1、115th Annual Pulse of TalentCalibrating culture in the age of agility15th ANNUAL PULSE OF TALENT215th Annual Pulse of TalentMethodologyHanover Research conducted Dayforces 15th Annual Pulse of Talent survey online from September 4 to September 20,2024.The study included 9,489 respondents aged 18+who

2、 work at companies with at least 100 employees across Australia,Canada,Germany,Japan,Malaysia,New Zealand,Singapore,the United Kingdom,and the United States.Our Workplace Culture Index featuring Culture Promoters,Culture Passives,and Culture Detractors was based on segmenting the survey data by resp

3、onses to this question:Thinking only about your employers culture,how likely are you to recommend your current employer to your family and friends as a potential employer?Likelihood to recommend is measured using a 10-point scale,with zero representing“not at all likely to recommend”and 10 represent

4、ing“extremely likely to recommend.”Respondents that rate themselves as nine or 10 on the likelihood scale are Culture Promoters,while respondents that rate themselves as seven or eight on the likelihood scale are Culture Passives.Respondents that rate themselves zero to six on the scale are determin

5、ed to be Culture Detractors.ContentsA note from our leadership 3The current state of culture 4The business impact of culture 10A playbook for building a high-performing culture 13Who we surveyed 16315th Annual Pulse of TalentIts often easier to feel a sense of culture than to measure it.Getting cult

6、ure right is a constant balancing act for many organizations.Efficiency and agility are king,and leaders feel the pressure to quantify the value of every dollar spent.At the same time,people are the lifeblood of organizations,and they need the right conditions to do their best work.Todays leaders ha

7、ve no choice but to find that ideal balance.While the effects of culture may not always show up in a clear path from action to result within an organization,there are plenty of studies that quantify the effects of poor culture and the low engagement it creates on the company bottom line.Businesses w

8、ith successful company cultures are five times more likely to see a significant revenue increase,according to a study from the Arbinger Institute.And this is just one stat from an entire body of research showing the quantifiable impacts of culture on business outcomes.Further complicating things,cul

9、ture is made up of many different parts,ranging from how employees interact,how leaders behave,and even how technology supports or gets in the way of success.With so many potential factors that can contribute to a strong or poor culture,it can be difficult to zero in on what will truly move the need

10、le.Organizations need a direct answer to which specific culture investments can help them attract and retain the best talent,inspire high performance,and increase agility and efficiency across the business.With our 15th Annual Pulse of Talent,we wanted to understand the current state of organization

11、al culture and how perceptions of it might differ among workers,managers,HR leaders,and executives.We also aimed to explore the business impacts of culture and identify the best areas for investment.Here are some of the key insights we uncovered from the responses of 9,489 workers,people managers,HR

12、 leaders,and executives from around the globe:The current state of cultureThe survey findings show that employers might be wasting time and money on uninformed efforts to strengthen culture.While HR leaders and execs widely believe theyre making smart culture investments,those initiatives dont impro

13、ve the metrics that matter.The business impacts of cultureThe word“fluffy”is often tossed around when the conversation turns to company culture.The implication is that culture doesnt really have any meaningful bearing on business outcomes.But this couldnt be farther from the truth.And our data shows

14、 why leaders should feel a sense of urgency in understanding cultures full relevance so they can attract and retain more of the type of employees they want.A playbook for building a highperforming cultureIf what many organizations are doing isnt working,what will?Our findings reveal a strong correla

15、tion between respondents who rate their employers culture highly and the specific investments their employers have made.This report will give readers a data-driven playbook for balancing costs against culture investments that prevent regrettable loss and drive high performance.A note from our leader

16、shipBuilding a strong company culture is necessary for organizations to master todays great balancing act in a business climate that continues to evolve.Let our 15th Annual Pulse of Talent research be your guide in creating a pacesetting,high-performance culture that brings your organization into ba

17、lance.Amy CappellantiWolfChief People Officer,Dayforce1 Creating a High-Performance Culture:The Role of Company Culture in Driving Success,Arbinger Institute,2023People who work in a great culture tend to enjoy what they do.And when employees enjoy their work,they care more.A positive culture minimi

18、zes time lost to internal conflicts,improves customer service,enhances the quality of goods and services,boosts productivity,and increases retentionboth of employees and customers.Retaining skilled employees and loyal customers is far more costeffective than constantly replacing them.Thomas NoorkahD

19、irector of Financial Systems,City of Columbus415th Annual Pulse of TalentThe current state of culture7 in 10respondents said they would or have turned down a job opportunity because of a poor culture fitExecutives are 35%more likely than workers to say their organization actively engages in improvin

20、g company cultureThis years Pulse of Talent reveals a lot about what company culture means to people.For example,nearly seven in 10 respondents said they would or have turned down a job opportunity because the companys culture didnt feel like the right fit,and that increases to 75%for workers under

21、age 34.Nearly half(48%)said they have quit a job because of a bad company culture.But the tactics many companies are using today arent moving the needle on culture for employees.And that means they are wasting time and money with their current efforts.Executives and HR leaders are largely aligned in

22、 believing theyre actively improving company culture,but their investments are viewed differently by those lower in the org chart.While 84%of executives and 81%of HR leaders reported that their company actively engages in improving company culture,only 49%of workers agree.Thats an astounding 35%diff

23、erence between executives and workers.515th Annual Pulse of TalentOne benefit of a strong company culture is that it creates brand ambassadors who help organizations attract great talent and appeal to customers.But our findings again show variances between respondents at different job levels when it

24、 comes to company pride.Sixty-nine percent of executives said they are proud of where they work,compared to 50%of people managers and 42%of workers.Employees arent going to say good things about where they work if they dont feel good about being there.Company values go hand-in-hand with culture,but

25、here too we find an unbalanced dynamic.Seventy-five percent of executives think they walk the walk when it comes to their organizations values,but just over half of managers and 45%of workers agree.We see this skewed experience of culture play out in many aspects of our data,creating an environment

26、that has the potential to stifle business continuity,productivity,and performance.Organizations will need to make smarter culture investments to reduce these threats,as their current actions arent known or appreciated by a lot of workers.And that means theyre not getting a good return on their cultu

27、re investments.Which of the following statements best describe how you feel about where you work?I am proud of where I work 69%62%50%42%I feel neutral about where I work 44%36%26%20%I am not proud of where I work14%11%12%14%Executives HR leaders Managers Workers615th Annual Pulse of TalentTechnology

28、 and AITech is often a go-to solution in todays world of work.Have a problem?Technology can probably solve it even improving a weak culture.The transformative power of technology to drive agility,efficiency,and innovation relies on access.In our data,there is a clear technology deficit as you move d

29、own through the ranks.Seventy-seven percent of executives and 71%of HR leaders agreed they have the technology they need to be efficient in their job,but this decreases to 61%among managers and 56%for workers.Innovation is a cornerstone of culture,but it cant be fully realized without equitable acce

30、ss to and awareness of technologies that can help improve workplace efficiency and experiences.With AI too,there is a sizable difference between how the most and least senior people in an organization view this sometimes-polarizing technology and its impact on culture.Among Executives are2.3xmore li

31、kely than employees to say AI will positively impact company cultureexecutives,72%said AI will positively impact culture,but only 31%of workers said the same.This could be because the two groups current views on AI differ significantly executives are 44%more likely than workers to say AI is used res

32、ponsibly in their company,48%more likely to say they have a clear understanding of how AI is used or will be used,and 48%more likely to say AI is used at their company to support better decision making.These findings show a clear need for AI education and transparency to increase the likelihood that

33、 workers will become more familiar and comfortable with these technologies.Only then can AI help support a stronger culture.715th Annual Pulse of TalentWellbeingIn our annual Pulse of Talent survey,levels of burnout have hovered around 80%for years now.With 78%of respondents saying they have experie

34、nced symptoms of burnout in the past year,this year is no exception.And employee benefits are another area where culture investments could be going to waste.When asked to rate how well their employer-provided benefits meet their needs,we see again that executives and HR are closely aligned while man

35、agers and workers lag behind.HR leaders can help resolve this by ensuring everyone in the organization fully understands the breadth of benefits offered.They can also advocate for technology that offers data-driven insights to help them make smarter plan design choices that balance costs with employ

36、ee preferences.Flexibility is another source of well-being in the workplace,and it maintains its popularity.When it comes to what people throughout an organization value most in a job,flexibility/work-life balance is ranked second only to pay.Among our survey respondents,workers value flexibility mo

37、re than managers,HR leaders,and executives.But theyre also 20%more likely than executives and HR leaders to say they dont have the types of flexibility we asked about.The importance of flexibility in well-being and job satisfaction makes it a critical part of company culture.And it presents organiza

38、tions with opportunities for redirecting their efforts to have more impact.How would you rate the benefits offered by your employer in meeting your needs?(Good or very good ratings shown.)What types of flexibility are offered to you by your employer?(Select all that apply.)Executives HR leaders Mana

39、gers WorkersFlexibility in how I work53%53%43%34%Flexibility in when I work 48%49%42%40%Flexibility in where I work 52%46%42%36%Flexibility in who I work with39%37%19%13%My employer doesnt offer these types of flexibility8%8%20%28%72%Executives66%HR leaders49%Managers42%Workersthey have access to an

40、 online learning platform(42%)or self-paced online learning(31%)is lacking.Without adopting modern methods of skill development,organizations will struggle to develop a strong culture that keeps pace with the changing world of work and helps them stay ahead of the competition.Diversity and belonging

41、Diversity has been under fire in recent months as many organizations pull back on these once flourishing corporate initiatives.And we see this reflected in this years Pulse of Talent data.Since we asked in our 2022 survey,levels of diversity have remained flat,with just over half of respondents sayi

42、ng their organization is very or extremely diverse.Perhaps more alarmingly,50%of the executives surveyed this year agreed that“Diversity is becoming less important to my companys leadership.”Learning and developmentFor the flight-risk managers and workers in our survey,not having opportunities for g

43、rowth is one of the top three reasons why they are seeking a new job.Learning and development are at the heart of such opportunities,but there are some familiar sights when looking at this data.For one,technology availability or awareness is more of a barrier for workers when it comes to career oppo

44、rtunities.While 32%of executives said they have access to AI-powered job recommendations,only 4%of workers agreed.And workers were 41%less likely than executives to agree with this statement:“I see a career path at my organization that aligns with my career goals.”To retain top talent,support busine

45、ss continuity,and achieve business growth,employers need to provide growth opportunities for their employees and commit to communicating these initiatives.Taking a closer look at learning,we see a break in the pattern of culture haves and have nots but not in a good way.At all job levels,those sayin

46、g 50%of executives said diversity is becoming less important to company leadershipWorkers were41%less likely to say they see a career path that matches their career goals815th Annual Pulse of Talent915th Annual Pulse of TalentAnd yet,61%of all survey respondents said diversity is very or extremely i

47、mportant to company culture.This will require leaders to reconsider their stance on and investments in diversity to build a high-performing culture.Workers sense of belonging could also be a cause for concern.Employees(55%)were far less likely than executives(78%)to say they could be themselves at w

48、ork all or most of the time.And the number of workers that feel very or extremely connected to their coworkers,employer,executives,their manager,and the organizations mission is all below 40%.Lacking a sense of belonging and connection,workers can become apathetic about their work and employers,whic

49、h has a negative impact on the bottom line.Clearer and more transparent communication from executives and HR leaders could help resolve these challenges.Now that weve looked at the state of organizational culture at a time when employers are carefully balancing employee expectations with budget real

50、ities,lets turn to why it matters so much and why organizations need to act with urgency.Diversity is defined as having a workforce composed of employees with different genders,races,ethnicities,sexual orientations,and backgrounds.How would you rate the level of diversity at your organization?4%Not

51、at all diverse 35%Very diverse20%Extremely diverse30%Moderately diverse11%Slightly diverseHow connected do you feel to each of the following?(Only worker“very connected”or“extremely connected”responses shown.)21%Employer12%Executives25%Manager39%Coworkers26%Organizations missionThe business impact o

52、f cultureIn a time of slashed or stagnant budgets,wasting money on the wrong culture initiatives is harmful enough.But thats just the tip of the iceberg when it comes to cultures impact on the bottom line.Company culture matters a lot and its only becoming more important.Seventy-one percent of CEOs

53、surveyed recently by executive search and advisory firm Heidrick&Struggles highlighted culture as a top factor positively influencing performance up 26%from 2021.And our own research reveals that if employers improved company culture,respondents said they would feel more engaged(51%),experience impr

54、oved mental health(47%),and be motivated to work harder(46%).But we know that not all cultures are created equal.To better understand the differences between strong cultures and weak ones,this years Pulse of Talent included an employee A great organizational culture takes a lot of time to build,but

55、very little time to destroy.When you have it,you see everyone working together toward common objectives.You see cooperation,teamwork,and trust.You are surrounded with positive coworkers who are focused on the task at hand,rather than negative people who drain your energy each day.Productivity is hig

56、h and turnover is low.Don Stewart HRIS Manager,JB Poindexter&Co.2 CEOs are Leading with Culture to Boost Employee Engagement and Bottom Line,Heidrick&Struggles,2023Thinking only about your employers culture,how likely are you to recommend your current employer to your family and friends as a potenti

57、al employer?PromotersPassivesDetractors34%34%31%Net Promoter Score(eNPS)question:Thinking only about your employers culture,how likely are you to recommend your current employer to your family and friends as a potential employer?From this question,we were able to establish a Workplace Culture Index

58、made up of three different groups of people as it relates to culture Culture Promoters,Culture Passives,and Culture Detractors.Within eNPS scoring,Promoters are highly engaged and optimistic while Detractors are disengaged and cynical.We compared the answers to all other survey questions to understa

59、nd the unique differences between Promoters and Detractors when it comes to specific aspects of culture at their organizations.Unsurprisingly,we saw distinct differences between not only the cultures these groups work within,but also how they view themselves in their workplaces and the larger labor

60、market.1015th Annual Pulse of Talent1115th Annual Pulse of TalentThe dangers of DetractorsThese highly disengaged Detractors are a threat to your bottom line.According to Gallup research,employees who are not engaged or are actively disengaged cost the world$8.8 trillion in lost productivity.Despite

61、 their negative feelings,few Detractors plan to leave their current employer.Just over one-in-five are actively looking elsewhere.Their top reason for staying is job security,followed by flexibility and a lack of other jobs available to them and they are seven times more likely than Promoters to say

62、 they dont have other potential job opportunities.If they feel secure where they are and have the flexibility that many workers covet while also seeing nowhere else to go,their current employer is stuck with them.And these disengaged employees could drag down organizational productivity and performa

63、nce and potentially increase pessimism in those around them.Only 22%of Culture Detractors are actively looking for a new jobCulture Detractors snapshot5.8xless likely than Promoters to say they feel connected to their organizations mission5.7xless likely to say they are proud of where they work3.5xl

64、ess likely to say they trust their employer3.1xless likely to say their employer trusts them3 Employee Engagement Strategies:Fixing the Worlds$8.8 Trillion Problem,Gallup,20231215th Annual Pulse of TalentThe benefits of PromotersOn the flip side of that coin are the optimistic,engaged,and forward-th

65、inking Promoters.Its attracting and retaining these types of people that building a strong culture is all about.Instead of settling and staying in a job primarily for job security,Promoters are committed to staying in their current job because their values align well with their organization.This res

66、ponse is followed by seeing opportunities for growth and feeling respected at work.These findings show just how much more complex it is to hold on to Culture Promoters.They give more to their employer in terms of engagement and attitude and they expect more from their employer in return.You cant cou

67、nt on Promoters to feel stuck and stay with you because of it.But employers need real evidence on what investments will attract,retain,and create more Culture Promoters among their ranks.The next section in our report provides exactly that.Culture Promoters snapshot2.2xmore likely than Detractors to

68、 think AI will have a positive impact on company culture1.8xmore likely to say they have indemand skills3.6xmore likely to believe their leaders actions align with company values2.3xmore likely to say they are paid fairly for the work they doOur Pulse of Talent data shows that organizations need to

69、recalibrate their culture initiatives for more impact and build strong cultures to help prevent negative business outcomes.But how exactly is a strong culture built?And what investments are required?The answers to those questions can often be vague and frustrating for leaders.To give them a clear pa

70、th forward,our Workplace Culture Index distills our Pulse of Talent findings so organizations can more easily make the right investments by comparing the interventions Culture Promoters have that Culture Detractors dont.Communication and listeningIn our data related to the state of culture,we saw a

71、vast divide in culture experiences at different levels of an organization.In some cases,these inconsistencies could very well be solved with better employee communication and listening.Employees that feel well-informed about company news and updates are far more likely to be Culture Promoters 66%mor

72、e likely in fact.Theyre also 63%more likely to say they feel very or extremely A playbook for building a highperforming cultureHappy employees produce better work.And isnt that what every organization needs from every employee?I think thats especially true today with so much change in the world of w

73、ork.To be comfortable with change,employees need learning opportunities that make them feel confident in their ability to ride the waves of change.And they need technology to support them.Coming from the payroll side,when payroll becomes routine,people on my team can do interesting and different thi

74、ngs that make them feel excited about their work and thats all thanks to having the right technology.Andrew ShorttManager of Global Payroll,TELUS HealthCulture Promoters are41%more likely than Detractors to say they have a central place to get information about whats happening in the company17%less

75、likely than Detractors to say theyre never surveyed by their employercomfortable sharing their opinions at work,meaning communication is more likely to be a two-way street in organizations with pacesetting cultures.These investments can also better support diversity and belonging,allowing employees

76、to feel more understood by sharing what matters to them and helping employers ensure DEI efforts are known and actioned.1315th Annual Pulse of Talent1415th Annual Pulse of TalentRecruiting and onboardingFirst impressions matter.And the seeds of who will be a Culture Promoter and who will be a Cultur

77、e Detractor are planted in the very first interactions an employee has with your organization.Eighty-six percent of Culture Promoters said the recruiting experience with their current employer made a good first impression more than two times higher than Culture Detractors.The gulf between the two gr

78、oups continues into onboarding.This is a critical time in the employee-employer relationship,and the stakes are higher at a time when organizations are caught in a balancing act between business and employee needs.EfficiencyPart of todays balancing act for employers is finding the middle ground betw

79、een empathy and efficiency.And while it may seem like they have to choose one over the other,the reality is they need to achieve both.Think for a moment about all the routine and mundane tasks employees deal with in an average day at work.Freeing them from even some of Culture Promoters are53%more l

80、ikely to say their employer provided technology to complete selfguided onboarding activities55%more likely to say the onboarding experience helped them get up to speed quickly3.6xmore likely to say the onboarding experience helped them feel connected to company culturethose tasks could increase effi

81、ciency and allow them to spend more time on more valuable tasks,making you both feel like less time is wasted.But our Culture Detractors arent set up for success in this area.Theyre two times less likely to say they have the technology they need to be efficient and lack the specific tools to efficie

82、ntly manage work-related administrative tasks.Culture Promoters are2.4xmore likely to say they have a selfservice HR tool at work32%more likely to say they can manage workrelated tasks via a mobile app1515th Annual Pulse of TalentLearning and developmentTodays world of work makes learning and develo

83、pment essential for employees and employers alike.The skills needed to stay competitive on both an individual and organizational level seem to change by the day.And 66%of respondents said having more learning opportunities at work would make them more loyal.Persistent labor shortages mean employers

84、must look inward and rely heavily on internal mobility.At the same time,workers worried about a recession may stay with their current employer,but that doesnt mean they want to stay in the same role.And this is particularly true for Culture Promoters,as they value growth.BenefitsEmployees cant do th

85、eir best work if their well-being is suffering.Stress related to illnesses,strained finances,or other life events can decrease focus,productivity,and performance.Employee benefits fuel engagement and loyalty and foster a supportive company culture.But choosing the right benefits can be a tremendous

86、challenge for employees and traditional benefits packages often ignore financial wellness.Strategic technology investments are essential for employers aiming to build an organizational culture that drives business performance and Culture Promoters are19%more likely to have access to an online learni

87、ng platform at workNearly 2xmore likely to have selfpaced online learning at work3xmore likely to say they have a defined learning plan that aligns with their career goals4xmore likely to say they have a career path at their current employer that aligns with their goals20%more likely to say they get

88、 AIpowered career recommendationsCulture Promoters are2.5xmore likely to say their employer provides online tools to help with benefits decisions28%more likely to be offered ondemand pay by their employerpositively impacts the bottom line.A strong,tech-enabled culture not only empowers employees to

89、be more productive but also aligns with business goals,leading to greater agility and competitiveness.Ultimately,investing in the right technology strengthens the organizations cultural foundation and attracts more Culture Promoters,delivering measurable results that boost performance and profitabil

90、ity while balancing business needs with employee expectations.1615th Annual Pulse of TalentCountryCanadaUnited StatesSingaporeMalaysiaGermanyUnited KingdomAustraliaNew ZealandJapan9%5%6%11%16%16%15%11%11%Who we surveyedJob levelOrganization size3,500-11,999 employees18%12,000 employees or more16%1,0

91、00-3,499 employees 22%100-999 employees45%Managers28%Workers33%HR leaders13%Executives26%45 to 54|20%55+|17%35 to 44|29%25 to 34|26%18 to 24|8%Age range 2024 DayforceDayforce makes work life better.Everything we do as a global leader in HCM technology is focused on improving work for thousands of cu

92、stomers and millions of employees around the world.Our single,global people platform for HR,payroll,talent,workforce management,and benefits equips Dayforce customers to unlock their full workforce potential and operate with confidence.To learn how Dayforce helps create quantifiable value for organizations of all sizes and industries,visit