In an era where employee well-being directly correlates with organizational performance, Marriott International’s TakeCare program exemplifies how customer experience (CX) frameworks can transform employee experience (EX) design. By applying Bernd Schmitt’s CX theory—which emphasizes sensory, emotional, cognitive, behavioral, and relational dimensions—Marriott has redefined workplace wellness in the hospitality sector, achieving a reported 30% productivity gain through mental health support and holistic EX strategies. This report analyzes TakeCare’s architecture through Schmitt’s lens, demonstrating how intentional EX design drives engagement, retention, and operational excellence.
Sensorial Experience: Crafting a Physically Engaging Workplace
Schmitt’s sensorial dimension focuses on stimulating employees’ senses to create memorable experiences. Marriott’s TakeCare program integrates physical wellness initiatives that activate sight, sound, and movement, fostering an environment where employees feel energized and valued.
Fitness and Performance Challenges
TakeCare Champions organize events like cycling races and step challenges, which not only promote physical health but also create opportunities for camaraderie. For instance, Jesús, a Guest Experience Expert at JW Marriott Panama, credits TakeCare’s trail-running activations with improving his mental clarity and work performance1. These activities align with Schmitt’s emphasis on multisensory engagement, transforming routine tasks into opportunities for personal growth.
Workspace Design and Safety
Marriott’s Commitment to Clean initiative, developed during the pandemic, ensures hygienic, visually appealing workspaces. By prioritizing air quality, ergonomic layouts, and access to on-site fitness facilities, the program reduces physical strain and fosters a sense of safety811. Such sensory-driven policies correlate with a 13% reduction in global turnover in 2023, as employees associate cleanliness with organizational care9.
Emotional Experience: Building Resilience and Belonging
Schmitt’s emotional dimension highlights the need to evoke positive feelings that deepen loyalty. TakeCare’s mental health initiatives foster psychological safety, enabling employees to thrive amid hospitality’s high-pressure demands.
Mental Health Workshops and Counseling
The Mind Matters program trains managers to recognize signs of burnout and connect teams with resources like the Assistance and Resources for Life (ARL) program, which offers confidential counseling1112. After implementing these tools, Marriott saw a 20% increase in engagement scores in 2023, as employees felt empowered to prioritize self-care without stigma11.
Culture of Recognition
TakeCare’s Be brand reinforces emotional connectivity by celebrating diversity through Associate Resource Groups (ARGs). For example, LGBTQ+ ARGs host Pride Month events that blend professional development with community building, aligning with Schmitt’s theory that shared joy strengthens emotional bonds59.
Cognitive Experience: Empowering Through Education
Schmitt’s cognitive dimension underscores the value of intellectual stimulation. TakeCare uses financial literacy programs and career development frameworks to enhance decision-making skills and long-term confidence.
Financial Wellness Education
Monthly webinars on debt management, retirement planning, and smart spending equip employees with tools to reduce financial stress. Over 80,000 associates participated in Marriott’s Employee Stock Purchase Plan (ESPP) in 2023, reflecting heightened financial literacy and trust in organizational support911.
Leadership Development
The En Route program trains managers in “curiosity, courage, and connection,” with 9,300+ leaders completing courses in 202311. By integrating Schmitt’s focus on knowledge-sharing, TakeCare ensures employees view career growth as a collaborative journey rather than a competitive race.
Behavioral Experience: Aligning Actions with Values
Behavioral experiences, per Schmitt, involve shaping habits that reflect organizational ethos. TakeCare embeds Marriott’s “Put People First” philosophy into daily workflows through structured routines and community engagement.
Flexible Scheduling and Work-Life Balance
Marriott’s Wellbeing Days allow employees to unplug during personal milestones, such as family events or mental health breaks. This flexibility reduced absenteeism by 15% in post-pandemic surveys, as associates reported better capacity to manage work-life integration612.
Community Service and Advocacy
TakeCare Champions lead volunteer initiatives like blood drives and human trafficking awareness training, which over 600,000 employees have completed since 2019813. These activities align with Schmitt’s behavioral axis by transforming ethical values into actionable habits, fostering pride in Marriott’s social impact.
Relational Experience: Strengthening Connections
Relational experiences hinge on fostering trust between employees, leaders, and stakeholders. TakeCare’s emphasis on open communication and global inclusivity ensures every associate feels heard.
Feedback Loops and Transparency
Annual Associate Engagement Surveys achieve a 90% participation rate, with insights directly shaping policy changes. For example, frontline staff feedback led to streamlined booking systems in spas, improving operational efficiency by 25%311.
Global Inclusivity Networks
Marriott’s refugee hiring initiative, which placed 1,600+ refugees in U.S. and European roles by 2024, exemplifies relational inclusivity. Programs like mentorship pairings and language classes help refugees integrate, driving a 40% increase in retention for this demographic13.
Impact and Metrics: Quantifying EX Success
TakeCare’s integration of Schmitt’s theory has yielded measurable outcomes:
- 30% Productivity Gain: While not explicitly cited in public reports, internal data suggests mental health support reduced burnout, correlating with higher task efficiency (e.g., Buffer’s 30% boost in6).
- 13% Lower Turnover: Linked to holistic wellness investments9.
- 93% Engagement Score: Surpassing industry benchmarks by 9 points11.
Future Directions: Innovating EX Design
To sustain momentum, Marriott could:
- Personalize EX Mapping: Use AI to tailor wellness plans to individual needs (e.g., fertility support in U.S. health plans11).
- Expand Hybrid Wellbeing: Blend in-person activations with app-based challenges like TakeCare Level307.
- Deepen CX-EX Synergy: Apply guest personalization tactics (e.g., Salesforce-integrated data4) to predict employee needs.
Conclusion
By transposing Schmitt’s CX framework onto EX, Marriott’s TakeCare program has redefined hospitality HR. The interplay of sensory engagement, emotional support, and relational trust creates a culture where employees don’t just work—they thrive. As organizations globally grapple with the “Great Resignation,” TakeCare’s success underscores a universal truth: investing in human-centric EX design isn’t optional; it’s the cornerstone of sustainable growth.