Unleashed by new digital business models and new work-styles, work has evolved to take on more digital dimensions. However, this has resulted in increasingly complex IT environments. Workers today are frustrated and overwhelmed with multiple apps and technologies they need to get through their day. They want to have access to information more seamlessly and have the ability to work on any device from any location. In this case study, reimagine what it means to harness and simplify technology to drive greater engagement, efficiency and productivity and learn how to manage a truly unified digital workplace that is secure and intelligent.

1. © 2018 Citrix | Confidential
The Employee Experience
is Broken
(but we can fix it!)
JUNE 19, 2019
Fouad ElNaggar
VP, Product
(former founder/CEO of Sapho)

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A Summary of the State of Employee Experience

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The World is Changing, Are We Ready to Face It?
Consumers Demanding Digital
Transformation…
…From Employees Trapped in Alternate
Realities

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Application Experiences Are Failing Employees

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We Can Fix It!

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What Can We Learn From The Best?
Objectives:
1. To what extent are companies
explicitly thinking about and
managing the experience they create
for employees? If so, how and why?
2. What are the primary determinants of
the employee experience, and what
role does technology play?
Phase 2: Quant
Research
Telephone Interview Survey
Research Targets: 1,145 minimum
total responses
• Level: 100% Senior Manager (49%
C-suite)
• Function: 32% IT, 32% HR, 36%
non-IT (10% General
Management, Finance,
Operations, Sales & Marketing)
• Industry: financial services, health
care, retail, manufacturing,
energy
• Company size: 25% 20,000+
employees, 25% 5,000 – 19,999,
30% 501 – 4,999, 20% 1 – 500
• Geography: min 15% each in
• Americas: US, Brazil
• EMEA: UK, Germany
• APJ: Japan, China, Australia &
New Zealand
Phase 1: Expert
Advisory Interviews
• 6 – 12 interviews with experts
who help define the elements
of the war for talent, what it
means for companies and the
role of technology in shaping
new ways of managing talent
and work.
• Interview themes inform
quantitative study design
Phase 3: Analysis
and Narrative
A panel of business leaders
like CIOs and CHROs were
also interviewed at the end
of the quant phase to
provide analysis and
narrative to the final report.

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Step 1: Acknowledge The Problem
Source: Figure 1, The Economist Intelligence Unit Employee Experience Survey
US UK AUS/NZ GER Brazil China Japan ALL
Somewhat 34% 43% 53% 51% 23% 22% 46% 39%
Extensively 51% 46% 37% 26% 59% 45% 31% 42%
Total 86% 88% 90% 77% 82% 67% 77% 81%
All respondents stating the extent to which Employee Experience is discussed at senior levels

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Step 2: Identify Business Outcomes from EE Investments
EXPERIENCE → ENGAGEMENT + PRODUCTIVITY
Engagement
$
Productivity
.5$
Bad Experience
2$
Good Experience
Business outcomes obtained or expected
from improved Employee Experience
Improved Employee Productivity 43%
Improved Employee Engagement 41%
Improved Customer Experience and Satisfaction 36%
Improved Profitability 31%
Improved Talent Retention 30%
Improved Innovation and Creativity 28%
Accelerated Digital Transformation 23%
Improved Talent Recruitment 21%
Improved Brand Perception 16%
Source: Figure 2, The Economist Intelligence Unit Employee Experience Survey

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Step 3: Align On How to Best Impact Employee Experience
Drivers of effective Employee Experience by
number of years of digital transformation
57.7%
46.9%
27.6%
34.2%
36.1%
39.6%
26.3%
21.3%
57.3%
42.7%
32.7%
37.4%
33.9%
36.0%
32.8%
23.6%
41.2%
39.6%
35.7%
32.6%
32.6%
29.9%
20.6%
0% 10% 20% 30% 40% 50% 60%
Leadership and management
Salaries/contract terms
The technology available to employees
Health and wellbeing practices and policies
Organisational purpose/culture
Flexible-working policies
Social relationships within the organization
Workplace design
No Strategy 2 years or less More than 2 years
Source: Q17, Figure 6, The Economist Intelligence Unit Employee Experience Survey
Top Technology Enablers of
Stronger Employee Engagement
Ease of Access to Info to Get Work Done 47%
Ability to Work from Anywhere 43%
Ease of Use 39%
Consumer-like Experiences 33%
Choice of Devices 32%
Cost-effectiveness 30%
Choice of Applications 25%

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Step 4: Choose Who Owns EE and Define Their KPI’s
Source: Q14, The Economist Intelligence Unit Employee Experience Survey
74.0 %
26.0 %
74.6 %
25.4 %
0 %
10 %
20 %
30 %
40 %
50 %
60 %
70 %
80 %
Full responsibility Less/no responsibility
HR IT
To what extent do you feel personally responsible for
improving the employee experience?
34.2 %
32.3 %
27.8 %
27.8 %
23.1 %
19.4 %
16.3 %
0.4 %
0.1 %
34.6 %
34.4 %
30.4 %
26.3 %
24.0 %
19.3 %
18.2 %
0.0 %
0.3 %
33.8 %
30.1 %
25.1 %
29.3 %
22.3 %
19.4 %
14.4 %
0.8 %
0.0 %
0 % 5 % 10 % 15 % 20 % 25 % 30 % 35 % 40 %
Lack of mutual understanding
Lack of common objectives/ key performance
indicators
Lack of budget
Other priorities take precedence
Lack of time
Lack of interest on the other party’s side
Geographical distance from one another
Don’t know
Other (please specify)
Barriers to HR-IT Collaboration
Total HR IT
Step1&2

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Step 5: Set Expectations of a EE Journey
16.6%
57.9%
25.5%
36.8%
40.9%
22.2%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
No Strategy 2 years or less More than 2 years
Years of Digital Transformation for
High vs. Low Performers
High Performers Low Performers
High
Performers
Low
Performers
High
Performers
Low
Performers
Source: The Economist Intelligence Unit Employee Experience Survey

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Thank You!
fouad@citrix.com