Employee engagement is often viewed as the proxy for employee well-being. The line of thinking is that if engagement is good, that means employees are good, resulting in better business outcomes for employers. But is employee engagement the best construct that employers should use to positively impact productivity and performance?
New research suggests while engagement is important, it’s only one piece of the broader picture — the entire employee experience. In reality, people want to work for a company that allows them to bring their full selves to grow and thrive. Creating this kind of workplace goes beyond just ensuring that employees are engaged — discovering the ingredients that create the most positive employee experience, then creating the conditions to cultivate them. When companies enhance the employee experience, business benefits directly.
Join Chief Learning Officer magazine and BetterUp for a lively discussion where we’ll discuss:
Key findings from our research of more than 17,000 workers.
What the Employee Experience Index is, and why you’ll want to use it.
Why the EX Index will change how you think about traditional learning & development.
Strategies for optimizing six key experience areas for better business outcomes.
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MOVING BEYOND EMPLOYEE ENGAGEMENT: THE EMPLOYEE EXPERIENCE INDEX
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Frequently Asked Questions
5. Evan Sinar, PhD | September 18, 2019
Ready to Move
Beyond Engagement?
10. 10
Massive investments on leaders
responsible for controlling turnover.
10%$240BSpent globally on L&D annually Is effective
11. 11
The way we organize ourselves
is going through a dramatic change.
Ideas and innovation are now driven from the front line.
Command and control
T H E O L D W A Y
Agile and innovative
T H E N E W W A Y
12. 12
$21,000
$18,000
Employees crave meaningful work.
Mortgage Meaningful Work
Employees would sacrifice 23% of future earnings—an average of
$21,000 a year—for work that is meaningful
14. “
The vast majority of organizations have
failed to address the impact of personal
influences and issues on employee
effectiveness and engagement.
– Gartner*
14
*Source: Gartner “Cool Vendors in HCM: Enhancing Employee Experience,” 2019
15. 15
Solving the whole problem requires
considering the whole person
Learning
(Days)
Learning
(Days)
Doing
(Weeks to months)
Being
(Months)
Assess
and onboard
Practice
and coach
Progress
and measure
Awareness
• Self-awareness increases
• Psychological resources develop
Growth
• New mindsets and behaviors
take shape
Impact
• Individual well-being, performance,
and organizational impact
16. 16
A science-based view of employee experience
Learning
(Days)
Assess
and onboard
Research based on 17,500 working professionals spanning
levels, industries, and functions.
18 Industries 9 Major Functions
18. Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees are inspired
to bring their best selves
to work, every day.
18
19. Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees approach new
challenges with a positive,
growth-oriented mindset.
19
20. Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees believe their
work matters to and
positively impacts the
world around them.
20
21. Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees have deep
and mutually-supportive
connections with the work
colleagues that surround them.
21
22. Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees feel and foster
workplace belonging and
inclusivity for self and others.
22
23. Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees find their work
consistently energizing,
engrossing and invigorating.
23
*
24. Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees find their work
consistently energizing,
engrossing and invigorating.
24
*
26. 26
6x
Employee experience is more than
just engagement.
• The links between EX and employee productivity
were six times higher than for engagement alone
• Definitions of engagement that fail to incorporate
the full scope of EX fall short when put to the test
against key individual and business outcomes.
30. 30
By function
Technology is strongest, sales weakest
27% fewer sales employees report
a high-quality EX compared to IT
3.88
3.86
3.71
3.70
Information
Technology
Human
Resources
Operations Sales
31. 31
Leaders are benefiting from a positive EX,
but rarely cultivating it for others.
4.00
3.81
3.74
3.63
Managers of Managers Direct Manager Overall Average Individual Contributor
33. 33
Tenure with a company is no guarantee.
Only 2%
difference
between
tenure
groups
34. Remote work
is no panacea.
Workers who interact equally with colleagues
remotely AND in person are 1.7X more likely
to have a high EX than those who interact with others
primarily remotely
35. Large and small companies
struggle similarly with EX.
Nearly identical levels of Employee Experience for companies < 100 and > 1000 employees
37. 37
The impact of hyper-
personalized learning
With coachingWithout coaching
3.5x
Employees who have worked one-on-
one with a employer-provided coach
for professional development are
3.5 times more likely to report at a
higher Employee Experience Index.
38. betterup.co
38
Personalized leadership development at scale
Enjoy anytime,
anywhere 1:1 expert
coaching
Supplement growth
with curated
microlearnings
Create a
development
plan and set goals
Receive feedback
and track progress
over time
41. Current state
Companies continue throwing dollars at
sales training yet many reps struggle with
sustained quota attainment.
Organizations often expect Sales
Managers to do the coaching but they
don’t have time/skills to coach effectively.
Sales reps fall short of other functions in EX
components Engagement, Purpose &
Meaning, and Belonging.
Case Example: Increase sales rep quota
attainment – address EX gaps through
personalized coaching.
Solution & Impact
Sales rep coaching program led with a whole-
person assessment capturing data about
mindsets and behaviors. Hone in on, via
coaching conversations and learning resources, a
rep’s standing on EX components. Personalized
action plans for behavior change vs rep’s goals.
Organizations receive aggregate reporting on
EX and other outcomes spanning learning
groups. This information used to compare
between cohorts and benchmark
against industry peers.
43. 43
Thank you
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