The 2023 Employee Experience Overview brings six important points that should be on leaders’ radar in 2023.
Pin People, HR Tech, just released the 2023 Employee Experience Overview, a report on the state of the employee experience in organizations across Latin America. The study aims to clarify the true needs of professionals during their journey in organizations.
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According to Luisa Aliboni, People Science Coordinator of Pin People and responsible for the report, the survey analyzed gender, age group, seniority and job level. “Everyone observed significant differences in experience, especially in terms of gender and generation,” she explains.
The study listened to more than 390,000 employees in Brazil and Latin America. Of the interviewees, 51.4% are women and 48.6% are men. As regards leadership, 29.4% occupy leadership positions, against 70.6%. The majority of employees belong to Generation Y, also known as millennials, which accounts for 60.3%. The group is followed by Generation Z (23.9%), Generation X (14%) and Baby Boomers (1.8%). As regards seniority, 32.6% have been with the company from 2 to 4 years, 27.5% have been with the company from 6 months to 2 years, 20.7% have been with the company from 0 to 6 months and 19.2% for more than four years.
In addition to the quantitative investigation, the data analysis reveals the six pillars of the Employee Experience that need companies’ attention in 2023, check out:
6 Pillars of Employee Experience for 2023
1. Employee experience beyond day one
Companies should pay attention to the gap between Employer Branding and Employee Value Proposition (EVP), i.e. the experience that the company sells in the selection process and what it offers in the daily lives of its employees. According to the survey data, the eNPS score across the employee lifecycle shows a considerable downward trend, being +83 in the first week of employment and +46, on average, upon departure.
Analyzing this result more closely, the research found that the main dissatisfaction among employees is found in the variables of recognition, growth and development in the company. Therefore, it is necessary to strengthen the culture of continuous development and recognition during the journey.
“The strengthening of alternative and diversified methods of learning and recognition is already a reality for some companies and a goal for many others”, adds the managing director and co-founder of Pin People, Frederico Lacerda;
2. Plural organization
It’s no news that companies that preach diversity are able to be more creative, generate more results and make better decisions. However, in addition to being concerned about having employees from different backgrounds, age groups and beliefs, there is also a need to be concerned about equity and the inclusion of these minority groups, as different realities generate different needs.
“To improve this point, we need to stop thinking that ‘one size fits all’, and build different experiences for different groups of people, encouraging confrontation with structural inequalities and paying attention to the challenges of the multigenerational workforce,” suggests Frederico.
3. Flexible organization redesign
Continuing the previous argument, to provide personalized experiences for each employee profile, companies must ensure that flexibility becomes part of company policies. According to the survey data, the majority of employees are satisfied with the level of flexibility of the company, with the exception of Generation X.
The index of favor on the subject corresponds to: Baby Boomers (92%), Generation X (36%), Generation Y (92%) and Generation Z (87%). According to Luisa, the suggestion at this point is to reevaluate processes, strategies, goals, rituals, etc. with a focus on flexibility.
4. Proactivity towards wellness
One of the main dissatisfactions cited in the study is the lack of work-life balance, with ‘mental health’ being one of the topics with the highest number of related negative comments. According to reports, employees feel anxious, low on energy, pressured, tired and discouraged. They also indicated “Psychological Safety” as an issue to be improved in companies.
This has a high correlation with retention expectancy, as the better the retention expectancy, the longer employees intend to stay with the company. Other variables that correlate with high retention expectation include meaning, purpose, inclusion, and team support.
“Therefore, we reinforce the need to strengthen the culture focused on psychological safety and greater tolerance for errors, on a better balance of the workload of employees and on the deepening of Corporate Happiness practices”, indicates Martin Seligman, the co-founder by Pin People.
5. Reception in farewell
By analyzing Offboarding eNPS scores, which consist of all stages of a company’s termination process, the study found that it remained the lowest since 2020, with variations between voluntary (+48) and involuntary (+41) terminations.
The research reveals that, among the lowest grades in voluntary resolutions, the variables of greatest dissatisfaction are: Total Compensation, with 41% in favour, Life Balance (46%) and Team Feedback (50%). On the other hand, observing the annoyances of people fired involuntarily, aspects directly linked to the relationship with their leaders were highlighted, namely: Leadership Feedback (18%), Coherent Leadership (22%) and Leadership Support (50%).
Another result is worth mentioning, on how the female audience evaluates the Respectful Detachment variable with much more dissatisfaction, showing 48% of favour, against 78% of the male audience. For Luisa, in addition to understanding what is causing this gap in women’s experience with layoffs, “we also need to look at the development of leaders, so that they increase the quantity and quality of their feedback and alignments, giving employees clarity of what expected of them before it results in an arrest,” he points out.
6. Leadership development and support
Finally, the evaluation of the Leadership Net Promoter Score (INPS) indicates that most people are satisfied with their leadership. Analyzing gender and professional level, however, it is possible to identify that this result is not homogeneous, as women indicated a score 10 points lower than men (+68) in this regard. People with a leadership position also indicated a score 14 points lower than people without a leadership position (+65).
These data reveal that there is a gap in the experience of women and their leaders, but also that leaders’ experience is negatively influenced by their relationship with their direct leaders. Based on the importance of leadership’s role in promoting better employee experiences, the survey reinforces the need for training and support for leaders at different levels of the organizational hierarchy.
“Leaderships need to be developed to understand their role in the employee experience and deliver better experiences to teams, at the same time organizations need to understand that leaders too need to have positive, personalized experiences in order to effectively perform their role,” concludes Martin Seligman, the co-founder of Pin People.
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Source: Terra
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