7 in 10 firms can’t draw up clear employee experience strategy

Photo by Mimi Thian

As many as 79% of organisations believe that a positive employee experience has business impact, but only 28% feel equipped to deliver a clear strategy, according to new Kincentric study.

These are part of the findings of the Kincentric’s 2019 Global Employee eXperience (eX) Report, which is based on responses from over 1,300 HR professionals across 43 countries.

Findings suggest that as interest outpaces readiness, we can expect more and more companies will be getting serious about investing time and energy to improve their employee experience.

More than 90% of organisations say it’s important, and just under half (44%) of respondents are currently working on improving the experience across key stages in the employee lifecycle, but they will need to close gaps in strategy, measurement and delivery to realise the experience they want to create.

Meanwhile, the extraordinary organisations (28%) that lead by example are taking an agile approach to strategy, measurement and delivery of the employee experience, to design one that aligns to their business needs.

Findings on these extraordinary organisations revealed that as many as 84% have identified the employee segments and experiences that matter most to their business strategy.

Over two thirds (67%) clarify their hypotheses, decision and actions before jumping into measurement.

The key to success is to develop an experience strategy that focuses on business, behaviours and change readiness.

Nearly three quarters (74%) are clear on the HR governance, roles and decisions to support the organisation in delivering the desired experience.

“Employee experience is all about how culture and engagement come to life in moments that matter to both the organisation and employees — the ups, downs and transitions, and how these moments inspire, improve and connect,” said Ken Oehler, senior partner and leader of Kincentric’s Global Culture and Engagement Practice.

“Getting too many of these moments wrong destroys value through loss of productivity, turnover and poor customer delivery,” Oehler said. “Getting many of these moments right ignites change and unlocks the power of people and teams.”