In the context of human resources, employee experience encompasses all the feelings and emotions experienced while performing professional activities. Beyond aiming for motivation and performance goals, its optimization seeks to ensure employee retention. This last point is particularly important for critical positions or strategic skills. Human resources managers have long embraced the concept of employee experience, well before it was borrowed from the field of marketing. Its use naturally fits into a holistic approach to human capital management. Nevertheless, the emphasis placed on employee experience at the expense of other managerial imperatives can elicit critical or questioning reactions. For example, the highly marketing-oriented role of the Happiness Officer seems more appropriate in startups where highly skilled employees are in high demand, unlike industrial or service environments known for more demanding working conditions. Preferring the term “employee experience” to “staff experience” highlights the diversity of employees who can be involved (interns, temporary workers, external consultants, etc.). Furthermore, optimizing the employee experience can be an additional motivator for employees in direct contact with customers, contributing to customer satisfaction.