Offering a best-in-class employee experience has become critical to organization success in everything from attracting to engaging employees, yet leaders struggle with how best to understand and act on the holistic employee experience. In this webinar, two of Qualtrics’ employee experience thought leaders will discuss the technology and mindset shift needed to effectively measure and manage EX, examining how technology is leading to breakthrough organizational insights and cultural transformation. This webinar will cover: How to utilize technology to drive a culture of feedback and improve your employee experience Innovative ideas and best-practices regarding employee listening through technology Recommendations for getting started

1. Employee Experience
Breakthroughs – The HR
Technology Shift
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2. Elizabeth Kampf
HEAD OF EX STRATEGY, QUALTRICS
Liz Pavese-Kaplan, Ph.D.
SENIOR EX CONSULTANT, QUALTRICS
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3. 01
02
03
How to utilize technology to drive a culture of feedback and improve your employee experience
Recommendations for getting started
Topics for Today
Innovative ideas and best-practices regarding employee listening
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4. Productivity/
Work
Environment
Satisfaction/
Happiness
Extra-Role
Behaviors Engagement Experience
Evolution of Experience
Digital transformation
Rise of alternative workforce
Increased, fast career mobility
Growing Global Talent Market
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5. © Qualtrics 2019

6. employee EXPERIENCE GAPS
69%of employees are more likely to
stay with a company for at least
3 years after a great onboarding
experience
(SHRM 2010)
36%of companies have insufficient
technology to automate or
organize the onboarding process
(HCI-Kronos 2017)
48%the amount of time on average
spent during the work week
managing email and looking for
internal information or people
resources
(McKinsey 2012)
62%of employees are “not” or
only somewhat satisfied with
the design of tools and
technology related to their
jobs
(Deloitte 2019)
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7. 77% 4xof employees, want to be asked
for their feedback by their
employer more often than once
per year
Employees who feel their employer
responds very well to their feedback
are 12x more likely to publicly
advocate for their employer
The most preferred annual
frequency of employee
surveying from the
perspective of employees
12x
Figures taken from the Qualtrics Global Pulse Study
Employees want to provide feedback
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8. ORGANIZATIONS MUST
EMBRACE THE
OPPURTUNITY IN THE
“EVERYDAY
EXPERIENCE” OF
EMPLOYEES
In relation to employee feedback, an Employee
Experience approach looks at the holistic view of the
journey that employees take with your organization.
Employee Experience Management is embedding
employee insight into every critical decision at every
level of the organization.
WHAT IS EMPLOYEE EXPERIENCE
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9. Formal, highly
structured surveys... …with results coming
soon to a theater
near you!
when the org wants…
Traditional Employee Listening
2015 Employee Engagement
2016 Employee Engagement
2017 Employee Engagement
2018 Employee Engagement
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10. FROM ENGAGEMENT
TO EXPERIENCE
Engagement measured
every 12-18 months
Data siloed in HR
Static insights & reactive feedback
Multiple systems
Real-time insights across the
entire employee journey & key workplace experiences
Relevant insights for every audience
Flexible reporting & predictive intelligence
Integrated employee data within a single system
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11. Measuring and
managing EX requires
NEW WAYS OF LISTENING
to your employees
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12. Employee Listening Mechanisms
On-demand, anonymous avenue for employees to provide
feedback, insights and raise issues. Pull vs. Push
Just-in-time employee feedback, e.g. feedback on customer-
facing initiatives, organizational change or internal programs
Regular, structured, quantitative measure of employee attitudes.
Effective for predictive modeling
Event-based, standardized measures of the employee
experience at critical points in the employee lifecycle
Traditional, robust measure of employee attitudes and the
organizational practices that drive engagement
Individual, employee-focused assessments that can range from
pure self-development to formal performance appraisal
PULSE
SURVEYS
MULTI-RATER
FEEDBACK
ADHOC
SURVEYS
CENSUS
ENGAGEMENT
SURVEYS
EMPLOYEE
LIFECYCLE
SURVEYS
ALWAYS-ON
FEEDBACK
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13. Anchor – Employee Lifecycle
02 ONBOARDING
Process of
getting a new
employee up to
speed
03 DEVELOPMENT
Ongoing process
of developing
employees
individually
04 RETENTION
Process of
keeping
employees
engaged and
fully contributing
01 RECRUITMENT
Process of
hiring a new
employee
05 EXIT
Process of
employees
leaving the
company
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14. Measuring Moments that Matter
02 ONBOARDING
Ramp time
New hire engagement
Training effectiveness
LMS usability
Benefits enrollment
03 DEVELOPMENT
Productivity
Performance
IT Training satisfaction
Succession planning
04 RETENTION
Employee engagement
Customer service
Project closure
01 RECRUITMENT
Time to hire
Offer acceptance rate
Quality of hire
Cost to hire
05 EXIT
Attrition rates
Alumni relations
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15. Example 1– Providing Employees A Voice
• Company A has committed to increasing
customer centricity. Part of this initiative
includes providing employees a scalable way
to voice their ideas about product
improvements.
• Instead of letting employee ideas get “lost in
translation”, the company provides an always
on feedback mechanism for employees to
submit ideas.
• Importantly, employees are able to engage
further by not only seeing how their idea is
followed up on via a dashboard, but by
allowing them to up-vote the ideas of others.
• This allows the company to drive customer
centricity via the voice of the employee.
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16. • Company B has received feedback that employees
are having a difficult time finding the resources they
need to do their work.
• Instead of a traditional ad-hoc survey to gather
feedback on the process, the company leverages Site
Intercept.
• The intercept only is triggered when an employee has
been on the page for a certain length of time/number
of pages (controlled contact).
• This allows the company to reorganize the way
information is available to employees and to close the
loop in the moment by redirecting an employee to
resources.
Example 2 – Gathering Feedback in Process
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17. • Company C is acquiring a smaller
organization and wants to ensure the process
runs smoothly.
• An integration team was established focused
on the 6 critical months post acquisition to
support change management.
• The team chooses to complement formal
measurement with real-time data and action
via Follow-Up Actions.
• Based on open-ended comments, an event is
triggered to the integration team allowing them
to swiftly address pain points.
Example 3 – Proactive Follow-Up In M&A
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18. getting STARTED

19. OUTLINE your organizations’ current
state of EX measurements
MAP your employees’ experience from interview
to exit, and consider everyday moments
IDENTIFY critical moments in your
employees’ journey
ESTABLISH a method of measuring experiences
aligned to opportunities and with defined KPIs
PRIORITIZE the lifecycle stages or key
process experiences that offers your
organization the greatest ROI
THE PROCESS
01
02
03
04
05
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20. 01
02
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Begin with describing your employee journey and the aspirational state – focusing on
the moments that matter
Remember that measurement itself is not a solution – only a tool
Key Takeaways
Determine what measurements will lead you to meaningful insights and then the
right technology/mechanism to gather that information
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21. thank you
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