How Measuring Leaders Can Boost Internal Engagement and Profitability

Patricia Bayerlein, IPR Measurement Commission 

Employee experience has emerged as a key focus for companies seeking to improve strategy execution and results (for example, see PRN, Feb. 20, page 1 story).

As we know, change is the new constant in business. Companies must remain nimble and flexible in their strategies. To succeed, they need to get the word out to all employees and gain buy in on strategy changes. Unless companies take employee experience into consideration, however, they will achieve partial success at most.
Employee Experience: No Easy feat
An outstanding employee experience is much harder to create than one might expect. Employee experience is defined as a set of perceptions that employees have about their experiences at work in response to their interactions with their company or organization, according to the IBM Global Workforce Institute.

The best-in-class companies focus on the critical moments that drive real value, as opposed to just delivering a service to the workforce.

Deloitte (2017) found 80% of executives rate employee experience as “very important” or “important,” yet just 22% of companies believe they’ve successfully created a unique employee experience. And 59% of executives reported they were “not ready” or only “somewhat ready” to address the employee experience challenge.

Businesses should make it a goal to close this gap, because a focus on employee experience also is demonstrably linked to bottom-line results.


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