This document summarizes key trends in employee experience from a 2020 global study. The top 3 trends are: 1) Feedback matters - having feedback programs boosts engagement; 2) Change is constant - listening during times of change is important; 3) Managers and learning & development matter - investing in managers and L&D improves engagement and retention. Examples are given showing the impact of acting on feedback, empowering employees during change, and providing learning opportunities. Overall it stresses the importance of listening to employees, acting on insights, and supporting managers and professional growth to drive engagement.

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

43. 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)

44. 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

45. 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?

46. Q&A