Your customers get a journey map. Your employees get an exit survey.
FCX applies the same journey-mapping, listening, and design rigor your CX team already uses on customers — to the people actually doing the work. Founded by two people who ran both functions at the same company and noticed only one of them got taken seriously.
See the journey mapWeighted average across the full employee journey. Most companies have never calculated this number.
Five stages. The score gets worse the longer someone stays.
Every number below is calculable today, in most companies, from data that already exists. Nobody's calculated it because nobody owns the whole shape of it.
Attraction
+18Job post, interviews, the offer. The only stage most companies actually over-invest in.
Onboarding
−6Day one is usually fine. Week three, when the laptop access still isn't right, is where it falls apart.
Growth
−34Reviews, career conversations, actual management. Called the most important stage, measured the least.
Exit
−41An interview nobody reads, conducted by the person the departing employee has the least reason to be honest with.
Alumni
−58Executives get an alumni network. Everyone else gets a COBRA letter. Same company, two different goodbyes.
A customer's journey has an owner. An employee's journey has five.
Recruiting owns attraction. IT and facilities own onboarding logistics. Individual managers own growth, inconsistently. HR owns exit paperwork. Nobody owns alumni at all. A CX team is accountable for the whole customer journey, end to end, with one dashboard and one number. We build the equivalent for the employee side — then hand you the measurement system, not just a report.
Organizations with a real frontline.
Retail, hospitality, healthcare support staff, warehouse and logistics teams — anywhere the gap between how customers are treated and how employees are treated is usually largest, and most visible to both sides at once.
Short, specific things we keep running into.
"If your onboarding checklist has more steps for provisioning a laptop than for introducing a new hire to their team, you've built an IT journey, not an employee journey."
"Frontline managers get four hours of customer-service training a year and zero hours of people-management training, then get blamed for both."
Curious what your own numbers would look like? Get in touch — the first conversation is just us asking questions, not pitching anything.