Our Purpose

We are experience outcome matchers.

We guide organisations on how customer experiences will improve if employees enjoy positive experiences in the workplace.

Exploring how employee experiences in the workplace become a predictor of how customers experience the organisation has been, and continues to be, an exciting journey that I hope is of benefit to others.

I love the idea of disrupting traditional approaches to HR and have long argued that if HR managers want a seat at the table, what will they do with it? Will they challenge the existing orthodoxy and serve the interests of employees, customers and the employer in a balanced and respectful way?

Doing so involves setting out clear choices for leaders about how the various employment life cycle of events can be experienced by each individual employee.

CEMX seeks to create a workplace community where employee experiences result in great customer experiences and improved growth and sustainability for the business.

We want each individual to experience success in their role and to feel that they are valued contributors to the continuing success of the organisation.

If this means disrupting existing systems and beliefs then lets bring it on!

Our Approach

Laser-focused, immersive, and pragmatic.

Comprehensive analysis

Detailed surveys and interviews to understand emerging trends and hot-spots.

Multi-Disciplinary Teaming

Understanding how structures operate to promote collaboration and innovation.

Business-Customer Fusion

Developing profiles that build on united and shared experiences

We use surveys, focus groups and one-on-one interviews to explore the various experiences of employees through the employment life-cycle.

From recruitment, through onboarding, induction, probation, performance reviews, feedback sessions, change management, promotion, and exit, we want to know whether employees still feel that the employer is engaging with them.

Many organisations use surveys to gauge employee engagement and to find out why an employee is leaving.

Our experience is that engagement surveys are limited to a ‘point-in-time’ and exit surveys are too late.

We are interested in whether an individual feels the same way after 6 months, for example, in the job as they did when they first started and if it is different why they feel that way. This often leads to a discussion about what needs to change to create a more positive experience for the employee.

Based on the traditional HR experience that people join organisations but leave managers it is important that we understand how this arises. Often it is just a simple lack of feedback or follow through from the manager that makes the difference.

Throughout my career I have been a party to, and heard of, numerous cases where the opportunity for training agreed to at performance review is not followed through. Non-one should be surprised if the employee leaves because a promise was not kept.

Similarly the failure to just take a few minutes to catch up with a new employee and find out how they are going can cause the employee to feel that they are valued.

There are subtle indicators of belonging that drive the employee experience: inclusion in the morning coffee ritual; having lunch together with other team members; social activities.

Meet the Founder

Ron Jones

Founder & CEO

Ron Jones has operated across the world of workplace management for over 35 years. His work has traversed education, mining, construction, retail, hospitality, health, aged care, sporting, arts, public sector and community services.

With a background that includes senior HR and IR roles, as well as a deep understanding of learning and development, change management and health and safety,

Ron is ideally placed to provide insight that contributes to continuing organisational success.Ron is passionate about developing success through purposeful employment and sees CEMX as the culmination of his contribution to creating better workplaces.