2022员工体验趋势（英）-31正式版.pdf

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1、12022 EmployeeExperience TrendsThe 4 things your peopleneed you to know12A letter from your employeesToday we stand before you, ripping up the old playbook yes, the one you rewrote just this past year and demanding change. We appreciate everything youve done for us this past year. You went the extra

2、 mile, supported us, and leaned in while we all figured this thing out.Youve worked with us and been flexible through the depths of the pandemic, but we sense the old ways are creeping back in. And, to be clear, the old ways werent working. A two-hour commute? Every day? Sitting in traffic, waving g

3、oodbye to that workout we might have done, or wondering if the kids made it off to school okay?No, thanks.We choose flexibility. To work in the places that work best for us, to take time for our own well-being, our families, our friends.To not have to sneak away for a doctors appointment, or struggl

4、e through the day when were sick, just to be seen.We demand change because we care. We care about our leaders who are struggling to keep up. Theyre leaving, if you havent noticed, and we cant navigate this new world of work without them.3 And we demand it because we care about this organization. Its

5、 capable of better better ideas; better innovations; better performance. We dont want this organization to become irrelevant. We dont want to become irrelevant.We cant go back to the old ways of doing things we wont go back. Were already living in the new normal; we need to start working there, too.

6、Yours (for now),And so here are our demands:1 The resources leaders need to deal with employees evolved expectations. Emotional labor isnt free labor.2 A workplace designed around our needs today. With the right technology and the right culture to thrive with hybrid work. 3 A sustained and visible c

7、ommitment to diversity, equity, inclusion, and belonging. Actions, not words.4 Real mental health and well-being support. An app isnt going to fix it. The culture needs to change.4We spoke with nearly 14,000 full-time employees from 27 countries to understand how the employee experience changed in 2

8、021. As well as showing what the experience looks like, our report highlights key areas employers can focus on in 2022 to have the biggest impact on their people.Employee Experiencein 2022:A globalsnapshotThe challenges HR, technology, and People Team leaders will face in 2022 are not unlike those o

9、f the past. But the landscape has changed. So have the solutions.Heres what you need to know for 2022 to get ahead of the curve.Engagement 66% Intent to stay 65%Manager effectiveness/trust in leadership 67%Employee well-being 72%66% in 202170% in 202172% in 202163% in 2021Growth and development 68%C

10、orporate socialresponsibility 66%63% in 202172% in 20215Meet The ExpertsLEAD AUTHORSTara Belliard, MAXM Scientist, AMRSara Marrs, MScHead of EX Product Science,EMEAEmmy Em, SHRM-SCPTechnology Consultant,AMRAntonio Pangallo, PhD Senior EX Product Scientist, APJ Marcus Wolf, MAXM Scientist, AMRMatt Ev

11、ans, MBASenior EX Product Scientist, AMRSido Wright, PMPTechnology Consultant, AMRLaura Harding, MScEX Product Scientist, EMEA Farren RoperGlobal Head of Diversity, Equity & Inclusion, AMR Yesenia Cancel, MSXM Scientist, AMR Benjamin Granger, PhD, XMPHead of EX Advisory Services, AMRCONTRIBUTING AUT

12、HORS6There will be an exodus of leaders and women will be the first out the doorPeople will demand betterphysical and digital workspacesLack of DEIB progresswont be acceptedEmployees lack of well-beingis a countdown to disasterContentsThe 2022 TrendsPeople will demand betterphysical and digital work

13、spacesThere will be an exodus of leaders and women will be the first out the doorLack of DEIB progresswont be acceptedEmployees lack of well-beingis a countdown to disasterThere will be an exodus of leaders and women will be the first out the doorTREND 18Trend 1There will be an exodus of leaders and

14、 women will be the first out the doorWhen the pandemic hit, leaders across the business perhaps none more so than those in HR and IT became a life raft of sorts, providing employees with steadfast emotional and technological support in an ocean of uncertainty. But as the pandemic persisted, employee

15、s expectations shifted and keeping up with employee demands has caused many leaders to burn out and leave.ITS NO LONGER JUST ABOUT ENGAGEMENT AND RESULTSLeaders are now expected to take on additional responsibilities, including:+ Driving diversity and equitable outcomes for all at work+ Fostering a

16、sense of belonging+ Supporting social justice issues+ Understanding and supporting employees mental healthThis work, while critical, is physically and emotionally exhausting. And as a result, many leaders are planning to leave (if they havent already). According to our research, the length of time p

17、eople intend to stay at their company has shortened year over year, especially among senior leadership.Female leader of leaders intent to stay dropped significantly by 21 points.9LEADERS INTENT TO STAY DROPPED SIGNIFICANTLYTrend 1100%0%How taking action on feedback impacts intent to stay20212022Fema

18、le seniorleaders86%68%Male seniorleaders81%72%Men70%67%Women71%63%10YOURE MOST AT RISK OF LOSING FEMALE LEADERSSince last year, womens intent to stay dropped 8 points. And female leaders of leaders intent to stay dropped even more significantly by 21 points.Trend 1100%0%Leaders intent to stay drops

19、significantly20212022Female leadersof leaders87%66%FemaleExecutives84%72%FemaleManagers75%64%Female individualcontributors67%60%11The data shows us that female leaders are the most likely to leave. Its important that theyre given the right support. Work with leaders to reassess targets. Work with th

20、em to understand what kind of support they need, rather than piling on more pressure. Make sure they know its a collaborative process and that youre hearing their concerns and will take action to help. Including the right training, talent, and technology. Tara Belliard, XM Scientist12THE WAY FORWARD

21、The question organizations need to answer to retain senior leadership is: How do we support our leaders to prevent the burnout and ultimately attrition of leaders in our organization?Trend 1 Whats happeningin the workplaceHow to take action(and better support leaders)Leaders are expected to balance

22、achievingbusiness results as well as creating a greatemployee experience to attract and retain talent.Give your leaders the resources both thetechnology and talent to better listen to andact on employee feedback.Leaders are expected to be more inclusive.Provide training and toolkits about how tonavi

23、gate this topic.Teams are struggling with burnout.Work with leaders to reassess targetsand productivity. They need time to regroupand the flexibility to give their team somebreathing space. Leaders need support for the toughconversations theyre having about inclusionand well-being. Make it easier fo

24、r leaders to access supportmaterials; these should be set up as a pullmechanism versus pushing out one-time training. Be clear as to where leaders can go to accessthe tools they need. Next steps360 Development helps organizations extend development programs to all levels of talent including leaders.

25、 Deliver a customized development experience that gives leaders the insights and tools to grow and thrive. Get StartedPeople will demand better physical and digital workspacesTREND 214Trend 2People will demand better physical and digital workspacesHybrid work is here to stay. Organizations that want

26、 to get their hybrid work model right must create world-class digital experiences that enable both in-person and digital collaboration.Unfortunately, our research shows theres a gap between what organizations think theyre delivering and what employees actually want when it comes to hybrid work enabl

27、ement. Only 30% of respondents said their experience with their companys technology exceeds or greatly exceeds their expectations. And only 23% of respondents feel their experience working at their office exceeds or greatly exceeds their expectations.Over one-third of employees say that going back i

28、nto the office full-time would make them more likely to look for a new job.Engagement rate among peoplewho have productivity-enabling tech91%Engagement rate among people who do not have productivity-enabling tech24%15Trend 2Our research shows a strong link between the physical and digital workspace

29、experience, and key metrics like engagement and likelihood to recommend.The employee experience is now deeply connected to the digital experience. If technology is hindering my productivity, its nearly impossible for me to feel great about my overall experience.Matt Evans, Senior EX Product Scientis

30、t100%100%EngagedLikely to recommend92%93%Employees who feel their physicalworkspace allowsthem to bemore productive23%16%Employees who feel their physicalworkspace DOES NOT allow them to bemore productive16WHAT DO EMPLOYEES WANT FROM THEIR HYBRID WORK EXPERIENCE?The office is still a valuable place

31、for employees, but the reasons why have changed. Instead of being a place theyre required to go to, employees want the flexibility to go to the office for intentional collaboration and socialization, but with the freedom to decide when and for what purpose.Hybrid workers also want:Flexibility: Over

32、one-third (35%) say theyre more likely to look for a new job if theyre forced to work in an office full-time.Tech that allows us to collaborate: Just 55% say their current companys technology is better than at other places they have worked.Communication and transparency: More than one-third of peopl

33、e (34%) did not agree that there was open and honest communication at their company.Support: Just over two-thirds (68%) of people feel supported in their efforts to adapt to organizational changes a 2-point increase from 2021.Reimagined office spaces: People still want an office, but currently more

34、than a third (37%) do not agree its an enjoyable place to be.Trend 2Just 55% say their currentcompanys technologyis better than at otherplaces they have worked55%17THE WAY FORWARDThrow out the old playbook and never look back. Employees are underwhelmed by their current technology and office experie

35、nces. To improve the employee experience, IT and HR leaders must work together to take better, more clear action on the experience data they collect.Its time to design a hybrid workplace experience that works for everyone no matter where theyre working.Trend 2Deliver exceptional technology experienc

36、es with Qualtrics Get StartedSuccessfully transitioning to a permanent hybrid model is not just about setting a work schedule and investing in new technology. Like all major transformations, realizing the full potential of a hybrid model will require leaders to adopt new mindsets, to define behavior

37、al and working norms, and to engage in two-way dialogue with employees as they navigate this change. Matt Evans, Senior EX Product ScientistLack of DEIB progress wont be acceptedTREND 319Trend 3Lack of DEIB progress wont be acceptedWith social injustice brought to the forefront, many organizations m

38、ade public diversity, equity, inclusion, and belonging (DEIB) promises, but there is still more to be done. Our research shows that only 70% of employees say their organizations have made sufficient progress towards greater DEIB. Fewer (67%) say that senior leaderships actions show they are genuinel

39、y committed to building a diverse and inclusive company. And those who self-identify as non-binary/transgender view the DEIB efforts at their company as much less favorable overall.0%Those who intendto stay 5 YEARS or moreThose who intendto stay 6 MONTHS or less100%Everyone at this companycan succee

40、d to their full potential, no matterwho they areSenior leaderships actionsshow they are genuinely committed to building adiverse and inclusive workforce76%agreeI feel a sense ofbelonging atthis organization33%75%31%83%25%agreeagreeagreeagreeagree20WANT TO THRIVE IN THE GREAT RESIGNATION? FOCUS ON YO

41、UR DEIB EFFORTSWith companies competing for the same highly skilled talent, action on DEIB and fostering a culture of belonging will be a key differentiator. But our research shows theres still a ways to go. Four in five (80 percent) senior leaders say their actions show they are genuinely committed

42、 to greater DEIB, while only three in five (58 percent) individual contributors say the same. Closing this gap will play a leading role in retaining people too, making it one of the key areas of focus to get right during the Great Resignation.Trend 3Employees are keen to see DEIB progress happen. Ma

43、ny of them are wondering why it hasnt already. Without DEIB, you cant harness the full intellectual power of your organization. Thats why we need to be intentional about including diversity diverse perspectives, diversity of thought and giving everyone not just a chance to contribute, but also makin

44、g them feel like its safe to do so.Yesenia Cancel, XM Scientist21THE WAY FORWARDYour employees are saying loud and clear: Double down on your DEIB efforts. The good news is that employee perceptions of DEIB efforts and corporate social responsibility have improved year-over-year. In other words, emp

45、loyees recognize and appreciate the efforts organizations have made over the past year and a half. The challenge will be sustaining these efforts and ensuring that this focus isnt temporary. Make sure DEIB is part of your employee listening program. Listen to what your people are telling you and the

46、n action them. Its critical to set bold, but achievable targets. And make sure your stakeholders are held accountable for achieving them.Trend 3Drive measurable change with our DEIB solution Get StartedIts great to see employers making progress in the last year, but many companies are still at the v

47、ery early stages of this journey. To accelerate that progress and truly embed DEIB into the culture and operating rhythm of a company, make sure its measurable and actionable so you can hold leaders to account and meet the commitments made to your people.Farren Roper, Head of Diversity, Equity and I

48、nclusion, QualtricsLack of well-being is a countdown to disasterTREND 423Trend 4Lack of well-being is a countdown to disasterFor almost two years, many have been working longer hours without a clear start or end to the workday. The pandemic and the pivot to remote and hybrid work exacerbated employe

49、es built-in boundaries with work.As a result, peoples well-being and resilience have suffered.Almost a third of all employees say they wont always take a sick day if theyre not feeling well enough for workPeople have been digging deep over these past two years working at home. For many people, the t

50、hings we have taken for granted such as good health and job stability are now under threat. Employees and leaders are trying to get back to some sense of normality but struggling to get the balance right.Antonio Pangallo, Senior EX Product Scientist24But thats not the only reason why: People are als