HRO Today November 2016 - 62

Industry Research
percent that don't receive recognition.
* Encouraging feedback. It is also important for the
employee voice to be heard. Employees who feel their
ideas and suggestions matter are more than twice as
likely to report a positive employee experience than
those who don't (83 percent versus 34 percent).
* Executing teamwork. Employees working in a team
have more positive employee experiences at work
(73 percent) than those who work on their own (61
percent).
Employees who feel their ideas
and suggestions matter are
more than twice as likely to
report a positive employee
experience than those who
don't.
Analysis shows employees with less positive experiences
are more than twice as likely to say they want to
leave compared to those with much more positive
experiences (44 percent versus 21 percent).
* Showing appreciation and accolades. Employees whose
organizations offer recognition programs that provide
rewards based on demonstrating core values have a
considerably higher employee experience index score
(81 percent) than those in organizations without
recognition programs (62 percent).
* Motivating to get more. Discretionary effort is nearly
twice as high in positive work experiences (95 percent
compared to 55 percent), suggesting that a stronger
employee experience can contribute to higher
motivation levels to go 'above and beyond' typical job
duties.
* Acknowledging achievements. Eighty-three percent of
employees report a positive experience when they feel
recognized for the good work they do, compared to 38
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HRO TODAY MAGAZINE
| NOVEMBER 2016
The study reveals that more positive employee
experiences are linked to better performance, extra
effort at work, and lower turnover intentions. That's
why it's now imperative for company leaders to listen
regularly to the voices of their employees, understand
the nature of their experiences at work, and conduct
a drivers' analysis to diagnose the culturally relevant
workplace practices that are strengths to build upon or
areas for improvement.
Companies must recognize the unique role that leaders
and managers play in defining employees' work
experiences and enable managers to design experiences
consistent with core values. They also need to ensure
that the organization's actions are conveying the values
intended, nurture an environment that reinforces
mutually supportive coworker relationships, and help
employees understand the deeper meaning of their work
as well as how it contributes to wider organizational
goals.
Performance must be seen as a continuous conversation
that is fueled by social recognition, feedback, and growth
opportunities. Employers need to offer employees
opportunities to participate in decision-making and
trust them with the autonomy they need to find the
best paths to achieving success, both for themselves and
their respective organizations. This creates the kind of
experience that keeps employees focused on not only
utilizing their discretionary energy, but doing the best
work of their lives for their companies.
Derek Irvine is vice president of client strategy and consulting for
Globoforce.
HRO Today November 2016

Table of Contents for the Digital Edition of HRO Today November 2016
