6 pillars of work experience for leaders to look out for in 2023

Pin People, HR Tech, has just released the 2023 Employee Experience Overview — a report on the state of employee experience in organizations across Latin America. The study aims to elucidate the true needs of professionals throughout their journey in organizations.

Photo: Playback/Freepik/wayhomestudio / Canaltech

According to Luisa Aliboni, People Science Coordinator at Pin People and responsible for the report, the survey analyzed gender, age group, seniority and job level. “In all of them, significant differences were observed in the experience, mainly in terms of gender and generation”, she explains.

The study heard more than 390,000 employees in Brazil and Latin America. Of the respondents, 51.4% are female and 48.6% male. Regarding leadership, 29.4% are in leadership positions, against 70.6%. Most employees are from Generation Y, also known as millennials, representing 60.3%. The group is followed by Generation Z (23.9%), Generation X (14%) and Baby Boomers (1.8%). Regarding the length of service, 32.6% have been with the company for between 2 and 4 years, 27.5% have been with the company for 6 months to 2 years, 20.7% have been with the company for 0 to 6 months and 19.2% for more than four years.

In addition to the quantitative survey, data analysis reveals the six Employee Experience pillars that require attention from companies in 2023, check out:

6 pillars of employee experience for 2023

1. Employee experience beyond the first day

Companies should pay attention to the gap between Employer Branding and Employee Value Proposition (EVP), that is, the experience that the company sells in the selection process and what it delivers in the daily lives of its employees. According to the data from the survey, the eNPS score throughout the Employee Life Cycle shows a considerable downward trend, being +83 in the first week of work and +46, on average, at the moment of departure.

When analyzing this result more carefully, the research identified that the main dissatisfactions on the part of the employees were 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 throughout the journey.

“The strengthening of alternative and diverse methods of learning and recognition is already a reality for some companies and an objective for many others”, adds the CEO and co-founder of Pin People, Frederico Lacerda;

The diversity of companies must go beyond hiring, meeting the needs of different groups of people and respecting their individualities.  (Image: Playback/Freepik)

The diversity of companies must go beyond hiring, meeting the needs of different groups of people and respecting their individualities. (Image: Playback/Freepik)

Photo: Canaltech

2. Plural Organization

It is not new that companies that preach diversity manage to be more creative, generate more results and make better decisions. However, in addition to being concerned with having employees from different backgrounds, age groups and beliefs, it is necessary to be concerned with equity and inclusion of these minority groups, since 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 the confrontation of structural inequalities and paying attention to the challenges of the multigenerational workforce”, suggests Frederico.

3. Flexible Organization Redesign

Following the previous topic, to provide personalized experiences for each employee profile, companies must ensure that flexibility becomes part of the company’s policies. According to survey data, most employees are satisfied with the company’s level of flexibility — with the exception of Generation X.

The favorability index regarding the theme 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 reassess processes, strategies, objectives, rituals, etc. with a focus on flexibility.

4. Proactivity towards well-being

One of the main dissatisfactions cited in the study is the lack of balance between personal and professional life, with “Mental Health” being one of the topics with the highest number of negative comments linked. According to reports, employees are feeling anxious, without energy, pressured, tired and discouraged. They also indicated “Psychological Safety” as a theme that needs to be improved in companies.

This has a high correlation with the expectation of permanence, since the better the evaluation on the subject, the longer the employees intend to remain in the company. Among the other variables that are related to a high expectation of staying in the company are: meaning, purpose, inclusion and support from the team.

“Therefore, we reinforce the need to strengthen the culture centered on Psychological Safety and greater tolerance for errors, on a better balance of the employees’ workload and on deepening Corporate Happiness practices”, indicates Martin Seligman, the co-founder of Pin People.

Among involuntarily terminated employees, the main reasons for dissatisfaction were linked to leadership.  (Image: Playback/Freepik)

Among involuntarily terminated employees, the main reasons for dissatisfaction were linked to leadership. (Image: Playback/Freepik)

Photo: Canaltech

5. Welcoming in the Farewell

When analyzing the 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 terminations (+48) and involuntary ( +41).

The research reveals that, among the lowest grades in voluntary terminations, the variables of greatest dissatisfaction are: Total Compensation, with 41% of favorability, Life Balance (46%), and Team Feedback (50%). On the other hand, when observing the annoyances of people who were involuntarily dismissed, aspects directly linked to the relationship with their leaders were highlighted, namely: Leadership Feedback (18%), Coherent Leadership (22%), and Leadership Support (50%) .

It is worth mentioning yet another result, about how the female public evaluates the Respectful Detachment variable with much more dissatisfaction, showing 48% favorability, against 78% of the male public. For Luisa, in addition to understanding what is causing this gap in women’s experience with dismissals, “it is also necessary to look at the development of leaders, so that they increase the quantity and quality of their feedback and alignments, giving clarity to the employees of the that is expected of them before it results in a shutdown,” he points out.

6. Support and Leadership Development

Finally, the Leadership Net Promoter Score (INPS) assessment indicates that most people are satisfied with their leadership. When analyzing gender and job level, however, it is possible to identify that this result is not homogeneous, since women indicated a score of 10 points less 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 the experience of leaders is being negatively impacted by their relationship with their own direct leaders. Based on the importance of the role of leadership in promoting better experiences for employees, 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 Employee Experience and deliver better experiences to teams, at the same time that organizations need to understand that leaders must also have positive and personalized experiences to be able to effectively exercise their role”, concludes Martin Seligman , the co-founder of Pin People.

Trending on Canaltech:

#pillars #work #experience #leaders

Leave a Comment