligned, employees can focus on performance and collaboration instead of navigating avoidable complexity.”

Moira Laird, people and culture director at global business Valor Hospitality, who is based in England, confirms that ensuring teams communicate effectively is crucial. In her case, this can be particularly challenging since team members can be working remotely, in head offices, on-site in hotels, and so on. Not only this, but many team members don’t use computers in their roles, removing one common interface for the business.

As a result, the company uses Workvivo, an employee communication and experience platform that can be run on any device. Through this solution, Laird says they have created “a digital community where we can drive our values and champion recognition.”

The platform enables the business to share updates, key initiatives and resources, best practices, celebrate successes, and promote the company’s well-being and benefits offerings. Importantly, it offers two-way communication, which means that rather than it always simply carrying messages from the organisation to the employee, anyone in the business can post updates.

Despite the functionality of the solution, however, Laird recognises that it is important to have a mix in their communication strategies.

“We are also aware that some communication and HR processes may work better offline, depending on the team member,” she says. “We must accommodate digital accessibility preferences and needs.”

Laird gives one example where their recruitment process allows front desk team members to accept physical job applications, meaning the business is not entirely reliant on digital forms.

“It’s all about getting the balance right,” says Laird. “As a hospitality business, connection is crucial. We’re aware that nothing will completely replace what is at our core, great human interactions. It’s great to chat! We want to encourage people to access our digital communications, but we are also aware of the continued relevance of offline communications for our diverse workforce of hotelitarians.”’

England-based Vicky Walker, chief people officer at Westfield Health, warns against investing in diverse tools for recruitment, onboarding, and day-to-day operations without investigating how they all work together.

“When systems are clunky, inconsistent, or poorly integrated, that fragmentation is felt immediately,” she says. “Employees are forced to navigate multiple logins, duplicate data entry, and conflicting processes, which creates friction. Over time, this doesn’t just slow people down, it chips away at engagement, undermines team culture, and ultimately impacts productivity.

“By contrast, a truly connected digital environment reinforces clarity, trust, and efficiency,” she continues. “It signals that the organisation has taken the time to design an experience around its people, not just its processes.”

This care over design goes further than just the practicalities—it gives an overall impression of coherence and employee care within the organisation. This impact is felt even before an employee joins the workplace—a smooth recruitment journey with fewer application stages; the removal of duplicate data entry; and making sure that once a candidate accepts an offer, their information flows straight into onboarding systems rather than forcing them to start from scratch; all make a difference. “It might sound like a small operational tweak, but it sends a clear message that we respect your time,” she says.

“When systems are clunky, inconsistent, or poorly integrated, that fragmentation is felt immediately. Employees are forced to navigate multiple logins, duplicate data entry, and conflicting processes, which creates friction. Over time, this doesn’t just slow people down, it chips away at engagement, undermines team culture, and ultimately impacts productivity.” – Vicky Walker

Russ Webb, vice president of Europe at Level Access, who is based in London, notes that a great DEX can pave the way for a more diverse workforce, offering greater accessibility for individuals who need diverse accommodations. “For HR teams looking to create inclusive digital employee experiences, a good starting point is to audit digital touchpoints,” he says. “This can help your company understand your current state of digital accessibility and detect any potential barriers for employees, such as difficult-to-navigate interfaces or colour contrast problems on crucial employee-facing resources.”

This extends consideration beyond simply what technology is used to thinking about the look and “feel” of the user interface. Colour use, formatting, and more can all present challenges for some users.

“Audits can also be used to identify opportunities to embrace more accessible practices,” explains Webb. “One example is making assistive technology, such as screen readers and AI captioning, available to all employees. These tools are often only granted as a more formal accommodation but can often benefit a broader group of people than those who might typically request them.”

The initial reason for using screen readers may be to meet the needs of those who are blind or have low vision, but they may also provide text-to-speech functionality that can benefit users with learning disabilities or difficulties such as dyslexia, notes Ross.

An effective DEX isn’t just a nice tool to have or something that should be considered after technology investment has been made. It needs to be part and parcel of the initial plan. Employers—and particularly HR—should not focus only on how the technology serves the business, but how it will serve individual employees as well.