QualtricsQualtricsDecember 15, 2017
pexels-photo-440581-1.jpg

3min131

UK workers are some of the least engaged in the world according to the latest Qualtrics Employee Pulse survey.

Based on a combination of six positive engagement factors, the Qualtrics Pulse assigns employee engagement scores to ovr 4,500 workers from around the globe. Employees in the UK recorded average engagement scores of just 45 percent, compared to 54 percent in France, 56 percent in Australia, and 60 percent in the USA.

Of nine regions analysed, only Hong Kong and Singapore scored lower than the UK for workplace engagement.

Carried out in October using the Qualtrics Employee Experience platform, the survey also shows that workers in the UK tech and finance sectors are the most engaged with their jobs, while engagement lags for those in retail and the public sector.

Almost one in five (17 percent) of UK workers intend to leave their current employer in the next two years. The Qualtrics Pulse has identified the traits of those people who intend to leave compared to those who intend to stay at their current organisation. The leavers are typically workers who:

  • Have been with the company less time
  • Have much, much higher levels of stress
  • Perceive their employers to be unsupportive of their work-life balance
  • Are in more junior positions

Manufacturing has the most loyal workers, with 67 percent of employees in this sector saying they will probably or definitely stay in their current jobs for the next two years, with similar results for retail and finance – both 65 percent.

In comparison, loyalty is notably lower for the tech sector (59 percent), public sector (57 percent), and the travel and leisure industry (54 percent).

Commenting on the Qualtrics Pulse findings, the firm’s Sarah Marrs said:

Work-life balance is the top driver of engagement at work, but it’s not traditionally an aspect that many organisations ask employees about. Businesses tend to focus on standard elements like pay or traditional career progression, but this study shows factors like showing support for your employee’s work-life balance and giving them a chance to try more lateral things in their role have a greater impact on engagement.”


QualtricsQualtricsNovember 14, 2017
alone-2666433_1920-1024x682.jpg

3min118

Despite 90 percent of marketers claiming they are “customer centric” in their approach, only 17 percent feel valued by brands.

That’s according to a new report from experience management leaders Qualtrics, which highlights how marketers can create a competitive advantage by adding a new layer of data that tells them not just what happened, but why.

The Qualtrics research, based on insights from 250 marketing professionals and 250 consumers, reveals a clear gap between the experiences that marketers are delivering and what today’s customers expect.

While 81 percent of marketers agree it is extremely important to understand their customers, only 46 percent of consumers say they are understood by the brands they usually buy from, and only 60 percent say brands put the customer first.

Almost two-thirds of marketers (64 percent) say they are being held back when it comes to developing customer insights. A lack of time and budgetary constraints are the primary reasons, but 51 percent also said they did not know what they were looking for when it came to analysing customer feedback, data, and trends.

Qualtrics suggests this inability to understand customers is due to an over reliance on “operational data” – data that states what consumers have done in the past. Instead, Qualtrics argues that brands must supplement their existing data with “experience data” and identify trends that explain why consumers act in the way they do.

Qualtrics’ report highlights the importance of marketers thinking beyond traditional data analysis to help close the experience gap, as Caroline Mogford, Marketing Director for Qualtrics EMEA, explains:

The most successful marketers are adding a layer of insight to their data. They’re thinking not just about what happened in the past, but about why it happened. It’s this additional layer of context – the ‘Experience Data’ – that’s providing the real competitive advantage for today’s brands.

By thinking in these terms, marketers can provide an experience that not only meets, but exceeds expectations. The secret for today’s marketers isn’t more data, it’s a different kind of data.”


QualtricsQualtricsOctober 18, 2017
building-839787_1920-1024x683.jpg

6min181

In our personal lives we’re used to giving and receiving instant feedback.

Whether a like on an Instagram photo, retweet of a Twitter post, or a reaction on a Facebook status, we have grown accustomed to receiving real-time feedback. Yet in our working lives the situation couldn’t be more different and our experiences outside of work are starting to have a big impact on our expectations within the workplace.

More often than not, our manager—the person we’re entrusting our career to—only makes a point of giving or asking for feedback at most once or twice a year.

According to research from Qualtrics, 45 percdent of employers only ask their employees for feedback at most once a year. Similarly, a third of employers have no formal process in place for employees to provide feedback. Given this fact, it’s rare for employees to have any platforms available to voice their own opinions on the workplace, their colleagues or the management.

There’s a clear gap emerging between employees’ expectations at work and the delivery of a world-class employee experience. Done right, employee experience management drives financial results through attracting and hiring top talent, developing and retaining top performers, improving employee engagement and productivity, and reducing unwanted and costly attrition.

Follow these four core principles to find out how you can close the employee experience gap and create a successful approach to employee experience management:

1. Executive alignment

Building an employee experience culture starts with leadership commitment and extends outward through managers, HR teams, and toward every individual employee.

Company leaders and people managers are ultimately accountable for the experiences and development of people employed at an organisation. While HR may take the lead, executives ultimately engage and give sign-off.

Employee experience should start at the very top, with a culture of continuous feedback and transparency that is driven by executive leaders who see feedback as an integral driver of employee experience and organisational improvement.

Executives need to view employees as important stakeholders and become receptive to, and willing to act on, employee feedback. When HR leaders can deliver feedback to executives paired with recommended action plans, those executives can act decisively.

Their buy-in and ongoing involvement will pave the way for others throughout the organisation to allocate time and energy to improving the employee experience.

2. Experience feedback systems

Creating a culture of transparency establishes trust and helps employees understand their role in contributing to the company. Instead of relying on appraisals or annual employee surveys, capture feedback at every stage of the employee journey—from recruitment to exit—to identify and optimise key experience and engagement drivers at every stage.

Guiding employees on the difference between constructive feedback (solving problems) and non-constructive feedback (airing problems) will be important for any employee experience feedback to be valuable. Provide a mechanism for offering suggestions, recommendations and problem-solving and protect their feedback to encourage candour.

Reward employee participation and candour with visible efforts from leaders and proactive sharing of feedback. Every employee should have some view of company-wide and team-level employee experience results, even if it’s just a summary. It’s an important step in reinforcing engagement, identifying opportunities for incremental improvements and acknowledging challenges.

3. Engagement and accountability

If leadership and people managers are ultimately accountable for the employee experience, then it’s important to empower them to understand the feedback and act on it. Equip leaders and managers with the tools they need to visualise and analyse data and build action plans.

As you build or configure reporting layouts for managers, keep in mind their purposes or ability to understand the data.

If managers are not accustomed to an employee feedback or experience initiative, HR leaders should offer guidance and best practices. You may want to deliver these verbally or in written format, with training help managers understand the results and take proper action from their dashboards.

4. Expansion and scale

Employee experience is not a “launch and leave” initiative. An effective employee experience programme is one that is flexible and scalable and that allows you to continually test and innovate.

Your insights process must be agile enough to change approach if needed, scalable enough to add new people or groups cleanly as the company grows, and advanced enough to map previous survey results to each other. Mature employee experience programmes scale easily and focus on continuous and sustained improvement.

With full-lifecycle measurements, dynamic feedback and analysis tools, and flexible action planning, your organisation can deliver frequent and actionable data to improve the employee experience at the pace of today’s workforce.


QualtricsQualtricsSeptember 26, 2016
index-3-1024x683.jpeg

5min103

Qualtrics, one of the world’s largest specialists in employee engagement, surveyed 500 British Pokémon Go players. The game appeals across the board, regardless of age, gender or educational level. The majority (58%) had played Pokémon in the past, but for 42% it was a new experience.

53% of UK employees who play Pokémon Go admit to doing so during working hours. 43% say they play up to three hours and 27% play between three and five hours at work a week. 15% say they play the game at work for seven or more hours every week.

According to the research, not only are UK workers relaxed about playing Pokémon Go at work, they would be happy to share their love of Pokémon Go with their bosses too. 33% said they would be proud to tell their employers that they play and only 5% said they would be embarrassed to do so. 40% are neither proud nor embarrassed.

Furthermore, players are far less concerned about playing Pokémon Go at work than they are about trespassing on private land while doing so. Only one in four (21%) admit to trespassing while 79% claim not to have trespassed on private land to play the game.

Alarmingly, people who regularly play thought that up to 60% of their fellow gamers play while driving. 1 in 10 players confessed to having been stopped by Police while playing the game when driving.

Pokémon Go outstrips any other game for popularity. It is twice as popular as Angry Birds and 50% more popular than Candy Crush. 90% play Pokémon Go on their smartphones.

With the majority of UK employees not tied to their offices*, Pokémon Go is likely to be more of an issue for employers whose staff are at greater liberty to work outside the office than for those who are desk bound. According to Qualtrics, the game poses different challenges that depend on employer outlook.

Says Ian McVey, UK Director, Qualtrics:

“With successive generations of the game yet to come, employers are now starting to take a longer view of its effects on employee productivity. They will be weighing up the balances between workplace flexibility and security, for mobile, home and office based workers. That said, consumer technology may have a significant role to play in workplace learning and development. Pokémon Go can be said to have merit in using a sense of fun with which to introduce the concept of augmented and virtual reality”.

Qualtrics also asked a similar sample in Germany the same questions. Only 38% of German employees admit to playing Pokémon Go at work (15% fewer than in the UK) and 61% say they do not. The findings echoed those of global Qualtrics Productivity research conducted In May which found that Germans have the highest self-perception of their productivity at work. UK workers thought 36% of their working day was unproductive, eight percentage points less productive than German workers.

Finally, despite its popularity, when asked if they would rather have sex or play Pokémon Go, 64% of UK employees chose sex, and 36% opted for Pokémon Go. In Germany, 73% opted for sex, and 27% for Pokémon Go.

*ONS – UK Business Activity

Interesting links:

Pokémon Go – The Augmented Customer Experience

Top 5 Tips For Getting The Recognition For Your (Team)Work

Mapping the Employee Experience – An HR Perspective




Inform. Inspire. Include.
A free way to improve your business.

Customer Experience Magazine is the online magazine packed full of industry news, blogs, features, reports, case studies, video bites and international stories all focusing on customer experience.


CONTACT US

CALL US ANYTIME



Contact Information

For article submissions:
Editor
Paul Ainsworth
editorial@cxm.co.uk

For general inquiries, advertising and partnership information:
advertising@cxm.co.uk
Tel: 0207 1932 428

For Masterclass enquiries:
antonija@cxm.co.uk
Tel: 0207 1937 483

Customer Experience Magazine Limited
Acacia Farm, Lower Road,
Royston, Herts, SG8 0EE
Company number: 7511106


Newsletter