1.
Deep Dive: 2020
Employee Experience
Trends

2.
Yesenia Cancel
EMPLOYEE EXPERIENCE CONSULTANT
QUALTRICS
Rita Cidre
GROWTH MARKETING
QUALTRICS

3.
Every experience matters.
Every voice has value.

4.
A global study of
employee experience
84%
Full-time employees
13,500+
Responses
12
Geographies
16%
Part-time employees

5.
3 top trends Your action plans
1
2
3
Feedback matters
Change is constant
Managers and L&D matter
1
2
3
How to take action on feedback
How to listen during times of change
How to invest in L&D

6.
The 2020 state of engagement

7.
How we measure engagement
INTENT TO STAY
WORK INVOLVEMENT
DISCRETIONARY EFFORT
COMMITMENT TO
THE ORGANIZATION
Composite
Engagement
Score

8.
FORD CONFIDENTIAL 8
Current engagement by region
55% of employees in the US are engaged in their work

9.
FORD CONFIDENTIAL 9
Key drivers of engagement
1
2
3
4
5
Confidence in senior leadership to make the
right decisions for the company (53%)
Opportunities for learning and
development (60%)
A clear link between your work and your
company’s strategic objectives (57%)
Recognition for good work (55%)
Managers who help employees
with career development (50%)

10.
FORD CONFIDENTIAL 10
An employee’s tenure with a company does
not significantly impact their engagement

11.
FORD CONFIDENTIAL 11
But, their tenure impacts what
they most care about
Opportunities for learning
and development
for employees
with <2 years tenure
Confidence in senior
leadership to make the right
decisions for the company
for employees
with 4+ years tenure
#1
#1

12.
3 key trends for 2020

13.
Ask, listen,
and take
action

14.
FORD CONFIDENTIAL 14
Asking for feedback boosts engagement
59% 42%
Engagement score of
employees who said their
company provides a
feedback program.
Engagement score of
employees who said their
company does not
provides a feedback
program.

15.
FORD CONFIDENTIAL 15
Which industries currently
have a feedback program?
IT/Tech
Telecom
Finance
Media and Advertising
Travel and leisure
Healthcare
Manufacturing
Retail
Utilities
Public sector
Other
0% 10% 20% 30% 40% 50% 60% 70% 80%

16.
FORD CONFIDENTIAL 16
Don’t just ask, listen

17.
FORD CONFIDENTIAL 17
Acting on feedback has a major impact on
engagement

18.
FORD CONFIDENTIAL 18
0% 10% 20% 30% 40% 50%5% 15% 25% 35% 45%
Which industries respond “very or
extremely well” to feedback?
IT/Tech
Telecom
Finance
Travel and leisure
Manufacturing
Utilities
Other
Retail
Media and Advertising
Public sector
Healthcare

19.
FORD CONFIDENTIAL 19
18+
offices
1,700
employees
Remote
culture

20.
FORD CONFIDENTIAL 20
From insights to action: Ask Jonah Anything #AJA

21.
FORD CONFIDENTIAL 21
From insights to action: Better Docs

22.
Actively listen
Have a formal
feedback program
Communicate with
employees how you
made changes
Your action plan: Turn feedback into action
+ Solicit feedback and listen in a non-judgmental way
+ Search for deep drivers of engagement: If you have a hunch, test it
+ Your employees need to feel like their voices are heard.
+ Communicating change is just as important as making the changes
+ Start with annual surveys, then regular pulses
+ Encourage participation in the surveys with executive sponsorship

23.
Listen
more
in times of
change

24.
FORD CONFIDENTIAL 24
Change is a constant

25.
FORD CONFIDENTIAL 25
The good thing: Most companies request
feedback during times of change
*for employees who say they are experiencing large-scale change

26.
FORD CONFIDENTIAL 26
Want more engagement during times
of change? Ask for feedback

27.
12K+
Employees
1M+
Outpatient visits
Parkland by the numbers
• 12M+ Pathology Procedures
• 10.5M Prescriptions
• 200K Discharges
• 500K Radiology
• 12K Deliveries

28.
A time of drastic change
• Under review by CIA & SIA
• Executive staff turned over 3x
• 400+ Behavioral health rooms
closed in the area
• 80% YoY increase in workplace
violence

29.
FORD CONFIDENTIAL 29
The solution: Listen and act even more
Listen Act Communicate

30.
﹢ The innovation: Cruzin’ for a Snooze
﹢ The result: Improved patient satisfaction
﹢ The cultural impact: Empowered the nurses who
developed the program to share with other units
Empowering the frontline
to innovate

31.
﹢ Increase in survey response rates: 59% to 88%
﹢ Employee satisfaction increased 5% total
﹢ Reduced turnover from 19% to 14%
﹢ 9M in revenue saved due to turnover reduction
Remarkable results in 3 years

32.
Empower your
people
Recognize that
change is constant
& disorienting
Your action plan: Embrace times of change
+ Listening makes people feel valued and more stable
+ Empower the frontlines to be the change they want to see
+ Your employees feel like change is constantly happening
Share innovations
+ Use feedback as an opportunity to spur more innovation
+ Close the feedback loop: Show people the results based on changes
you’ve made

33.
Invest in
your
managers
and L&D

34.
FORD CONFIDENTIAL 34
The state of staying

35.
FORD CONFIDENTIAL 35
Key drivers of intent to stay
My company
provides me with
opportunities for
L&D (60%)
I have confidence
in the senior
leadership team to
make the right
decisions for this
company. (53%)
My manager helps me
in my career
development. (50%)
I can see a clear link
between my work and this
company’s strategic
objectives. (57%)
My manager is effective
in helping me resolve
work-related issues.
(59%)

36.
FORD CONFIDENTIAL 36
Millennials and Baby boomers stay for same
three reasons
1
2
3
4
5
1
2
3
4
5

37.
FORD CONFIDENTIAL 37
Your individual contributors
are the least engaged
20%
Managers
Regardless of years managing
people
70%
57%
54%
60%
47%
60%
Managers
Less than 3 years of
experience managing people
Managers
More than 3 years of
experience managing people
Individual Contributors
Leaders + C Suite

38.
FORD CONFIDENTIAL 38
Industries with highest attrition

39.
32,000 1,000+
EMPLOYEES
WORLDWIDE
CENTERS AND
CLIENTS
CULTURE IS THEIR
FOUNDATION
+ One of Fortune’s “100 Best” 18 times
+ Best Workplaces for Diversity: #52

40.
32,000 1,000+
EMPLOYEES
WORLDWIDE
CENTERS AND
CLIENTS
CULTURE IS THEIR
FOUNDATION
+ One of Fortune’s “100 Best” 18 times
+ Best Workplaces for Diversity: #52

41.
Problem
● Only 20% employees participated in the 401(k)
● Only 33% confident creating a household budget
● Only 23% confidence in their ability to create
household budget

42.
Results
+ Participants scored 70 on Financial Well-Being scale
vs. 66 for non-participants.
+ Increased confidence in ability to create a budget
from 33% to 50%
+ Increased confidence to create a financial plan
from 23% to 44%
+ Increased participation in 401(k)

43.
Problem
Difficulty attracting and retaining
teachers
Few teachers using tuition reimbursement program
Solution
Horizons free ed program
Results
+ 1,000+ employees participated in first year
+ 82% of teachers in the Horizons program see a
career path at Bright Horizons vs. 60%
+ Core driver of talent acquisition

44.
Share learning and
development
opportunities with
employees
Invest in manager
development
Your action plan: managers and L&D
+ Understand what development areas your people need help with
+ Build a learning and development curriculum that addresses these areas
+ Work on guided action plans to ensure managers know how to act on employee
feedback
+ Set up both formal and informal opportunities for managers to receive training.
This is especially important for new managers.
Think outside the
box for L&D
opportunities
+ Are there ways your organization can help your employees holistically beyond the
walls of your office?

45.
Q&A