《2021年员工体验趋势.docx》由会员分享，可在线阅读，更多相关《2021年员工体验趋势.docx（50页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、Intent to stay70%f +17 v 2019Taking action on feedback27%J/-7 v 2019Employee Experience:A global snapshotWe surveyed more than 11,800 full-time employees from 20 countries to see how the employee experience has changed in 2020. As well as showing what the experience looks like in 2020, it highlights
2、 key areas employers can focus on in 2021 to have the biggest impact on their people.Engagement score66%个 +13v2019Listening to feedback regularly69%个 +6 v 2019In this report, well delve deeper into the drivers behind these changes and explore the employee experience landscape of the worlds workforce
3、 as we enter 2021 and beyond.Belonging and CSR take center stageAcross our research before and during the pandemic, weve seen two new items emerge as the strongest drivers of employee engagement a sense of belonging, and a sense of pride in the companys efforts to have a positive impact on the world
4、.A 73% majority of employees feel a sense of belonging at their organization.In last years report, the two leading drivers were confidence in senior leadership (53%) and opportunities for learning and development (60%).Belonging is highly correlated to engagement. 20% of employees who feel they dont
5、 belong are engaged, vs. 91% of those who feel they do thats 3.5x more.Lindsay Johnson, XM Scientist, QualtricsCecelia Herbert, XM Scientist, QualtricsHow can you boost belonging?Belonging and pride in CSR are more closely connected than you might expect. Pride in CSR has a strong impact on a sense
6、of belonging, as do open and honest communication, being valued as part of a team, and feeling supported in adapting to organizational change.Our study showed there were four key factors that influence peoples sense of belonging:I am proud of this companys effort to have a positive impact on the wor
7、ldThere is open and honest communication at this companyI feel like a valued member of my teamI feel supported in my efforts to adapt to organizational changesEmployeeXMWhen we look at the employee engagement scores for those who feel like they belong vs those who dont, its clear how big an impact i
8、t has:Feel likethey belongDon,t feel like they belongIn our research we found one thing that had a big influence on belonging: manager effectiveness.Empowering managers can have a powerful knock-on effect, which improves belonging and engagement.Learn moreFind out more about manager effectivenessQua
9、ltricsEmplcyeeXMQualtricsEmplcyeeXMImproving employee experience in your organization可EmployeeXMThe key drivers of employee engagement shifted significantly during 2020.In this section well look at three areas that, based on our study, can have the biggest impact on the people in your organization i
10、n 2021:Employee well-beingIn 2020 employee well-being rose to become a core metric of our engagement model and is a major area organizations can focus on as they continue to face disruption in 2021.Taking action on feedbackAsking for feedback is just the start not taking action on it is worse for en
11、gagement than not asking for it in the first place. Closing that gap should be a priority in 2021.Manager effectivenessManagers play a huge role in helping with engagement, well-being, belonging, resilience - in fact almost every key driver weve looked at. In 2021, make sure sure your managers have
12、the support they need to improve the experience for their teams.Book a demoWant to improve the experience for your people?14BQuaJtrlcsErnployeeXM1/ Employee well-beingWell-being is an essential part of the employee experience, particularly in times of disruption. In 2020, it became a major focus for
13、 most organizations, and alongside engagement and enablement, became a core outcome of our engagement model./of employees worldwide rated67%their well-being favorably.Yiesenia Cancel, XM Scientist, QualtricsHow do we define well-being?We measure well-being using a 5-point system of indicators:Feelin
14、g calm at workFeeling energized at workRarely feeling overwhelmed by responsibilities at workFeeling positive about yourself at workHaving trusting relationships at workWell-being by job roleAs with resilience and intent to stay, we can see that well-being increases along with seniority. Those at th
15、e top rate their well-being 26 points higher than the most junior employees.They also feel a greater sense of belonging than more junior colleagues.Just 60% of individual and contributor-level employees reported their well-being favorably, compared to 87% of executives at VP level and above.Individu
16、al contributor60%82%The percentage of people who report favorable well-beingManager/leader of individual contributorsLeader of leadersExecutiveExecutive87%In our 2020 Resilience Report, we saw a similar trend in perception of support for work-life balance, with 20 points between the senior leadershi
17、p and trainee/intern level employees.Lauren Rice, XM Scientist, QualtricsWell-being and belongingOnce again, a sense of belonging has a positive effect on an important aspect of employee experience well-being.People who feel like they belong are three times as likely to have a greater sense of well-
18、being:of people who feel like they belong at their organization rate their well-being favorably of people who feel like they dont belong rate their well-being favorablyThivia Mogan, XM Scientist, QualtricsWhat impacts employee well-being?Our study found the 5 key factors that impact our wellbeing at
19、 work are:I feel as if I belong at this companyI can be myself at workI feel like a valued member of my teamI feel I belong on my teamIm treated with respectDo employees with families fa re better?Our data suggests that single people are less likely to report a sense of well-being at work compared t
20、o their colleagues who live with family. Its been a tough year for those with children, but our research suggests their sense of belonging may not be as impacted as those who live alone.Employees who live alone may have got some of their sense of belonging and community from their colleagues and fri
21、ends. With that stripped away they may be more vulnerable than those with families to losing their sense of belonging. This could also be why junior employees feel their well-being isn/t as robust, as they may be less likely to have families.One takeaway for HR and People Teams could be how quickly
22、they can a return to a physical office in order to recreate a sense of community.However, there is no one-size fits all solution. All organizations are different, and all the people within them have different needs. Whats important is to listen to what your individual people need. And then act on th
23、at feedback.The percentage of people who reportfavorable well-beingMarried/living with a partner with dependent children72%Married/living with a partner with no dependent children68%Single with dependent children66%Single with no dependent children58%Want to improve the experience for your people?Bo
24、ok a demoQual triesEmployeeXMQual triesEmployeeXM2/ Taking action on feedbackForeword: The year of belonging2020 will be remembered as the year the employee experience changed forever. The entire workforce was tested in ways theyve never faced. From a global pandemic, social unrest, physical separat
25、ion, and many others, leaders are rethinking and reshaping how to take care of their people. As we look to the future, different trends are emerging that will make the workplace better all aroundDEI initiatives are top of mindAcross our research before and during the pandemic, weve seen two new item
26、s emerge as the strongest drivers of employee engagement - a sense of belonging, and a sense of pride ir the companys efforts to have a positive impact on the world.People need to feel like they belongDuring our research we found one big influence on belonging: managers. Empowering managers can have
27、 a powerful knock-on effect to improve belonging and engagement.Work-life balancePerhaps fueled by the rise of “always connected work, and the increased blending of work and life, were seeing that employees are more cognizant than ever of managing their own personal well-being. Companies that dont e
28、nable employees to recharge or set boundaries, or even enable fulfilling work will lose out on talent.Organizations are starting to recognize the value of asking employees for feedback. But are they taking the next step and turning that feedback into action?believe its important their company listen
29、s to feedbackbut onlysay their company acts on feedback really well.EmployeeXMEmployeeXMEmployers are listening moreIn last years report, 63% of employees felt they had an opportunity to provide feedback. This year its 69%. However, when we asked the same question in Q2 2020, only 51% said they had
30、the opportunity to provide feedback. This shows a dip in listening during the first wave of the pandemic.63%51%69%2019Mid-20202020The percentage of people who feel their company listens to them.How often are employers asking for feedbackHow often companies ask for feedback changed in response to the
31、 pandemic. Although we saw a rise in frequency during the height of the crisis in our mid- 2020 Resilience Report, figures have reverted to levels similar to what we saw in our 2020 Employee Experience Trends Report (Data collected, Q4 2019). Only 10% now say theyre invited to provide feedback once
32、a week or more.The percentage of people who say they are asked to provide feedback regularlyNovember 202045%May 202062%November 2019November 201946%But while listening is a good place to start, what matters more is taking action on the feedback you receive.This is where businesses have a lot of room
33、 to improve. Since 2019, companies have become worse at acting on feedback, according to their people.Jake Outram, XM Scientist, QualtricsThe feedback-action gapEmployees feel that acting on feedback matters more than ever. But companies arent closing the gap between feedback and action.Only 7% felt
34、 that their employer acted on feedback “extremely well：Employees arent getting the chance to give feedback as much as they would like. And when they do, organizations aren/t acting on it as well as they should.have an opportunity to give feedback think their company actions feedback very well or ext
35、remely wellHHHIHHWW ttHHHHtWYesenia Cancel, XM Scientist, QualtricsWhy acting on feedback mattersTurning feedback into action has a direct, positive effect on the employee experience. As the number of employees who feel their company takes action on feedback increases, so does their intent to stay a
36、nd their engagement.100%80%2020high on taking action low on taking actionAverage engagement with listening programAverage engagement without listening programIn fact, when employees feel a company acts on feedback well, their engagement is more than double that of workers who feel its not acted on o
37、r acted on only slightly.These trends have held true across our 2019 and 2020 data.In fact, our data shows that listening without taking action actually results in worse engagement than if you dont have a listening program at all.Action and well-beingEmployees rate their well-being more favorably wh
38、en they feel their employer is good at taking action on their feedback100%80%60%40%20%0%2020high on taking action low on taking action53%Book a demoWant to improve the experience for your people?QualtricsEmplcyeeXMQualtricsEmplcyeeXM3/ Manager effectivenessIts no surprise that managers have a pivota
39、l role to play in making the employee experience what it is - for better or worse.Managers and belongingLooking at the data for belonging, we can see that managers directly influence this feeling in their teams. Feeling supported in being able to adapt to organizational changes is one of the top 5 i
40、nfluences on having a sense of belonging.Feeling valued as part of a team and having open communication matter a lot too both qualities that managers can embody in their behavior and reward in their teams.27EmployeeXMLindsay Johnson, XM Scientist, QualtricsManagers and taking actionWeve seen that wh
41、en employees feel their company is good at turning feedback into action, their engagement, wellbeing and intent to stay all rise. Managers hold the key to communicating about action and change, and making the link between individual feedback and company-wide action.Promoting great experiences at eve
42、ry levelOur data shows a consistent trend those at leadership level enjoy better engagement, resilience, well-being and intent to stay relative to their junior colleagues.Could manager behaviors like open communication and support in weathering change help to level the playing field?28d1tEmployeeXMd
43、1tEmployeeXMMarcus Wolf, XM Scientist, QualtricsBook a demoWant to improve the experience for your people?QuaJ triesEmployeeXMMethodologyAustralia6.52%Belgium2.28%Brazil6.74%Canada6.74%China6.74%France6.74%Germany6.75%Hong Kong (S.A.R.)1.80%Ireland0.26%Japan6.74%Mexico3.37%Netherlands2.82%New Zealan
44、d2.08%Singapore2.83%South Africa2.49%Spain6.74%Switzerland2.84%Thailand2.92%UK&NI6.48%USA16.07%The study was conducted in October and November 2020, included 11,864 respondents 18 years of age or older who were currently employed full-time.DemographicsThis study examined employees across 20 countrie
45、s and regions. The breakdown of respondents can be seen in the table below.QuattricsEmployeeXMDespite the challenges of balancing work and home life, we found good news among the chaos. Overall, global employee engagement has risen. And leaders are listening more to their people.However, despite lis
46、tening more, leaders are not actioning the feedback theyre getting. And this unfortunately can do more harm than not listening at all.Next stepsAll organizations are different, and all the people within them have different needs. There is no-one-size-fits-all solution for fostering belonging in the
47、workplace. Whats important is to listen to what your individual people need and most importantly, action that feedback to meet those needs.Jay ChoiEVP and GM of EmployeeXM, QualtricsStudy respondents come from a wide variety of industries:Automotive2.70%Construction or Commercial Development1.90%Educational Services8.73%Finance or Insurance10.17%Forestry, Fishing, Hunting, or Agriculture Support0.37%Healthcare or Social Assistance9.74%Hospitality/Accommodation or Food Services2.70%Information S