員工體驗趨勢+Employee++Experience++Trends

Employee

Experience

Trends

2

Introduction

Whatdoyouremployeesexpectin2024?Inshort:balance.

Andemployeesexpecttobeheard.Someareevenverywillingtoopenupallmeans–liketheirworkemailandSlack

aswellaslearninganddeveloping,willriseinimportance–

illuminatingtheneedfororganizationstoaddressemployees’

We’reoperatinginaworldofparadoxes–fromartificial

messages–tofinallybeheard.But,withtheexpectationthat

ongoingdesireforgrowth.

intelligence(AI)tohybridwork–andemployeesexpect

leaderswilltakeaction,tellthemaboutit,andmakechanges

organizationstofindbalanceamongstcompetingpriorities.

forthegreatergoodoftheorganization,yes–butalsotobenefitpeoplefirst,andforemost.

Meanwhile,thefactorsdrivingemployeewell-beinghavecompletelychangedfromayearago.In2023,enablement

Whenweaskednearly37,000globalemployeesabouttheir

andempowermentthroughefficientworkprocesseswere

preferencesintheyearahead,theytoldustheyexpecttheir

Weseeparadoxinactioninouremployeeexperiencekey

make-or-breakforemployeewell-being.Thisyear,employees

organizationstointroducenewtechnology,buttheyalsowant

performanceindicators(EXKPIs),aswell.Thisyear’sKPIs

wanttheirjobstomakegooduseoftheirskillsandabilities;to

tousesaidtechforgood.TheyexpectAItoolstooptimize

demonstratestabilityonthesurface,butdivingdeeper,wesee

feelrespectedatwork;tofeelsafeatwork;andtoworkwith

theirproductivityandallowthemtofocusonworktheyfeel

underlyingpriorities–what’sreallydrivingexperiencesatwork

integrity–inthatorder.

energizedby,andtodelegatetasks–oftheirchoosing–to

–arechangingforemployees.

machinesthatcanhandlethemmoreefficiently.

Forexample,in2023,engagementwascompletelydominated

Employeesalsoexpectleaderstointroducepoliciesand

bycustomer-focusedthemes,suchasemployeesfeeling

processesthatempowerthemtoworkfromhomeandthe

empoweredtodevelopnewandbetterwaysofserving

office,focusonoutcomes(nothours),andbuildmeaningful

theircustomers.In2024,thedrivingforcesbehind

relationshipswiththeircolleaguesandteams.

engagementwilllookabitdifferent:meetingcareergoals,

3

THESTABILIZATIONOFEMPLOYEEEXPERIENCE

74%

73%

72%

72%

72%

72%

71%

71%

70%

68%

67%

66%

66%

65%

65%

64%

39%

38%

34%

32%

2021

2022

2023

2024

ENGAGEMENT

INTENTTOSTAY

EXPERIENCEEXCEEDS

EXPECTATIONS

INCLUSION

WELL-BEING

4

2024EXTRENDSREPORT

INTRODUCTIONCONTINUED

Ateverystageoftheemployeejourney,HRleaderscanuse

ExperienceManagement(XM)practicestoequipbusiness

leaderswiththepeopledataandinsightstheyneedtomakesmartdecisions;workcross-functionallytoconnectthatdatatospecificoutcomes;andinfluenceorganizationalstrategytoimpactbothtop-andbottom-lineresults.

TheHRfunction–nolongerjustthegluebetweenemployeesandtheorganization–isacriticalgrowthdriver;onethat’sasinvaluabletothebottomlineasmarketing,sales,orR&D.

Workingtogether,HRandbusinessleaderscanbetter

understandwhatemployeesexpectfromtheirorganization

andwhatdrivesthem.Andinturn,guideemployeestowards

thebusinessoutcomestheorganizationisstrivingfor.

Andbeyondthat:towardsaworkforcethatishappy,healthy,

engaged,andproductive–onethatintendstostaywith

yourorganization,advocatesforyourvalues,andcreates

memorableexperiencesforyourcustomers.

5

Meettheexperts

PRINCIPALRESEARCHER

GLOBALEDITORIALBOARD

RESEARCHTEAM

Dr.AntonioPangallo,PhD

Dr.CeceliaHerbert,PsyD,XMP

HaleyRushing

PrincipalXMScientist

PrincipalCatalyst,XMInstitute

Dr.BenjaminGranger,PhD,XMP

HeadofEXAdvisoryServices,ChiefWorkplacePsychologist

MatthewEvans

HeadofEXProductScience

SarahMarrs,MSc

DirectorofEXStrategyExecution

EXSolutionProducer

AlexMendoza,MS

XMScientist

JaredShorts,MA

SeniorXMConsultant

BanideOuch,MS

XMScientist

6

Contents

7

2024trendsoverview

13

Trend1//EmployeeswouldratherAIassistthemthanmanagethem

21

Trend2//Frontlineemployeesarethemostunhappy,poorlysupported,andleasttrusting

27

Trend3//Thenew-jobhoneymoonphasehasvanished

35

Trend4//Employeesopenupworkemailsandchatstobefullyheard,butaremoreambivalentaboutsocialmedia

41

Trend5//Sometimeintheofficeisbetterthannone—unlessit’s5days

47

Lessonsforleaders//CEOs,CHROs,HRLeaders,andFrontlineManagers

5

2

Regionalreports

72

EXpredictionsfromtheexperts

81

Methodology

RemindertotaketheQ3EmployeeExperiencePulse

2024TRENDSOVERVIEW

Takealookat2024’s

topemployeeexperience

trends–andthedata

thatsupportsthem

17

8

TREND1

Employeeswould

ratherAIassistthem

thanmanagethem

ofengagedemployeessaidthey’recomfortablewithAIat

work,versus30%ofdisengagedemployees

65%

oftheC-suitereportbeingcomfortablewithAI,versus

46%ofmanagers

Writing

thetaskemployeesaremostcomfortable(61%)gettingAIsupportfrom

9

TREND2

Frontlineemployees

arethemostunhappy,

poorlysupported,and

leasttrusting

-14

POINTS

thedifferenceinhowfairlyfrontline

workersbelievetheyarepaidversus

non-frontlineworkers

-10

POINTS

thedifferenceinhowmuchfrontline

workersreportedtrustinginleadership

versusnon-frontlineworkers

-9

POINTS

thedifferenceinhowsatisfiedfrontlineworkersarewithworkprocesses

versusnon-frontlineworkers

10

TREND3

Thenew-job

honeymoonphase

hasvanished

+-27pointsthedifferenceinintenttostaybetweennew

employeesandeveryoneelse(yes,yournewhiresare

lookingtoleave)

+-9pointstheimportancelevelHRleadersplaceon

onboardingversustalentattractionandhiring,according

toour

2023StateofHRReport

MONTHS

thetenureofemployeeswiththe

lowestlevelsofengagement,intent

tostay,well-being,andinclusion

11

TREND4

Employeesopen

upworkemailsand

chatstobefully

heard,butaremore

ambivalentabout

socialmedia

41%

SOCIAL

70%

EMAIL

+Emailthedataengagedemployeessaythey’remostcomfortable(70%)withtheirorganizationusingtoimproveemployeeexperiences

+Socialthedataemployeesleast(41%)wanttheirorganizationtolistento

+-40pointsthedifferencebetweenhowwellindividualcontributors(43%)andtheC-suite(83%)seeactionbeingtakenonfeedback

12

TREND5

Sometimeinthe

officeisbetter

thannone—

unlessit’s5days

POINTS

thedifferenceinengagementreportedbyemployeesworking1-3daysfromhome(76%)versusthose

workingzerodaysfromhome(60%)

+5theamountofdaysworkingfromtheofficethathasthe(drastically)worstemployeeexperience

+79%ofemployeesfeltincluded–thehighestratedKPI

–whenworking1-3daysfromhome(higherthanwell-

being,engagement,andintenttostay)

TREND1

Employeeswould

ratherAIassistthem

thanmanagethem

WhenitcomestoAI(i.e.,usingmachinestodotasksthatnormally

requirehumanintelligence),there’sacleardivide.Thatis,thosewho

feeltrustatwork–suchastrustintheirmanagers,ortrustinfair

processes–andthosewhodonot.

14

53%

30%

TREND1

‘‘Themorepositiveyoufeelaboutyourorganization,themorelikelyyouare

tobelievethatitwilluseAIfor

your

benefit.’’

SARAHMARRS,MSC

DIRECTOROFEXSTRATEGYEXECUTION

Percentageofemployees

whoreportedbeing

comfortablewithAI:

ENGAGED

EMPLOYEES

DISENGAGED

EMPLOYEES

Ourresearchfoundthatthemoreengagedyouare,themoreopenyouaretousingAIatwork.

Likewise,themoresenioremployeesare,themorewillingtheyaretoacceptAI.Ourresearchshows65%oftheC-suitesaidtheywereopentousingAIversus46%ofmanagers.

“Generally,themorepositiveyoufeelaboutyourorganization–themoretrustyouhaveinit–andthemoresenioryourrole,themorelikelyyouaretobelievethatyourorganizationwill

useAIforyourbenefit,”saidSarahMarrs,MSc,DirectorofEXStrategyExecution.“YoualsotrustthatAIwillmakeyoumoreproductiveandefficientatyourjob.”

Ontheotherhand,ifthey’redisengaged,distrusttheir

organization,orfeel(orhavebeentold)theirjobisreplaceable,they’remorelikelytohaveanegativeperceptionofAI.This

lendstowhatmanyemployeesbelieveistheultimatenegativeimpactofAI:replacingjobsentirely.Inaseparate

Qualtrics

study

,morethantwo-thirdsofemployees(68%)saidthey

believedthatsomejobsareatriskbecauseofAI;23%believedtheirownjobsareatrisk.

“EngagedemployeeswhohaveapositiveexperiencewillseeAIasenhancingthatexperience,butthosewhofeelalackoftrustwillseeitasincreasingthepoorbehavioranddecisionsthey

believetheyhaveseen,”addedMarrs.

TREND1

‘‘[Weareusing]AIinourupcoming

projectsforbetterefficiencyand

timemanagement.’’

SURVEYRESPONDENT

AGE18-24,HIGHEREDUCATION

INDIA

15

16

TREND1

PERCENTAGEOFEMPLOYEESWHOAGREEORSTRONGLYAGREETHEYWOULDWANTAITOPERFORMAGIVENTASK

UseAItohelpemployees

dotheirjobseffectively,

butontheirterms

61%

WRITING

51%

PERSONAL

ASSISTANT

46%

INTERNAL

WORKPLACE

QUERIES

Ourresearchalsofoundthatemployeesaremoreopento

thetypesofAIthattheycancontrolanddirect,butareless

acceptingwhenthey’rebeingevaluatedorhavehigherimpact

ontheircareerandlivelihood.

“Associalcreatures,thevastmajorityofhumandecision

makingisdoneinasocialcontext.Andsocialdecisionscarry

aheavyemotionalcomponent,”saidDr.BenjaminGranger,

PhD,XMP,HeadofEXAdvisoryServices,ChiefWorkplace

Psychologist.“Soformorepersonalandsocialdecisions–

suchaswithajobinterview–it’squitenaturalforemployeesto

bemorehesitantabouttheinvolvementoftechnologythatis

non-humanandnon-emotional.”

37%

PERFORMANCE

APPRAISAL

29%

JOB

INTERVIEW

17

TREND1

‘‘ToreapthebenefitsofAI-driven

technologies,suchasenhanced

efficiencyandaccuracyorimproved

decision-making,companies

willhavetolearntousethedata

andtoolsinaresponsibleand

ethicalmannerandtonotdepend

excessivelyonthistechnology.’’

VANESSAKOWOLLIK//EXXMSCIENTIST

ThisisparticularlytrueinNorthAmerica,aswellasinEurope,theMiddleEast,andAfrica–

whereemployeesexpressedmorecautiousnessusingAItechnologythantheglobalaverage.

WHEREAREEMPLOYEESMOSTOPENTOAITECHNOLOGY?

GLOBALAVERAGE

NORTHAMERICA

EUROPE,THEMIDDLEEAST,ANDAFRICA

ASIA-PACIFICANDJAPAN

LATINAMERICA

42%

36%

38%

46%

48%

18

TREND1

There’soneexceptiontothissentiment:Employeeswith

disabilitiesandthosewhoidentifyastransgenderornon-

binaryreportbeingmorewillingtouseAIfortypically

human-centeredactivities,suchasperformanceappraisals

andjobinterviews–likelybasedontheperceptionthatAIis

lessbiasedthanhumans.

Hereinliesanopportunityfororganizationstoanchoraround

socialjusticeprinciplesandleaninto–andcommunicateto

employees–theinclusivenatureofusingAI.

VS29%

Employeeswithaphysicalormental

disabilityreportedgreatercomfort(+8points)thantheglobalaveragewhenitcametobeinginterviewedfornewjoborpromotionsbyAI

19

TREND1

‘‘WhiletheworldofAI-drivensystemsmayunsettle

someemployees,ifcompaniesprovetheyaredrivingorganizationalimprovementsbasedontheirusage,theorganizationcanbuildtrust.Byemphasizing

transparency,explainability,andcommunicating

action,organizationswillmitigatetheriskofcomingacrossas‘BigBrother’andcanevenseeimproved

relationshipsbetweenemployeesandleadership.’’

MATTHEWEVANS

HEADOFEMPLOYEEEXPERIENCEPRODUCTSCIENCE

TREND1

EmpoweryourEXprogramwithAI

Whetherit’senablingyourfrontlinemanagerstomoredeeplyunderstandtheirteamandhowtheyfeelinrealtime,deliveringpersonalizedinsightsandrecommendationsthatmanagers

canusetocloseteamexperiencegaps,orempoweringseniorleaderstoaddressattritionriskbeforeitaccelerates,AIisn’t

justanessentialtool—ithelpsenhanceeveryemployeeexperienceyoudeliver.

Attheheartofallofthisisadesiretomakeworkmorehuman,

andwithourAI-poweredXM/os2,youcan.Fromanalyzing

experiencedatainsecondstounderstandingemployee

sentiment,toknowingwhatactionswillhavethegreatest

impactonbusinessoutcomes,itempowersHRleadersandmanagerstodeliveraculturethatbenefitsbothpeopleandprofitability.

LEARNMORE

20

TREND2

Frontlineemployees

arethemostunhappy,

poorlysupported,and

leasttrusting

Thosecaringforyourcustomers?They’recryingoutforhelp.

Andifthey’restruggling,soisyourorganization.

Accordingtoourresearch,frontlineworkers–thatis,employees

whoworkdirectlywithcustomers,constituents,patients,or

students–areinthemidstofatrifectaofworkplacewoes.

22

TREND2

FRONTLINEEMPLOYEEWOE#1

They’renotgettingtheir

basicneedsmetfromtheir

organizations

“Theseareoftenchallenging,on-your-feet-all-dayjobs,”

saidEvans.“Andyet,we’reseeingthebiggestgapsherein

recognition,lowsatisfactionwithfinancialrewards,anda

lackofgrowthanddevelopmentopportunitiesofferedbythe

organization.Frontlineworkerssimplydonotfeelappreciated.”

‘‘Nomatterhowgood[aservice]our

organizationprovidestothepublic,

ifitisnotfairtotheemployee,the

organizationstillhasadeficiency.”

SURVEYRESPONDENT

AGE35-44,EDUCATION

PHILIPPINES

50%

AREHAPPYWITHTHEIR

PAYANDBENEFITS

-14POINTS

NON-FRONTLINE

EMPLOYEES

60%

ARESATISFIEDWITH

THEIRCAREER

DEVELOPMENT

-9POINTS

NON-FRONTLINE

EMPLOYEES

61%

FEELSUFFICIENTLY

RECOGNIZED

-9POINTS

NON-FRONTLINE

EMPLOYEES

23

TREND2

49%

FRONTLINEEMPLOYEEWOE#2

Theylackthesupport

theyneedtodoagreat

jobandavoicetodrive

improvements

“ThemostcommongapIseeinsurveyfollow-upisnotin

inaction,butinalackofcommunication,”saidEvans.“Leaders

mustbeintentionalaboutcommunicatingtofrontlineworkers

sotheyknowtheirvoiceshavebeenheard.”

“Iftheseissuesgounchecked,andyouhavenoideait’sgoing

on,itcouldturnintoaburnoutproblem,aturnoverproblem,

andcustomerexperienceproblem,”addedDr.Granger.

DISCUSSEDORSAW

POSITIVECHANGES

FROMSURVEYRESULTS

-13POINTS

NON-FRONTLINE

EMPLOYEES

61%

FEELPREPAREDTO

ADAPTTOCHANGES

ATWORK

-9POINTS

NON-FRONTLINE

EMPLOYEES

62%

ARESATISFIEDWITH

WORKPROCESSES

-9POINTS

NON-FRONTLINE

EMPLOYEES

24

TREND2

FRONTLINEEMPLOYEEWOE#3

They’relesstrusting

ofleadership,and

don’tfeelempowered

tospeaktheirmind

“Youremployeesknowwhattheyneedtoserveyour

customers.Askthemwhatthebarriersare,”saidMarrs.

“Likewise,zoominoncustomerpainpointstounderstand

what’shappeningwithyouremployees.”

Thisisacalltoactionforleaders:Payattentiontoyour

frontlineemployees.Talktothem.Askwhattheyneed.

Theyareclosesttoyourcustomersandproducts.Seekto

understandtheirlivedexperiencesandideasforinnovation

totapintotheirpowerfulinsights.

Anddon’tjustfollowthroughonthoseinsights,tellyour

peopleaboutthechangesyou’vemadebecauseofthem.

TRUST

LEADERSHIP

-10points

non-frontlineemployees

+58%feelpsychologicallysafeatwork(-9pointsnon-frontlineemployees)

+53%feelabletochallengethetraditionalwayofdoingthingsto

reachabetteroutcomefortheircustomers,clients,orpatients

(-9pointsnon-frontlineemployees)

25

TREND2

‘‘SomeofthemostimportantdriversofEX

forfrontlineworkers–suchashavingthe

toolsandresourcestodothejobandfeeling

psychologicallysafe–mightseemsmall,

butit’softentimesthenon-obviousaspects

thatdrivecustomerexperiencemetrics.’’

DR.BENJAMINGRANGER,PHD,XMP

HEADOFEXADVISORYSERVICES

CHIEFWORKPLACEPSYCHOLOGIST

26

TREND2

CrossXM

Tuningintotheneedsofyourfrontlineemployeespresentsauniqueopportunity:understandingtheneedsofyour

customers,too.

Becauseyourcustomerexperiencewillneverexceedyouremployeeexperience.AndthemoreCXandEXleaderstalktooneanother,themoreorganizationscanunderstandthespecificsastowhy–anddrivepositivechange.

XMFOR

peopleTeams

Fromemployeestocustomerstobrand,CrossXMbrings

togetherdatafromeveryexperiencetofindconnections

betweenyourprograms,andshowyouwhichleverstopullthatwillkeepyourcustomershappy–andyourpeopleengaged.

LEARNMORE

TREND3

Thenew-job

honeymoonphase

hasvanished

Lastin,firstout?It’sbecomingmorecommon.

28

TREND3

Accordingtoourresearch,employeeswithlessthansix

monthsoftenurehavethelowestintenttostay(threeyearsormore)attheirorganization:just38%versus65%overall–a27-pointdifferenceandthreepointslowerthanlastyear.

Morethanathird(39%)ofemployeesindicatedtheywouldleavetheiremployerwithinthenext12months,asix-pointincreasefromlastyear,andthelargestchangeinintenttostaycomparedtolastyear.

Infact,newhiresreportworseKPIscoresthantenured

employeesacrosstheboard.

‘‘Managementshouldmoreopenly

talktonewemployees,especially

withemployeeswhohave

disabilitieslikeme.”

SURVEYRESPONDENT//AUSTRALIA

AGE45-54

PHARMACEUTICALS/BIOTECHNOLOGY/LIFESCIENCES

Inyearspast,employeeswouldremainatanelevatedlevel

ofengagementforatleastayearinanewjob.So,what’s

ruiningtheromance?It’samulti-prongedissue.

ENGAGEMENTWELLBEINGINCLUSIONINTENTTOSTAY

65%

<6MONTHS

68%

ALLOTHERS

66%

<6MONTHS

72%

ALLOTHERS

66%

<6MONTHS

73%

ALLOTHERS

38%

<6MONTHS

65%

ALLOTHERS

TREND3

1_Onboardingneedstobe

reprioritizedandrebuilt

Rewindtojustafewyearsago,andmanyorganizationswerehiringinhighvolumes.Andassuch,werehyper-focusedonthecandidateexperience.Now,fewerhiresarebeingmadeacrossmanyindustries,andorganizationsarefocusing

resourceselsewhere.

Ournewworldofhybridworkplaysarole,too.

“Organizationsneedtotakeacloserlookattheirpost-COVIDcandidateandonboardingexperience,”saidMarrs.“Think

through:‘Howareremotehiresbeingwelcomedandenabledtobuildrelationships?Haveourleadersbeentaughtthe

necessaryskillstoonboardnewemployeesthatmaynotbein

29

thesamelocationasthem?’Howoftenarewecheckinginwithnewhirestoseeifthey’refeelingincludedandliketheybelong?Thencreatenewpolicyandstructuretosupportabetter

experience.”

Aneffectiveonboardingprogramensuresthatnewemployeesaresetupforsuccesstodelivervaluetotheorganization.

However,employeeswithlessthansixmonthsoftenureare

oftenexcludedfromannualengagementsurveys–underliningtheimportanceoftheonboardingprocesshavingitsown

listeningprogram.

30

TREND3

PERCENTAGEOFCHROSFOCUS

41%

ONBOARDING

50%

Butthere’sapersistentdisconnect:Accordingtoour2023StateofHRReport,focusfor

CHROsononboardingwasninepointsbelowtalentattractionandhiring.

TALENT

ATTRACTION

&HIRING

VIEWTHE2023STATEOFHRREPORT

31

TREND3

2_Employersmustalign

newemployeeexperienceswithexpectations

Toclosethisexperiencegap,organizationsmustalign(and

perhapsredesign)theirnewemployeeexperienceprogramsto

ensuretheymeettheexpectationsofincomingtalent.

Collectively,thesepivotalexperiencesrepresentthefirst

impressionemployeesformoftheorganizationandwhatit’sliketoworkthere.

Thatincludesthesocialaspectsoftheonboardingexperience–whetheremployeesareworkingintheoffice,remotely,or

amixofthetwo.Socializinghelpsnewstartersacclimate

andrampupeffectively,makeconnections,andlearnhowto

navigatenewculturalnorms.

There’sfinancialbenefittoretainingnewtalent,too.Losinga

newhireis,frankly,expensive–moresothanlosingatenured

employeebecauseyouhaven’trecoupedthevalueofthehire.

Then,addtothatthecostofrecruitingandhiringyetanother

newemployee,andyourdepartmentbudgetisdwindling.

Instead,focusongettingthenewemployeeexperiencerightso

youcanretainthetalentyouworkedhardtoattract.

‘‘Thenewhireexperienceisa

criticaljourneywithinthebroaderemployeejourney–onethatsetsthepathofsuccessforemployees.

Organizationsmusttakestock

oftheimportantmomentsintheonboardingjourney,findingwaystomeasureandimprovethem.It’s

nolongerjustabouttickingthe

boxesonanonboardingchecklist.

Thesocialaspectsneedtobe

operationalized,too.’’

DR.CECELIAHERBERT,PSYD,XMP

XMINSTITUTE/PRINCIPALCATALYST

32

TREND3

3_Employeesneedgrowth

fromdayone

Anotherunderlyingissueisnewemployeesentimenttowards

growthanddevelopmentattheirorganization.

Yearoveryear,growthanddevelopmentremainsoneofthe

mostimportantareasforemployees,butcurrentlyranks

nearthebottom(#20outof25themes)intermsofhowwell

organizationsareactingonthisdesire.

Whatorganizationsaregettingright–

andwrong–intheeyesofnewemployees

HIGHEST

RANKEDITEMS

+PhysicalSafety

+Respect

+Performance&Accountability

+Resources

+Training

LOWEST

RANKEDITEMS

+Growth&Development

+PsychologicalSafety

+Pay&Benefits

+Innovation

+SurveyFollow-up

33

TREND3

Growthanddevelopmentisthechallengetosolvewithso

manyorganizationsworkingtoreskilltheirworkforces.Theseopportunities,whetherit’sformaldevelopmentprogramsor

in-the-momentfeedback,arethecareersuccesscurrencyall–butespeciallynew–employeescrave.

Goingforward,organizationsneedtobemoreintentional

abouthelpingnewemployeesbuildconnections,aswell

providingclearpathwaysforgrowthanddevelopment.Gettingthenewemployeeexperiencerightiskeytoorganizationalandemployeesuccessintothefuture–thoughtfullyredesigning

theonboardingprocesscouldverywellbeapowerfulstrategicleverthatdeliverssustainedcompetitiveadvantages.

‘‘WhilegrowthanddevelopmentisatopdriverofEXoutcomeslike

engagement,intenttostay,and(avoiding)burnout,employee

sentimenttellsusgrowthanddevelopmentopportunitiesfornew

hiresarescarcetononexistent.’’

DR.ANTONIOPANGALLO,PHD

PRINCIPALXMSCIENTIST

TREND3

PeopleLifecycle

Understandingthemomentsthatmatterinthenewemployeeexperiencewillhelpyourorganizationmeetemployee

expectations,leadingtohigherengagementandgreaterintenttostay.

WithPeopleLifecycle,connectsilosbyconsolidatingallyourfeedback,automaticallyidentifytrendsandrisksamongst

employeesegments(e.g.,yournewemployees)atscale,andtakeactiontoimproveexperiencesforeveryemployee.

XMFOR

peopleTeams

LEARNMORE

34

TREND4

Employeesopenup

workemailsandchats

tofullybeheard,but

aremoreambivalent

aboutsocialmedia

Surprise:Youremployeeswantyoutolistentothem.Andwedon’t

justmeanviasurveys.

36

80%

56%

75%

47%

76%

44%

74%

45%

72%

45%

64%

40%

51%

28%

53%

26%

TREND4

HOWOPENEMPLOYEESARETOTHEIRORGANIZATIONUSINGTHEFOLLOWINGDATA

Fordecades,HRteamshavereliedonactivelistening,like

surveys,andwhilethetechnologynowexiststolistentoevery

source(somethingknownaspassivelistening),manyHR

leadershavebeenhesitantbecauseofthepotentialreaction

fromemployees.

Thegoodnews:Ourresearchshowsemployeesareverywilling

–indeed,morewillingthanyoumightexpect–toopen

uptheirprivateworkcommunicationchannels(suchasemail,

Slack,andsoon)ifitmeanshelpingshapeabetteremployee

experience.

Wealsofoundthatthereisaclearlinkbetweenengagement

(similartoourresearchfindingsrelatedtoAI)andopenness

tothemyriadwaystheirorganizationsmightcollectdatavia

privateworkcommunicationsversusthosewhosaidtheyare

neutralordisengagedatwork.

WORKEMAIL

SURVEYOPEN-TEXTRESPONSES

WORKSYSTEMANDPROCESSES

VIRTUALMEETINGTRANSCRIPTS

DIRECTMESSAGES

DIGITALWORKSPACESGROUPMESSAGES

ANONYMOUSSOCIALMEDIAPOSTS

NON-ANONYMOUSSOCIALMEDIAPOSTS

20%

40%

60%

80%

100%

ENGAGED

NEUTRAL/DISENGAGED

37

TREND4

Thisisreflectedinemployeesentimentaroundtheglobe,

wheremostregionsscoreneartheglobalaverage(56%)foropennesstopassivelistening.

That’smoregoodnewsasorganizationscontinueto

supplementtheiremployeelisteningprogramswithpassive

listening.Byleveragingawidebreadthofemployeedata,

organizationscanunearthvaluableinsightsfromfeedback

thatalreadyexists,andgainadeeperunderstandingofwhat’spositivelyandnegativelyimpactingemployees’lives.

“Ifyou’rejustlookingatsurveys,you’releavingalotofinsightsonthetable,”advisedEvans.“Plus,youremployeesarereadytobeheardbeyondsurveys.Theywantabetterexperience

providingfeedback.Startwithaclearvisionofwhatyouwanttogetoutofyourlisteningprogramandthinkthroughhow

you’llusedifferenttypesofdatatocomplementeachother.”

WHEREAREEMPLOYEESMOSTOPENTOPASSIVELISTENING?

GLOBALAVERAGE

NORTHAMERICA

EUROPE,THEMIDDLEEAST,ANDAFRICA

ASIA-PACIFICANDJAPAN

LATINAMERICA

56%

57%

54%

57%

59%

WHATEMPLOYEESARESAYING

‘‘Stopimplementingsomanychanges.Seetheforest,not

thetrees.”

SURVEYRESPONDENT

AGE45-54

RETAIL

UK

38

‘‘Butsomeofuswouldprefer

youkeepyourhandsoffoursocials.”-Youremployees

Employeesdrawaharderlinewithpersonalsocialchannels,signalingtheseparationpeoplewantbetweenworkand

personallife.Onlyhalfofengagedemployeesarecomfortablewithorganizationsusingdatafromanonymoussocialmedia

posts,evenfewerarecomfortablewhenthepostsarenot

anonymous.Andcomfortlevelsdropevenfurtherforneutralordisengagedemployees.

Thisringstrueineveryregionaroundtheworld.

TREND4

OFENGAGED

EMPLOYEES

arecomfortablewithorganizationsgatheringdataaboutthemfromtheirpersonalsocialmedia

39

TREND4

“Employees