A recent HBR piece presents new research indicating that the key driver of employee engagement, performance, profitability, attention and attraction is employee experience.
Organizations are spending hundreds of millions of dollars on employee engagement programs, yet their scores on engagement surveys remain abysmally low. How is that possible? Because most initiatives amount to an adrenaline shot. A perk is introduced to boost scores, but over time the effect wears off and scores go back down. Another perk is introduced, and scores go back up — and then they fall again. The more this cycle repeats itself, the more it feels like manipulation. People begin to recognize the short-term fixes for what they are.
When organizations make real gains, it’s because they’re thinking longer-term. They’re going beyond what engagement scores are telling them to do in the moment and redesigning employee experience, creating a place where people want, not just need, to work each day. But what does that mean, and what does it look like?
I would include employee experience things like meaningful work, high trust cultures, people feeling valued and freedom to collaborate and take initiative.