2022员工体验趋势（英）-31页_1mb

2022 Employee Experience Trends Summary

Core Content

This document outlines the key trends in employee experience for 2022, emphasizing the evolving expectations of employees and the urgent need for organizational change. It highlights the importance of leadership support, hybrid work environments, diversity, equity, inclusion, and belonging (DEIB), and employee well-being in shaping the future of work.

Main Points and Key Information

1. Leadership Burnout and Attrition

• Leaders are leaving: Employee expectations have evolved, and leaders are now expected to manage both business results and employee experience, which has led to burnout.
• Women are at higher risk: Female leaders show a significant drop in intent to stay, with a 21-point decline from last year.
• Support is needed: Leaders require resources, training, and technology to manage their new roles effectively. It's essential to reassess targets, provide flexibility, and create a collaborative environment.

2. Hybrid Work Expectations

• Hybrid work is here to stay: Employees want flexibility to choose when and where they work, but they also expect the organization to provide the right tools and environments for both in-person and remote collaboration.
• Technology gap: Only 30% of employees feel their company's technology meets or exceeds their expectations.
• Office experience: Only 23% feel their office environment is as good as expected. Employees desire offices that are enjoyable and support intentional collaboration.
• Key demands:
  • Flexibility
  • Collaboration-enabling technology
  • Open communication
  • Support for adapting to organizational changes
  • Reimagined office spaces

3. DEIB Progress and Expectations

• DEIB progress is lacking: Only 70% of employees believe their organizations have made sufficient progress in DEIB.
• Leadership commitment is questioned: Only 67% of employees feel senior leadership is genuinely committed to DEIB.
• Non-binary/transgender employees are more critical: They perceive DEIB efforts as less favorable.
• Action is needed: DEIB must be measurable and actionable. Employers should close the gap between leadership perception and employee experience.

4. Employee Well-being and Burnout

• Well-being is critical: A third of employees say they won’t always take a sick day due to workload and lack of support.
• Burnout is widespread: 61% of those who skip sick days cite heavy workload as the reason.
• Culture plays a role: Many employees feel their workplace culture does not support well-being, leading to burnout.
• Leaders must lead by example: They should prioritize their own well-being and encourage employees to do the same.

Key Demands from Employees

• Resources for leaders: To manage evolving expectations and emotional labor.
• Hybrid work design: With the right technology and culture to support both physical and digital workspaces.
• Sustained DEIB commitment: Actions, not just words, to create an inclusive environment.
• Real well-being support: Beyond apps; a cultural shift is necessary.

The Way Forward

For Leadership

• Reassess targets and expectations: Work with leaders to find sustainable ways to manage their workload.
• Collaborative approach: Ensure leaders feel supported and heard, and that the process is not one-sided.
• Open communication: Leaders should talk openly about mental health and well-being to remove stigma.
• Cultural change: Encourage a culture of well-being and balance, where work-life boundaries are respected.

For HR and IT Leaders

• Integrate DEIB into employee listening programs: Act on feedback and set achievable goals.
• Improve technology and workspace experiences: Deliver tools that enable productivity and engagement.
• Use data to drive change: Collect and act on employee experience data to improve outcomes.

Supporting Tools and Resources

• Qualtrics Pulse: A tool to check in with employees regularly.
• DEIB solutions: To measure and drive meaningful change.
• 360 Development: To support leaders at all levels with growth and development opportunities.

Appendix: Methodology and Demographics

• Methodology: Conducted in August and September 2021 with 13,936 full-time employees aged 18+.
• Demographics:
  • Countries: 27 countries across 4 regions.
  • Industries: Includes Academia, B2B Manufacturing, Financial Services, Healthcare, etc.
  • Age: Ranges from under 20 to 60 and over.
  • Gender: 6,970 women; 6,903 men; 47 non-binary/transgender/other.
  • Job Levels:
    • Executive: 1,206
    • Leaders of Leaders: 2,229
    • Managers/Leaders: 3,767
    • Individual Contributors: 6,734

Conclusion

Employees are no longer satisfied with the old ways of working. They demand flexibility, better technology, meaningful DEIB efforts, and a culture that supports well-being. Organizations must adapt to these expectations to retain talent, improve engagement, and stay relevant in the evolving workplace landscape.