《Qualtrics：2024年員工體驗趨勢報告（英文版）（83頁）.pdf》由會員分享，可在線閱讀，更多相關《Qualtrics：2024年員工體驗趨勢報告（英文版）（83頁）.pdf（83頁珍藏版）》請在三個皮匠報告上搜索。

1、Employee Experience Trends2IntroductionWhat do your employees expect in 2024?In short:balance.Were operating in a world of paradoxes from artificial intelligence(AI)to hybrid work and employees expect organizations to find balance amongst competing priorities.When we asked nearly 37,000 global emplo

2、yees about their preferences in the year ahead,they told us they expect their organizations to introduce new technology,but they also want to use said tech for good.They expect AI tools to optimize their productivity and allow them to focus on work they feel energized by,and to delegate tasks of the

3、ir choosing to machines that can handle them more efficiently.Employees also expect leaders to introduce policies and processes that empower them to work from home and the office,focus on outcomes(not hours),and build meaningful relationships with their colleagues and teams.And employees expect to b

4、e heard.Some are even very willing to open up all means like their work email and Slack messages to finally be heard.But,with the expectation that leaders will take action,tell them about it,and make changes for the greater good of the organization,yes but also to benefit people first,and foremost.W

5、e see paradox in action in our employee experience key performance indicators(EX KPIs),as well.This years KPIs demonstrate stability on the surface,but diving deeper,we see underlying priorities whats really driving experiences at work are changing for employees.For example,in 2023,engagement was co

6、mpletely dominated by customer-focused themes,such as employees feeling empowered to develop new and better ways of serving their customers.In 2024,the driving forces behind engagement will look a bit different:meeting career goals,as well as learning and developing,will rise in importance illuminat

7、ing the need for organizations to address employees ongoing desire for growth.Meanwhile,the factors driving employee well-being have completely changed from a year ago.In 2023,enablement and empowerment through efficient work processes were make-or-break for employee well-being.This year,employees w

8、ant their jobs to make good use of their skills and abilities;to feel respected at work;to feel safe at work;and to work with integrity in that order.32021202220232024THE STABILIZATION OF EMPLOYEE EXPERIENCEENGAGEMENTINTENT TO STAYEXPERIENCE EXCEEDSEXPECTATIONSINCLUSIONWELL-BEING34%39%38%65%64%65%66

9、%67%68%70%66%32%71%74%72%73%72%72%71%72%4At every stage of the employee journey,HR leaders can use Experience Management(XM)practices to equip business leaders with the people data and insights they need to make smart decisions;work cross-functionally to connect that data to specific outcomes;and in

10、fluence organizational strategy to impact both top-and bottom-line results.The HR function no longer just the glue between employees and the organization is a critical growth driver;one thats as invaluable to the bottom line as marketing,sales,or R&D.Working together,HR and business leaders can bett

11、er understand what employees expect from their organization and what drives them.And in turn,guide employees towards the business outcomes the organization is striving for.And beyond that:towards a workforce that is happy,healthy,engaged,and productive one that intends to stay with your organization

12、,advocates for your values,and creates memorable experiences for your customers.2024 EX TRENDS REPORTINTRODUCTION CONTINUED5Meet the expertsDr.Antonio Pangallo,PhDPrincipal XM ScientistPRINCIPAL RESEARCHERDr.Cecelia Herbert,PsyD,XMPPrincipal Catalyst,XM InstituteDr.Benjamin Granger,PhD,XMPHead of EX

13、 Advisory Services,Chief Workplace PsychologistMatthew EvansHead of EX Product Science Sarah Marrs,MScDirector of EX Strategy ExecutionGLOBAL EDITORIAL BOARDHaley RushingEX Solution ProducerAlex Mendoza,MSXM ScientistJared Shorts,MASenior XM ConsultantBanide Ouch,MSXM ScientistRESEARCH TEAM6Contents

14、71321273541475272812024 trends overviewTrend 1/Employees would rather AI assist them than manage themTrend 2/Frontline employees are the most unhappy,poorly supported,and least trustingTrend 3/The new-job honeymoon phase has vanishedTrend 4/Employees open up work emails and chats to be fully heard,b

15、ut are more ambivalent about social mediaTrend 5/Some time in the office is better than none unless its 5 daysLessons for leaders/CEOs,CHROs,HR Leaders,and Frontline ManagersRegional reportsEX predictions from the expertsMethodology2024 TRENDS OVERVIEWTake a look at 2024s top employee experience tre

16、nds and the data that supports them17Reminder to takethe Q3 EmployeeExperience Pulse8TREND 1Employees would rather AI assist them than manage themof engaged employees said theyre comfortable with AI at work,versus 30%of disengaged employees of the C-suite report being comfortable with AI,versus 46%o

17、f managersWriting the task employees are most comfortable(61%)getting AI support from%659the difference in how fairly frontline workers believe they are paid versus non-frontline workersthe difference in how much frontline workers reported trusting in leadership versus non-frontline workersthe diffe

18、rence in how satisfied frontline workers are with work processes versus non-frontline workers TREND 2Frontline employees are the most unhappy,poorly supported,and least trusting-10POINTS-14POINTS-9POINTS10the tenure of employees with the lowest levels of engagement,intent to stay,well-being,and incl

19、usion-27 points the difference in intent to stay between new employees and everyone else(yes,your new hires are looking to leave)+-9 points the importance level HR leaders place on onboarding versus talent attraction and hiring,according to our 2023 State of HR Report TREND 3The new-job honeymoon ph

20、ase has vanished MONTHS11TREND 4Employees open up work emails and chats to be fully heard,but are more ambivalent about social mediaEmail the data engaged employees say theyre most comfortable(70%)with their organization using to improve employee experiences+Social the data employees least(41%)want

21、their organization to listen to+-40 points the difference between how well individual contributors(43%)and the C-suite(83%)see action being taken on feedback 70%41%SOCIALEMAIL1279%of employees felt included the highest rated KPI when working 1-3 days from home(higher than well-being,engagement,and i

22、ntent to stay)+5 the amount of days working from the office that has the(drastically)worst employee experience TREND 5Some time in the office is better than none unless its 5 daysthe difference in engagement reported by employees working 1-3 days from home(76%)versus those working zero days from hom

23、e(60%)POINTSTREND 1Employees would rather AI assist them than manage themWhen it comes to AI(i.e.,using machines to do tasks that normally require human intelligence),theres a clear divide.That is,those who feel trust at work such as trust in their managers,or trust in fair processes and those who d

24、o not.14Percentage of employees who reported being comfortable with AI:Our research found that the more engaged you are,the more open you are to using AI at work.Likewise,the more senior employees are,the more willing they are to accept AI.Our research shows 65%of the C-suite said they were open to

25、using AI versus 46%of managers.“Generally,the more positive you feel about your organization the more trust you have in it and the more senior your role,the more likely you are to believe that your organization will use AI for your benefit,”said Sarah Marrs,MSc,Director of EX Strategy Execution.“You

26、 also trust that AI will make you more productive and efficient at your job.”On the other hand,if theyre disengaged,distrust their organization,or feel(or have been told)their job is replaceable,theyre more likely to have a negative perception of AI.This lends to what many employees believe is the u

27、ltimate negative impact of AI:replacing jobs entirely.In a separate Qualtrics study,more than two-thirds of employees(68%)said they believed that some jobs are at risk because of AI;23%believed their own jobs are at risk.“Engaged employees who have a positive experience will see AI as enhancing that

28、 experience,but those who feel a lack of trust will see it as increasing the poor behavior and decisions they believe they have seen,”added Marrs.The more positive you feel about your organization,the more likely you are to believe that it will use AI for your benefit.SARAH MARRS,MSCDIRECTOR OF EX S

29、TRATEGY EXECUTIONTREND 1ENGAGED EMPLOYEESDISENGAGED EMPLOYEES53%30%15TREND 1We are using AI in our upcoming projects for better efficiency and time management.SURVEY RESPONDENTAGE 18-24,HIGHER EDUCATIONINDIA1661%WRITING51%PERSONALASSISTANT37%PERFORMANCEAPPRAISAL29%JOB INTERVIEW46%INTERNALWORKPLACEQU

30、ERIESUse AI to help employees do their jobs effectively,but on their terms Our research also found that employees are more open to the types of AI that they can control and direct,but are less accepting when theyre being evaluated or have higher impact on their career and livelihood.“As social creat

31、ures,the vast majority of human decision making is done in a social context.And social decisions carry a heavy emotional component,”said Dr.Benjamin Granger,PhD,XMP,Head of EX Advisory Services,Chief Workplace Psychologist.“So for more personal and social decisions such as with a job interview its q

32、uite natural for employees to be more hesitant about the involvement of technology that is non-human and non-emotional.”TREND 1PERCENTAGE OF EMPLOYEES WHO AGREE OR STRONGLY AGREE THEY WOULD WANT AI TO PERFORM A GIVEN TASK17This is particularly true in North America,as well as in Europe,the Middle Ea

33、st,and Africa where employees expressed more cautiousness using AI technology than the global average.TREND 1WHERE ARE EMPLOYEES MOST OPEN TO AI TECHNOLOGY?To reap the benefits of AI-driven technologies,such as enhanced efficiency and accuracy or improved decision-making,companies will have to learn

34、 to use the data and tools in a responsible and ethical manner and to not depend excessively on this technology.VANESSA KOWOLLIK/EX XM SCIENTISTGLOBALAVERAGENORTHAMERICAEUROPE,THE MIDDLE EAST,AND AFRICAASIA-PACIFICAND JAPANLATINAMERICA38%36%42%46%48%18Theres one exception to this sentiment:Employees

35、 with disabilities and those who identify as transgender or non-binary report being more willing to use AI for typically human-centered activities,such as performance appraisals and job interviews likely based on the perception that AI is less biased than humans.Herein lies an opportunity for organi

36、zations to anchor around social justice principles and lean into and communicate to employees the inclusive nature of using AI.Employees with a physical or mental disability reported greater comfort(+8 points)than the global average when it came to being interviewed for new job or promotions by AI T

37、REND 1VS 29%19TREND 1While the world of AI-driven systems may unsettle some employees,if companies prove they are driving organizational improvements based on their usage,the organization can build trust.By emphasizing transparency,explainability,and communicating action,organizations will mitigate

38、the risk of coming across as Big Brother and can even see improved relationships between employees and leadership.MATTHEW EVANS HEAD OF EMPLOYEE EXPERIENCE PRODUCT SCIENCE 20Empower your EX program with AIWhether its enabling your frontline managers to more deeply understand their team and how they

39、feel in real time,delivering personalized insights and recommendations that managers can use to close team experience gaps,or empowering senior leaders to address attrition risk before it accelerates,AI isnt just an essential tool it helps enhance every employee experience you deliver.At the heart o

40、f all of this is a desire to make work more human,and with our AI-powered XM/os2,you can.From analyzing experience data in seconds to understanding employee sentiment,to knowing what actions will have the greatest impact on business outcomes,it empowers HR leaders and managers to deliver a culture t

41、hat benefits both people and profitability.LEARN MORETREND 1TREND 2Frontline employees are the most unhappy,poorly supported,and least trustingThose caring for your customers?Theyre crying out for help.And if theyre struggling,so is your organization.According to our research,frontline workers that

42、is,employees who work directly with customers,constituents,patients,or students are in the midst of a trifecta of workplace woes.22TREND 2FRONTLINE EMPLOYEE WOE#1No matter how good a service our organization provides to the public,if it is not fair to the employee,the organization still has a defici

43、ency.”SURVEY RESPONDENTAGE 35-44,EDUCATIONPHILIPPINESTheyre not getting their basic needs met from their organizations“These are often challenging,on-your-feet-all-day jobs,”said Evans.“And yet,were seeing the biggest gaps here in recognition,low satisfaction with financial rewards,and a lack of gro

44、wth and development opportunities offered by the organization.Frontline workers simply do not feel appreciated.”ARE HAPPY WITH THEIR PAY AND BENEFITS ARE SATISFIED WITH THEIR CAREER DEVELOPMENTFEEL SUFFICIENTLY RECOGNIZED-14 POINTSNON-FRONTLINE EMPLOYEES-9 POINTSNON-FRONTLINE EMPLOYEES-9 POINTSNON-F

45、RONTLINE EMPLOYEES%50%60%6123TREND 2They lack the support they need to do a great job and a voice to drive improvements“The most common gap I see in survey follow-up is not in inaction,but in a lack of communication,”said Evans.“Leaders must be intentional about communicating to frontline workers so

46、 they know their voices have been heard.”“If these issues go unchecked,and you have no idea its going on,it could turn into a burnout problem,a turnover problem,and customer experience problem,”added Dr.Granger.DISCUSSED OR SAW POSITIVE CHANGES FROM SURVEY RESULTSFEEL PREPARED TO ADAPT TO CHANGES AT

47、 WORKARE SATISFIED WITH WORK PROCESSES-13 POINTSNON-FRONTLINE EMPLOYEES-9 POINTSNON-FRONTLINE EMPLOYEES-9 POINTSNON-FRONTLINE EMPLOYEESFRONTLINE EMPLOYEE WOE#249%61%62%24TRUSTLEADERSHIPTREND 2Theyre less trusting of leadership,and dont feel empowered to speak their mind“Your employees know what they

48、 need to serve your customers.Ask them what the barriers are,”said Marrs.“Likewise,zoom in on customer pain points to understand whats happening with your employees.”This is a call to action for leaders:Pay attention to your frontline employees.Talk to them.Ask what they need.They are closest to you

49、r customers and products.Seek to understand their lived experiences and ideas for innovation to tap into their powerful insights.And dont just follow through on those insights,tell your people about the changes youve made because of them.53%feel able to challenge the traditional way of doing things

50、to reach a better outcome for their customers,clients,or patients (-9 points non-frontline employees)+58%feel psychologically safe at work(-9 points non-frontline employees)-10 points non-frontline employeesFRONTLINE EMPLOYEE WOE#325TREND 2Some of the most important drivers of EX for frontline worke

51、rs such as having the tools and resources to do the job and feeling psychologically safe might seem small,but its oftentimes the non-obvious aspects that drive customer experience metrics.DR.BENJAMIN GRANGER,PHD,XMPHEAD OF EX ADVISORY SERVICESCHIEF WORKPLACE PSYCHOLOGIST26CrossXMTuning into the need

52、s of your frontline employees presents a unique opportunity:understanding the needs of your customers,too.Because your customer experience will never exceed your employee experience.And the more CX and EX leaders talk to one another,the more organizations can understand the specifics as to why and d

53、rive positive change.From employees to customers to brand,CrossXM brings together data from every experience to find connections between your programs,and show you which levers to pull that will keep your customers happy and your people engaged.LEARN MORETREND 2TREND 3The new-job honeymoon phase has

54、 vanishedLast in,first out?Its becoming more common.28TREND 3According to our research,employees with less than six months of tenure have the lowest intent to stay(three years or more)at their organization:just 38%versus 65%overall a 27-point difference and three points lower than last year.More tha

55、n a third(39%)of employees indicated they would leave their employer within the next 12 months,a six-point increase from last year,and the largest change in intent to stay compared to last year.In fact,new hires report worse KPI scores than tenured employees across the board.In years past,employees

56、would remain at an elevated level of engagement for at least a year in a new job.So,whats ruining the romance?Its a multi-pronged issue.Management should more openly talk to new employees,especially with employees who have disabilities like me.”SURVEY RESPONDENT/AUSTRALIAAGE 45-54 PHARMACEUTICALS/BI

57、OTECHNOLOGY/LIFE SCIENCESENGAGEMENTWELLBEINGINCLUSIONINTENT TO STAY68%65%6 MONTHSALL OTHERS72%66%6 MONTHSALL OTHERS73%66%6 MONTHSALL OTHERS65%38%6 MONTHSALL OTHERS29TREND 3Onboarding needs to be reprioritized and rebuilt1_Rewind to just a few years ago,and many organizations were hiring in high volu

58、mes.And as such,were hyper-focused on the candidate experience.Now,fewer hires are being made across many industries,and organizations are focusing resources elsewhere.Our new world of hybrid work plays a role,too.“Organizations need to take a closer look at their post-COVID candidate and onboarding

59、 experience,”said Marrs.“Think through:How are remote hires being welcomed and enabled to build relationships?Have our leaders been taught the necessary skills to onboard new employees that may not be in the same location as them?How often are we checking in with new hires to see if theyre feeling i

60、ncluded and like they belong?Then create new policy and structure to support a better experience.”An effective onboarding program ensures that new employees are set up for success to deliver value to the organization.However,employees with less than six months of tenure are often excluded from annua

61、l engagement surveys underlining the importance of the onboarding process having its own listening program.30TREND 3PERCENTAGE OF CHROS FOCUSBut theres a persistent disconnect:According to our 2023 State of HR Report,focus for CHROs on onboarding was nine points below talent attraction and hiring.VI

62、EW THE 2023 STATE OF HR REPORT50%TALENTATTRACTION&HIRING41%ONBOARDING31TREND 3Employers must align new employee experiences with expectationsTo close this experience gap,organizations must align(and perhaps redesign)their new employee experience programs to ensure they meet the expectations of incom

63、ing talent.Collectively,these pivotal experiences represent the first impression employees form of the organization and what its like to work there.That includes the social aspects of the onboarding experience whether employees are working in the office,remotely,or a mix of the two.Socializing helps

64、 new starters acclimate and ramp up effectively,make connections,and learn how to navigate new cultural norms.Theres financial benefit to retaining new talent,too.Losing a new hire is,frankly,expensive more so than losing a tenured employee because you havent recouped the value of the hire.Then,add

65、to that the cost of recruiting and hiring yet another new employee,and your department budget is dwindling.Instead,focus on getting the new employee experience right so you can retain the talent you worked hard to attract.The new hire experience is a critical journey within the broader employee jour

66、ney one that sets the path of success for employees.Organizations must take stock of the important moments in the onboarding journey,finding ways to measure and improve them.Its no longer just about ticking the boxes on an onboarding checklist.The social aspects need to be operationalized,too.DR.CEC

67、ELIA HERBERT,PSYD,XMPXM INSTITUTE/PRINCIPAL CATALYST2_32TREND 3What organizations are getting right and wrong in the eyes of new employeesEmployees need growth from day oneAnother underlying issue is new employee sentiment towards growth and development at their organization.Year over year,growth an

68、d development remains one of the most important areas for employees,but currently ranks near the bottom(#20 out of 25 themes)in terms of how well organizations are acting on this desire.HIGHEST RANKED ITEMSLOWEST RANKED ITEMS+Growth&Development+Innovation+Psychological Safety+Survey Follow-up+Pay&Be

69、nefits3_+Physical Safety+Resources+Respect+Training+Performance&Accountability33TREND 3Growth and development is the challenge to solve with so many organizations working to reskill their workforces.These opportunities,whether its formal development programs or in-the-moment feedback,are the career

70、success currency all but especially new employees crave.Going forward,organizations need to be more intentional about helping new employees build connections,as well providing clear pathways for growth and development.Getting the new employee experience right is key to organizational and employee su

71、ccess into the future thoughtfully redesigning the onboarding process could very well be a powerful strategic lever that delivers sustained competitive advantages.While growth and development is a top driver of EX outcomes like engagement,intent to stay,and(avoiding)burnout,employee sentiment tells

72、us growth and development opportunities for new hires are scarce to nonexistent.DR.ANTONIO PANGALLO,PHDPRINCIPAL XM SCIENTIST34People LifecycleUnderstanding the moments that matter in the new employee experience will help your organization meet employee expectations,leading to higher engagement and

73、greater intent to stay.With People Lifecycle,connect silos by consolidating all your feedback,automatically identify trends and risks amongst employee segments(e.g.,your new employees)at scale,and take action to improve experiences for every employee.LEARN MORETREND 3TREND 4Employees open up work em

74、ails and chats to fully be heard,but are more ambivalent about social media Surprise:Your employees want you to listen to them.And we dont just mean via surveys.36TREND 4 For decades,HR teams have relied on active listening,like surveys,and while the technology now exists to listen to every source(s

75、omething known as passive listening),many HR leaders have been hesitant because of the potential reaction from employees.The good news:Our research shows employees are very willing indeed,more willing than you might expect to open up their private work communication channels(such as email,Slack,and

76、so on)if it means helping shape a better employee experience.We also found that there is a clear link between engagement(similar to our research findings related to AI)and openness to the myriad ways their organizations might collect data via private work communications versus those who said they ar

77、e neutral or disengaged at work.HOW OPEN EMPLOYEES ARE TO THEIR ORGANIZATION USING THE FOLLOWING DATA20%40%60%80%100%NON-ANONYMOUSSOCIAL MEDIA POSTSANONYMOUS SOCIALMEDIA POSTSDIGITAL WORKSPACESGROUP MESSAGESDIRECT MESSAGESVIRTUAL MEETINGTRANSCRIPTSWORK SYSTEM ANDPROCESSESSURVEY OPEN-TEXTRESPONSESWOR

78、K EMAILENGAGEDNEUTRAL/DISENGAGED26%53%28%51%40%64%45%72%45%74%44%76%47%75%56%80%37TREND 4This is reflected in employee sentiment around the globe,where most regions score near the global average(56%)for openness to passive listening.Thats more good news as organizations continue to supplement their

79、employee listening programs with passive listening.By leveraging a wide breadth of employee data,organizations can unearth valuable insights from feedback that already exists,and gain a deeper understanding of whats positively and negatively impacting employees lives.“If youre just looking at survey

80、s,youre leaving a lot of insights on the table,”advised Evans.“Plus,your employees are ready to be heard beyond surveys.They want a better experience providing feedback.Start with a clear vision of what you want to get out of your listening program and think through how youll use different types of

81、data to complement each other.”Stop implementing so many changes.See the forest,not the trees.”SURVEY RESPONDENTAGE 45-54 RETAILUKWHERE ARE EMPLOYEES MOST OPEN TO PASSIVE LISTENING?WHAT EMPLOYEES ARE SAYINGGLOBALAVERAGENORTHAMERICAEUROPE,THE MIDDLE EAST,AND AFRICAASIA-PACIFICAND JAPANLATINAMERICA54%

82、57%56%57%59%38TREND 4But some of us would prefer you keep your hands off our socials.”-Your employeesEmployees draw a harder line with personal social channels,signaling the separation people want between work and personal life.Only half of engaged employees are comfortable with organizations using

83、data from anonymous social media posts,even fewer are comfortable when the posts are not anonymous.And comfort levels drop even further for neutral or disengaged employees.This rings true in every region around the world.are comfortable with organizations gathering data about them from their persona

84、l social mediaOF ENGAGEDEMPLOYEES39TREND 4“Employees are very clearly saying:Here is our boundary.And organizations have to respect that in order to maintain psychological safety in the workplace,”said Dr.Herbert.“Because if you destroy it,not only will it push employees to use other channels in ord

85、er to maintain their privacy,they might stop sharing their ideas altogether.The value gained from unsolicited insights should not come at the cost of innovation and creativity that rely on employees feeling safe to share their perspectives.”The use of employee data may raise concerns among employees

86、 about transparency,control over their data,and potential misuse.Building trust through clear communication,transparency about data usage,and involving employees in decision-making processes is vital to alleviate these concerns.Employees are very clearly saying:Here is our boundary.And organizations

87、 have to respect that.DR.CECELIA HERBERT,PSYD,XMPXM INSTITUTE/PRINCIPAL CATALYST40Continuous ListeningYou can know exactly what your people need even if they dont tell you directly.By leveraging employee data from various sources,including feedback that already exists,you can gain deeper insights on

88、 the experiences your people are having at work.Continuous Listening gives HR leaders powerful new employee sentiment analysis tools that enable them to listen to what employees are saying,wherever theyre saying it.LEARN MORETREND 4TREND 5Some time in the office is better than none unless its 5 days

89、Nearly four years after the COVID-19 pandemic reshaped the way we work,organizations are still sorting out the best approach to return to office(RTO)policies.42TREND 5Our research shows that employees who work five days in an office or on-site location had the lowest EX metrics across the board.Conv

90、ersely,those who work a hybrid schedule had the highest EX indices overall.This sentiment was consistent across all regions we researched.It seems that as much as they value it,employees dont want to fully immerse themselves in remote work.This could be for a number of reasons:the desire to socializ

91、e with others in person;the desire to draw harder boundaries between work and home;or simply the desire to have a reason to get dressed and get out of the house every day.For new employees especially,a fully remote work arrangement limits their interaction with colleagues and supervisors,and may lea

92、d to a sense of detachment from the team especially if they are rarely(or never)seeing them.This lends to that onboarding and new employee retention problem we mentioned earlier.EX KPI SCORES LOWEST WHEN EMPLOYEES WORK IN THE OFFICE EVERY DAY ENGAGEMENTINCLUSIONWELL-BEINGINTENT TO STAYO DAYS IN THE

93、OFFICE3 DAYS IN THE OFFICE5 DAYS IN THE OFFICE77%71%67%80%75%66%79%73%63%68%65%60%43TREND 5So not only do employees find some time in the same location as their colleagues better than none,time spent together also benefits new employees who want to bond with new colleagues and leaders.On the other h

94、and,some individuals thrive in remote work environments and find that it reduces their stress levels.But even for these employees,a day or two in the office might have positive outcomes:our research shows that employees who work in the office one to three days a week report higher levels of inclusio

95、n and well-being than those who work fully remote.Employees who work in the office 1-3 days a week report higher levels of inclusion and well-being than those who work fully remote44TREND 5Hybrid it is,then.But what would that look like at your organization?“The bottom line is theres no one-size-fit

96、s-all approach to work anymore,”said Dr.Pangallo.“Employers need to be more nuanced and flexible in all senses of the word to how employees work best.”Start by empowering managers and leaders to develop flexible work plans for their teams.Setting minimum expectations,along with the autonomy to make

97、adjustments that work for them,will ensure the best outcomes for both employees and the organization.My organization ensures we have a healthy work-life balance;this does not just include working from home,but also when other issues arise.SURVEY RESPONDENTAGE 45-54ENERGYUS45TREND 5Other data points

98、to consider?Outcomes.“Look at the outcomes of the current work styles in your organization,”said Evans.“Look at the behaviors employees are displaying like collaboration and attrition and compare them to specific outcomes to see whats working and whats not.”Determine what amount of time people need

99、together to drive the outcomes your team needs.Create workplace policies and structure that allow employees to achieve those outcomes.Then,revisit them.Whats working now might change before the end of 2024.The bottom line is theres no one-size-fits-all approach to work anymore.DR.ANTONIO PANGALLO,PH

100、DPRINCIPAL XM SCIENTIST46Employee Pulse SurveysStaying attuned to your employees changing needs takes asking them and acting on their feedback.And making it an iterative process.Because plans might change;processes might only work for some;and what was once a nice to have might become a cant live wi

101、thout.With employee pulse surveys,you get fast,actionable insights and trends on how your people feel and what they value without burning them out in just a few clicks.LEARN MORETREND 5Lessonsfor leadersOur research revealed where both new experience gaps are emerging and old ones persist.Now,lets t

102、alk about some effective ways to close those gaps and move the needle on the EX KPIs that matter most to your organization.Here are some recommendations from our team of experts,broken down by leader type so you can skip right to the insights that matter most to you.48CEOs,a clear set of principles

103、and with them,an effective communication strategy,especially when it comes to AI sets the tone for your organizations ability to adapt to the changes ahead.Focus on the benefits and assess the risks of AIClose the gap on survey follow-up CEOsLESSONS FOR LEADERSRecognize and address employees fears:D

104、edicate time to trialing new AI technology in a safe environment.Be open and transparent about how its used.Include employees in the journey.And demonstrate how the organization will use AI to empower teams,add value,and enable the workforce to focus on more strategic or important initiatives.+Commu

105、nicate changes:According to our research,83%of the C-suite say their company takes action on employee feedback;just 43%of individual contributors agree.Communicate changes and provide context(i.e.,business rationale)consistently and effectively to ensure employees know their voices have been heard.+

106、Be(more)visible+Take the time to understand what your employees are going through:Whether for frontline workers,new employees,or in-office staff,take the time to personally connect with employees especially about the impact of their feedback to make them feel seen,trusting of leadership,and aligned

107、with your culture of listening.49HR executives,in your roles,you guide the vision for what comes next in EX.Now more than ever,your leadership is the driving force behind organizational growth,innovation,and efficiencies.CHROs and HR executivesLESSONS FOR LEADERSConnect EX to organizational growth A

108、lways show ROI alongside employee data:Communicate value and business outcomes by creating and sharing ROI models that show how employee experiences are inextricably linked to the organizations economic and strategic outcomes.At the end of the day,HR executives balance people and profit-and sharing

109、more than employee data turns this into the language of the organization.+Nurture cross-functional collaborationsStrengthen your partnerships,especially with CX and IT.Demonstrate how customer outcomes at your organization connected to employee experience.Bring together data and people from all expe

110、riences to find connections between your programs.Seek out stakeholders across the organization to own and implement changes.+Ready your organization for the next era of EX+Develop the vision for the future state of EX where new types of listening tools and AI complement one another.Then,craft a roa

111、dmap to bring this vision to life.Keep in mind that youll be most effective when your organization is engaged and theres a culture of trust.BONUS:DOWNLOAD THE 2023 STATE OF HR REPORT FOR EVEN MORE ACTIONABLE INSIGHTS50HR leaders,you helm the ship when it comes to new ways of working.In partnership w

112、ith your peers,create and execute new policies and structure to help employees thrive wherever they are working.HR leadersLESSONS FOR LEADERSFocus on growth and developmentConnect employees(but especially new hires)with existing growth and development programs and opportunities.Work to understand an

113、d accommodate the development needs of all employees with employee listening tools.+Provide operating frameworksCreate new structures for hiring,onboarding,training,and more in a hybrid world of work.Model clear competencies;establish strong leveling guidelines;map out what performance at each level

114、 looks like.Then,train business leaders on these new people processes.+Close the gap in the new employee experience+Align your new employee experience programs to ensure they meet the expectations of incoming talent.Help new employees acclimatize and ramp up effectively,make connections,and learn ho

115、w to navigate new cultural norms especially if employees work remotely or a hybrid schedule.CHECK OUT OUR GUIDE:GET THE CANDIDATE EXPERIENCE PLAYBOOK FOR IN-DEPTH GUIDANCE ON THIS TOPIC51As a frontline manager,you know your team and how they work best.That means youre in the best position to support

116、 your people and help them adapt to new tools and ways of working in 2024.Frontline managersLESSONS FOR LEADERSEngage employees in conversations about AI And keep the dialogue open as new developments emerge.You wont have all the answers and thats okay.Our research shows individual contributors,juni

117、or level workers,and new employees are the least comfortable with AI.Start by simply asking people what their concerns are,and talk about potential ways AI can make their jobs easier.+Support employee growth and development Get to know your employees unique skills and abilities.Work with your employ

118、ees to find ways to apply these skills and abilities in their roles.Encourage your team to share ideas on new and better ways of doing things.+Practice two-way communication+Ask employees whats in their way from doing their job and what you can do,as their manager,to help.Enabling employees with pro

119、cesses that help them effectively meet customers needs will help drive engagement especially for your frontline workers.Drive and communicate action based on what your employees are telling you.Help frontline workers understand the changes that have been made based on their feedback.Advocate for you

120、r people:Represent your employees viewpoints in the business by communicating their needs to leadership.Regional reports53Meet the expertsMarcus Wolf,MASenior XM ScientistNorth AmericaDr.Crissa Sumner,PhDHead of Advisory Services,APJAsia-PacificREGIONAL EDITORIAL BOARDLaura Harding,MScSenior EX Prod

121、uct ScientistEurope,Middle East,and AfricaYukiko YoshitaSenior XM ScientistJapan&South KoreaShinya Ishizaki,MScXM ConsultantJapan&South KoreaMikito IchikawaSenior Director,Solution StrategyJapan&South KoreaYesenia Cancel,MScSenior XM ScientistLatin America North AmericaREGIONAL REPORT 55North Americ

122、aCareer growth is back in a big way.According to our research,people in North America are focusing on the career runway they have in their current organizations.Its a top driver for all KPIs in the region this year.Comparatively,it wasnt nearly as present last year.Values are playing a big role for

123、Americans and Canadians in the year ahead,as well.Three of our five KPIs inclusion,intent to stay,and expectations vs.experience are all driven by a belief in an organizations values.Being supported through change drives KPIs like inclusion,expectations vs.experience,and employee well-being.Whats sh

124、aping employee experience in North America in 2024 REGIONAL REPORT Organizations should be cognizant that employees need support through more than just in-house change though that plays a major role for people right now.Employees are seeking support from their organization in navigating changes outs

125、ide of work,too.As such,leaders who support employees by connecting them with career growth and development opportunities,embody the values of the organization(and encourage their teams to do the same),and help employees navigate change will continue to foster workplace environments where employees

126、feel included,have their expectations met,and want to stay.56When it comes to AI i.e.,using machines to do tasks that normally require human intelligence theres a clear divide between employees.In North America,the divide is between individual contributors and their leaders:individual contributors r

127、eport an average of 24%openness to AI at work,while managers report nearly twice that at 41%.And the more senior you are,the more willing you are to use AI tools:top-level executives reported 63%openness a 39-point difference from individual contributors.Overall,employees in the region expressed mor

128、e cautiousness to using AI technology than the global average.Indeed,both the U.S.and Canada are less open than employees globally,but Canada is much lower.Our global research shows employees are very willing to open up their private work communication channels(such as email,Slack,and so on)to serve

129、 the betterment of their employee experience,but are more ambivalent about personal social media.However,our research revealed differences amongst employee groups,both in work level and tenure.When it comes to passive listening,individual contributors reported the lowest levels of trust with being l

130、istened to;leaders were the most open to it.Likewise,those with the least amount of tenure at an organization reported the lowest levels of trust with regards to passive listening.Americans more willing to work with AI than Canadians;both still fall below global average Leaders in North America most

131、 open to passive listening at workNORTH AMERICA57NORTH AMERICAWhen we dive deeper into our country data,we find:FOR MORE REGIONAL INSIGHTS AND AMR METHODOLOGY,VISIT QUALTRICS XM INSTITUTE68%1PT65%1PT38%1PT73%1PT72%1PT42%56%72%1PT62%46%3PT77%4PT73%1PT36%57%73%2PT62%49%4PT78%4PT74%2PT38%58%67%1PT64%2P

132、T34%2PT71%1PT66%4PT30%53%GLOBALNORTH AMERICAUNITED STATESCANADAEMPLOYEEWELL BEINGOPEN TO AITECHNOLOGY AT WORKOPEN TOPASSIVE LISTENINGINCLUSIONEXPERIENCE VSEXPECTATIONSINTENTTO STAYENGAGEMENTYEAR-OVER-YEAR CHANGE FROM 2023Asia-Pacific and JapanREGIONAL REPORT 59Asia-Pacific and JapanWhile the region

133、offers a lot of variance when it comes to EX metrics,there are a few consistencies,too.This year,four out of five EX KPIs ticked down slightly;just one engagement remained consistent.To drive improvements across the APJ region in 2024,organizations should focus on:growth and development(as it contin

134、ues to drive engagement,intent to stay,well-being,and reduced burnout risk);living the Whats shaping employee experience in Asia-Pacific and Japan(APJ)in 2024REGIONAL REPORT values(as it drives inclusion,experience vs.expectations,and intent to stay);and managing change(as it drives inclusion and ex

135、perience vs.expectations).Organizations should also recognize the key role managers will play in workforce well-being in 2024 and take note of the pivot away from systems,processes,and work enablement being the key drivers of well-being as in the past two years.60In Australia and New Zealand(ANZ),mo

136、st EX KPIs went backwards year over year,continuing the gradual decline we have seen in the region since the 2022 peak.The ANZ region is underperforming against 2024 global norms for employee engagement,well-being,inclusion,intent to stay,and overall experience vs expectations.The only EX KPI that s

137、howed positive improvement across the ANZ region is burnout risk.Inclusion is an area of relative strength for ANZ,despite dropping slightly year over year.Intent to stay is the biggest gap and concern versus global results;the region scored 12 points lower than the global average.As a whole,the Sou

138、theast Asia(SEA)region is outperforming global 2024 norms for employee engagement,inclusion,well-being,and intent to stay.However,most EX KPIs fell slightly year over year.There are also significant variations across different countries in the region.Indonesia,Thailand,and the Philippines,for exampl

139、e,tend to be higher performers,while Malaysia and Singapore tend to be lower performers.Australia and New ZealandSoutheast AsiaConsistent with many other countries across the region,most KPIs dipped year over year in Japan namely,employee engagement,intent to stay,inclusion,and well-being.Organizati

140、ons in Japan will also want to focus on work-life balance since our research shows its an increasingly important EX driver in 2024;it drives inclusion,well-being,intent to stay,and(reduced)burnout risk.In contrast to Japan,a number of EX KPIs showed slight,but positive improvements year over year in

141、 South Korea;these include intent to stay,burnout risk,and inclusion.In addition to the above drivers,managing stress will be the key to workforce well-being,reducing burnout risks,and intent to stay for employees in South Korea in 2024.Japan and South KoreaASIA-PACIFIC AND JAPAN61ASIA-PACIFIC AND J

142、APANIndia is outperforming global 2024 norms across the board;only engagement dipped slightly(down one point year over year).Similar to the APJ region as a whole,organizations in India can strengthen their positive gains by focusing on growth and development,living the values,and managing change.Ove

143、rall,Greater China is performing below global 2024 norms for employee engagement,inclusion,well-being,and intent to stay.However,just two EX KPIs dipped year over year within the region:well-being(down one point)and experience vs expectations(down eight points).Similar to the APJ region as a whole,o

144、rganizations in Greater China can improve the employee experience by focusing on growth and development,living the values,and managing change.IndiaGreater China62ASIA-PACIFIC AND JAPANWhen it comes to AI i.e.,using machines to do tasks that normally require human intelligence employees in Asia-Pacif

145、ic and Japan expressed more openness to it than the global average.However,there was a lot of variance between countries.India,for example,expressed the highest level of openness(69%),while Japan(27%)and Australia and New Zealand(30%)reported the lowest.APJ reports higher AI openness than global ave

146、rage,just Japan and ANZ lag behind Our global research shows employees are very willing to open up their private work communication channels(such as email,chats,and so on)to serve the betterment of their employee experience,but are more ambivalent when it comes to personal social media.This is refle

147、cted in employee sentiment around the globe,where most regions scored at or above the global average(56%).Employees in APJ are slightly more open(57%).At the country/region level,India is once again the most open(77%);Japan(43%)and Taiwan(43%)tie for the least.India most open to passive listening;Ja

148、pan and Taiwan(China)the least 63When we dive deeper into our country/region data,we find:ASIA-PACIFIC AND JAPAN68%1PT65%1PT38%1PT73%1PT72%1PT42%56%66%-63%1PT37%1PT69%1PT69%1PT46%57%66%3PT54%4PT36%3PT72%1PT67%3PT31%54%56%61%1PT29%6PT62%65%1PT51%48%89%1PT66%4PT60%3PT88%91%69%77%86%3PT79%5PT35%89%2PT8

149、8%2PT60%75%38%2PT64%1PT24%2PT44%4PT47%4PT27%43%67%13PT57%7PT28%20PT68%13PT68%15PT45%52%65%1PT51%1PT33%1PT71%1PT66%3PT29%51%83%5PT70%49%2PT88%82%2PT53%69%67%56%34%3PT69%69%2PT49%60%53%69%3PT34%54%1PT59%46%44%60%67%23%63%67%52%43%76%6PT76%6PT47%11PT82%5PT75%9PT62%70%73%72%34%72%77%59%56%*NOTE:FIRST YE

150、AR SAMPLING EMPLOYEES FROM THESE COUNTRIESYEAR-OVER-YEAR CHANGE FROM 2023GLOBALAPJAUSTRALIAHONG KONG(CHINA)INDIAINDONESIAJAPANMALAYSIANEW ZEALANDPHILIPPINESSINGAPORESOUTH KOREATAIWAN(CHINA)*THAILANDVIETNAM*EMPLOYEEWELL BEINGOPEN TO AITECHNOLOGY AT WORKOPEN TOPASSIVE LISTENINGINCLUSIONEXPERIENCE VSEX

151、PECTATIONSINTENTTO STAYENGAGEMENTFOR MORE REGIONAL INSIGHTS AND APJ METHODOLOGY,VISIT QUALTRICS XM INSTITUTEEurope,the Middle East,and AfricaREGIONAL REPORT 65Europe,the Middle East,and AfricaDespite continued instability and threat of economic fallout,employee experience metrics in Europe,the Middl

152、e East,and Africa(EMEA)have either remained stable or slightly improved.In times of uncertainty,employees seek support,stability,and leadership to help navigate through.This can foster both stronger connections within organizations and improvements in core performance metrics.Lets take a closer look

153、 at the key themes our research revealed about employee experience in EMEA.Whats shaping employee experience in Europe,the Middle East,and Africa in 2024REGIONAL REPORT 66EUROPE,THE MIDDLE EAST,AND AFRICAIn 2024,our five EX KPIs showed positive gains(or stability),including the regions highest engag

154、ement score in four years.Rewind to just two years ago,and employee engagement looked much different in EMEA.This year,engagement is at 66%up six points from 2022.Intent to stay has increased,as well up two points year over year.With all of the external circumstances of recent years,organizations ha

155、ve continued to place greater emphasis on understanding and improving the employee experience(for example,we have seen an increase in focus on well-being another KPI thats up two points this year).And because of this increased focus,employee experience metrics have either remained stable or improved

156、.EX KPIs improve,including engagement and intent to stay When the macroeconomic environment is unstable,employees seek clarity and control.According to our research,feeling supported to adapt to changes and believing the organization does a good job of helping employees understand how changes will a

157、ffect their work are critical to lowering the risk of burnout,creating a sense of inclusion,and improving intent to stay.Our findings stress the value of transparency and open communication with employees in order to involve them as much as possible in the change process.Our findings also show that

158、during times of change,employees seek to have as much control over their environment as they can.When there is disruption,employees want to be able to challenge traditional ways of doing things and feel empowered to develop new and better ways to serve customers.These results highlight that providin

159、g employees with the freedom to make improvements to the way they do their work drives engagement and inclusion while also lowering the risk of burnout.Managing change and empowering employees are keys to improving EXEarly signs of employee sentiment towards new ways of working(i.e.,passive listenin

160、g and AI technology)show some positivity,but EMEA employees are yet to be convinced.More than a third(38%)of EMEA employees are open to AI-driven functionality supporting them at work.Results show greater openness for tasks such as writing(57%),but less willingness when it comes to being interviewed

161、(27%)sentiment we also see on the global level.These results highlight the importance of putting data management practices and ethics at the center of any AI program in EMEA.Employees in EMEA are generally more open to passive listening(54%).In the region,employees openness to passive listening is s

162、ignificantly influenced by their judgment of how well their organization has taken action on previous survey results highlighting that openness is dependent on whether they believe good will come from the program or not.Advances in employee listening and AI gaining traction67When we dive deeper into

163、 our country data,we find:EUROPE,THE MIDDLE EAST,AND AFRICA68%1PT65%1PT38%1PT73%1PT72%1PT42%56%66%1PT66%2PT36%73%1PT71%2PT38%54%58%4PT67%2PT29%2PT71%1PT65%6PT33%51%61%69%3PT34%1PT71%1PT66%1PT34%46%62%75%3PT31%4PT66%2PT75%41%60%70%3PT69%2PT42%83%5PT73%2PT26%48%62%68%23%76%73%40%49%79%4PT67%5PT40%6PT7

164、9%1PT75%7PT49%68%69%2PT71%3PT40%1PT73%1PT71%41%49%65%1PT51%1PT32%5PT71%2PT72%4PT28%46%61%1PT59%1PT36%2PT71%2PT69%33%48%74%75%40%74%80%62%67%83%66%55%83%84%60%71%1PT2PT2PT2PT2PT65%3PT57%3PT35%3PT72%5PT66%3PT31%56%*NOTE:FIRST YEAR SAMPLING EMPLOYEES FROM THESE COUNTRIESYEAR-OVER-YEAR CHANGE FROM 2023G

165、LOBALEMEAFRANCEGERMANYITALYNETHERLANDSPOLAND*SOUTH AFRICASPAINSWEDENSWITZERLANDTURKEY*UAEUKEMPLOYEEWELL BEINGOPEN TO AITECHNOLOGY AT WORKOPEN TOPASSIVE LISTENINGINCLUSIONEXPERIENCE VSEXPECTATIONSINTENTTO STAYENGAGEMENTFOR MORE REGIONAL INSIGHTS AND EMEA METHODOLOGY,VISIT QUALTRICS XM INSTITUTELatin

166、AmericaREGIONAL REPORT 69Latin AmericaIn short,employees in Latin America(LATAM)are saying:“Help us help you.”And that means supporting employees career growth so they can better serve their customers.According to our research,people in LATAM reported that being able to meet career goals at their or

167、ganization is a top-three driver for multiple KPIs(engagement,intent to stay,well-being,and burnout risk).Employees also want to be recognized for their contributions,yet recognition is an area where every country in the region Whats shaping employee experience in Latin America in 2024REGIONAL REPOR

168、T struggles.Brazil,the top scoring country in this area in 2023 dropped seven points this year;despite the drop,it remains the top country for recognition.Meanwhile,Mexico gained two points year over year the only country in the region to do so.Another year-over-year change?In 2023,overall compensat

169、ion was the key driver of experience vs.expectations.This year,while its still important to ensure employees have benefits(and their basic needs met),employees are signaling that its also important to not only help them understand organizational changes,but to allow them to contribute to those chang

170、es,too.70LATIN AMERICAThis year,all five EX KPIs dipped in the region.Engagement(76%)is the lowest its been since the pandemic,but still fares eight points higher than the global average.There are a few factors at play here.Chile,debuting in this years report,reported scores lower across all areas c

171、ompared to other countries in this region.In addition,the drivers of engagement(e.g.,growth and development)are scoring lower this year compared to last year,especially for Argentina.This is a persistent issue in the region:in 2023,growth and development was identified as a top-five driver of multip

172、le KPIs.Yet,our latest research shows that organizations have not placed enough importance on it and this could be contributing to KPIs declining.Focusing on what drives employee engagement,including factors like growth and development as well as recognition,will help organizations move the needle o

173、n KPIs in the year ahead.EX KPIs tick down in the region,still exceed global averages When it comes to AI i.e.,using machines to do tasks that normally require human intelligence LATAM employees are more open to using it at work than the global average.In particular,Brazil and Mexico are the most wi

174、lling across the region;Chile is the least open to the use of AI.LATAM employees more open to AI than global average,Chile dips below Our global research shows employees are very willing to open up their private work communication channels(such as email,Slack,and so on)to serve the betterment of the

175、ir employee experience,but they are ambivalent about personal social media.This is reflected in employee sentiment around the globe,where most regions score at or above the global average(56%).Employees in LATAM score slightly above the average(59%).At the country level,Mexico and Brazil are the mos

176、t open to passive listening;Chile is the least.Employees in Mexico and Brazil embrace passive listening71When we dive deeper into our country data,we find:LATIN AMERICA68%1PT65%1PT38%1PT73%1PT72%1PT42%56%76%4PT66%3PT40%4PT78%2PT80%3PT48%59%68%5PT64%4PT31%7PT73%2PT77%3PT46%54%78%3PT72%3PT41%5PT76%3PT

177、78%5PT52%62%67%61%36%71%72%41%50%79%3PT62%40%6PT82%1PT85%2PT47%59%81%68%49%84%85%52%64%2PT2PT4PT1PT1PT*NOTE:FIRST YEAR SAMPLING EMPLOYEES FROM THESE COUNTRIESYEAR-OVER-YEAR CHANGE FROM 2023GLOBALLATAMARGENTINABRAZILCHILE*COLUMBIAMEXICOEMPLOYEEWELL BEINGOPEN TO AITECHNOLOGY AT WORKOPEN TOPASSIVE LIST

178、ENINGINCLUSIONEXPERIENCE VSEXPECTATIONSINTENTTO STAYENGAGEMENTFOR MORE REGIONAL INSIGHTS AND LATAM METHODOLOGY,VISIT QUALTRICS XM INSTITUTE2024 EX predictions from the expertsBeyond the findings of our research,how do HR and people experts see these trends,challenges,changes,and opportunities affect

179、ing organizations in the years to come?We asked them to peer into their crystal balls and cast their predictions for employee experience in 2024.732024 EX PREDICTIONSOrganizations must increasingly think with their hearts,not their mindsOrganizations with a multi-generational workforce will see incr

180、eased demand from internal stakeholders for demonstrable action on areas that align to purpose and values(social issues,the environment,and DEI).This will be particularly pronounced with Gen Z and Millennial employees.External stakeholders(like customers)will also increasingly make buying decisions

181、on whether organizations are responsible corporate citizens on issues like DEI and social impact increasing the opportunity cost of not making DEI progress.FARREN ROPERHEAD OF DIVERSITY,EQUITY AND INCLUSIONQUALTRICS742024 EX PREDICTIONSEmployee experience data is a treasure trove,and AI is the key t

182、o unlocking it Companies will increasingly use AI-driven technologies to analyze employee data coming from a variety of sources including experience data(structured&unstructured),behavioral data,and operational data.VANESSA KOWOLLIKEX XM SCIENTIST,DACHQUALTRICS752024 EX PREDICTIONSUnderstanding what

183、 really matters to your people means going beyond surveysIn an evolving workplace,empathizing with employees and creating personalized experiences have become paramount.Rather than inundating personnel with endless surveys,companies must harness the abundant data points readily available to understa

184、nd employee experiences and their behavior better while respecting their privacy.Think of EX listening as part of the employee experience.LUCAS ENGELSEX STRATEGIST,DACHQUALTRICS762024 EX PREDICTIONSCombining HR and IT will raise the bar for employee experienceThe technology experience is,for many em

185、ployees,inextricably linked to the employee experience.The ease with which work can be done is linked with wellbeing,and influenced by quality of tools and work processes.Thus,both the HR and the IT functions have a significant stake in how work gets done and the impact it has on how people feel abo

186、ut themselves and their companies.MATT EVANSHEAD OF EX PRODUCT SCIENCEQUALTRICS772024 EX PREDICTIONSLeaders must go back to class and acquire new skills if theyre to manage hybrid organizationsSlowly but steadily,companies will invest in and document a new,core set of management skills to manage hyb

187、rid or dispersed employees.This will include:how to onboard new team members into a geographically dispersed team;how to set&measure performance targets in a geographically dispersed team;and how to observe,coach and train team members over Zoom.SARAH MARRSDIRECTOR,EX STRATEGY EXECUTIONQUALTRICS7820

188、24 EX PREDICTIONSTechnology is essential to making business more humanThe usage of intelligent technologies will continue to increase but conversations about the adoption of these technologies arent really about technology at all they are about humans namely our needs,attitudes,and behaviors.Weve al

189、ready seen evidence that one of the chief concerns among employees about AI is work“losing its human element”and as AI and intelligent technologies continue to proliferate in organizations,humans innate needs for affiliation and socialization in the workplace will also increase.BENJAMIN GRANGERHEAD

190、OF EX ADVISORY SERVICESCHIEF WORKPLACE PSYCHOLOGISTQUALTRICS792024 EX PREDICTIONSEnsuring the best employee experiences means cracking down on double standardsEmployees are becoming increasingly more frustrated with double standards for executives in the workplace.Those working in executive position

191、s continue to score significantly higher across all EX metrics.HR leaders who can democratize(and close the gap between employee and executive)the employee experience will be those who will attract and retain the best talent.DR.ANTONIO PANGALLOPRINCIPAL XM SCIENTISTQUALTRICS80Power to your people at

192、 every levelBOOK DEMOMethodologyData collected in July 2023.Our research participants consisted of 36,872 full-time and part-time employees from 32 countries and 28 industries.We sampled employees from organizations employing between 100-50,000 employees.The sample consisted of 50%males,49%females,a

193、nd 1%non binary/transgender/third gender.82CountryArgentinaAustraliaBrazilCanadaChileColombiaFranceGermanyHong KongIndiaIndonesiaItalyJapanMalaysiaMexicoNetherlandsNew ZealandPhilippinesPolandSingaporeSouth AfricaSouth KoreaSpainSwedenSwitzerlandTaiwanThailandTurkeyUAEUKUnited StatesVietnam3%5%3%3%1

194、%3%5%6%3%5%1%3%5%1%3%3%3%1%1%3%1%3%3%3%1%1%3%3%3%6%11%1%RegionEMEAAMERAPJLAC37%13%37%13%Company Size100-500500-9991000-49995000-1000010000-5000050000+35%16%17%10%7%15%GenderMaleFemaleNon binary/transgender/third gender50%49%1%Age18-2425-3435-4445-5455+14%24%23%20%19%EmploymentFull timePart-time84%16

195、%TenureLess than 6 months6 months to less than 1 year1 year to less than 2 years2 years to less than 3 years3 years to less than 5 years5 years to less than 10 years10 years or more6%7%11%12%15%20%29%Work LevelTrainee/InternIndividual contributor(i.e.,you do not have people who report to you)Manager

196、/Leader of Individual Contributors(i.e.,you have people who report to you)Senior Director,Director,Mid-management(e.g.,leads a region,function,department)Top level leadership(VP,C-suite etc.)4%47%22%20%7%DisabilityYes,I have a physical disability,or have a history/record of having oneYes,I have a me

197、ntal disability or neurodiversity,or have a history/record of having oneYes,I have both a mental and physical disability,or have a history/record of having themNo,I do not have a disability,or a history/record of having oneI prefer not to answer5%4%2%87%2%83FunctionAdmin supportCEO/Exec/PresidentCom

198、munity/Social ServiceConstructionCustomer SupportData Science,Big Data,Database ManagementEducation/TrainingEngineering(includes architect)Ethics,Compliance,Corporate Social ResponsibilityFacilities/Office ManagementFinance/AccountingFood and Beverage ServiceHRIT(Help Desk,Organizational Support)IT(

199、Technology Development)LegalMarketing/PRPatient CareProcurement/PurchasingResearch&Development(hard and soft sciences)Sales/Business DevelopmentSupply Chain/LogisticsTransportation10%6%2%4%11%2%8%5%1%3%7%3%4%3%8%1%2%5%2%2%6%3%2%IndustryAirlinesAutomobiles&ComponentsCapital Goods(Tangibles produced a

200、nd distributed used for the production of other products:Aerospace&Defense,Building Products,Electrical Equipment,Industrial Conglomerates,Machinery)Construction&EngineeringConsumer Durables and Apparel(electronics,furnishings,appliances,apparel)Consumer Staples/FMCG(food,beverage,tobacco,household,

201、and personal products;includes drug and food retail)EducationEnergy(Oil/Gas/Coal Equipment,Drilling,Extraction,Production,Exploration,Refining.etc.)Financial ServicesGovernment/Public SectorHealthcareHotels&LeisureInformation Technology:Software&ServicesInformation Technology:Hardware&EquipmentInfor

202、mation Technology:All OtherMedia&Entertainment(advertising,broadcasting,cable/satellite,publishing,cinema,entertainment,interactive media)Metals,Minerals,MiningNon-profitPharmaceuticals,Biotechnology&Life SciencesReal EstateRestaurantsRetailServices:Commercial Services&Supplies(B2B:office,facility,security)Services:Consumer Services(B2C:personal,home,legal services)Services:Professional Services(B2B:consulting,HR/employment,research)TelecommunicationsTransportationUtilities(Electric,Gas,Water,Renewable.etc.)1%3%3%8%3%5%9%1%6%7%10%2%7%2%2%1%1%2%3%1%2%7%2%1%3%2%5%1%