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The financial services industry is undergoing significant transformation, and employee experience is at the heart of this change. In WSA’s latest learning session, “Employee Experience Trends in Financial Services,” we explored the evolving landscape of engagement, retention, and the unique challenges facing the sector, guided by insights from Dr.
In WSA’s recent learning session, led by Dr. Cameron Klein, we explored the latest trends shaping the employee experience in the hospitality industry. The session highlighted critical insights into how external forces, like the lingering effects of COVID-19, rising unionization trends, and the global war for talent, are redefining engagement and retention strategies.
In this installment of Kris’ Kolumn , we continue exploring evolving workforce dynamics. Today, we’ll dig into our analysis and discoveries from the WSA Monthly Learning Session, where we continue discussing insights from the 2024 State of the Workforce report. This is part two of a two-part series. Reflecting on Engagement Stability and Shifts Over the past 14 years, our engagement studies have shown a relatively stable trend pre-pandemic, with employees seeking inspiration and a clear s
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Great leaders who want to build a satisfying and fulfilling workplace recognize the value of creating positive and meaningful work environments. Consider this example. Maya was an entry-level employee at a tech company. She quietly excelled at her tasks, completing them on time and flying under the radar of company leadership. Then one day, a challenging project came across her desk and Maya stepped up with fresh ideas and new solutions.
Earlier this month (November 14, 2023) I had the distinct pleasure of guest speaking at the University of Nebraska-Lincoln’s College of Business alongside my company’s founding partner, and personal friend, Zach Canaday. Assistant Professor, Blake Runnals of the Center of Sales Excellence, invited WSA to speak during one of his lectures. WSA has a partnership with UNL’s Center of Sales Excellence program and as part of that partnership, we are able to share our processes and experiences from our
While the world was already trending towards a more remote-friendly work structure, the 2020 pandemic propelled the adaptation much more quickly than it may have been projected. We’re now settling into our hybrid work environments and adapting to new ways of managing our employees. For most people, the phrase “managing our employees” in and of itself is a turnoff.
Avoiding confrontation is a pretty common character trait. Not many of us thrive on delivering tough feedback, difficult news, or unpleasant circumstances to people. It’s even more difficult when you’re having those tough conversations with friends, colleagues, and clients – people you care about and are invested in. We now live in a world where our opportunities to “hide” are more prevalent than ever, adding to the innate tendency to avoid conflict.!
Organizational structures (such as a hierarchy or management levels) are put into place to create clear areas of accountability and efficiencies in an organization’s operations. Understanding who to place in each respective position of an organization can be tricky, decisions must be made with intent to avoid disastrous results. From my education in Human Resource Management, one statement has stuck with me as a cautionary guide is “Do not promote to failure”.
March 7th – 10th, about 10,000 people descended upon Salt Lake City to attend the Qualtrics Annual X4 Summit. Eleven of us, decked up in our WSA gear, boarded flights, trains, and automobiles (well, to be fair, no trains were a part of our itinerary) to attend this summit. The conference itself was an outstanding production. Qualtrics did an incredible job of gathering some of the brightest minds to deliver keynotes that left everyone in the audience inspired.
In the past two years, we’ve been asked more and more frequently to help our clients develop an “Always-On Engagement” program. An Always-On Engagement program is essentially a program where leaders are “always listening”. Employees are used to a world where information and data are readily accessible, so the question becomes: How does this relate to employee listening strategies?
Understanding Results. When implementing any employee listening program, it’s always important to start with the end in mind. By that I mean, what type of results are we really after? What is truly actionable? What will we do with the information we’ve gathered? How can this program make a positive impact? Knowing how important it is for results to be understood is what drives the design of our best practice dashboard.
Understanding Results. When implementing any employee listening program, it’s always important to start with the end in mind. By that I mean, what type of results are we really after? What is truly actionable? What will we do with the information we’ve gathered? How can this program make a positive impact? Knowing how important it is for results to be understood is what drives the design of our best practice dashboard.
As leading experts in Employee Engagement, WSA is keen on ensuring that we do not just talk the talk, but that we walk the walk. So, when we listened to the employee voice through our annual engagement survey and heard that our employees were yearning for growth and development opportunities, which also happens to be the #1 driver of retention in our massive WSA data database, we took action.
The ongoing study of exit and onboarding survey data provides key insights into equipping and retaining employees for long-term success. For organizations who do not have a digital process to collect this data the task can be complicated and cumbersome to complete on a regular basis. Qualtrics Directory Automation allows organizations to fully automate data collection using any organization’s HRIS data.
When we think about an organization’s listening program, we usually start with listening to the voice of the employee. However, many organizations also want to listen to the voice of the manager to gain an an additional perspective in their employee listening program. This could be the voice of the manager as it relates to an employee in regards to quality of hire, the onboarding experience or the exit process. .
What is Employee Engagement, Really? And How does it Contribute to the Employee Experience? Employee engagement is the measure of how far an organization can go with the talent they have. For peak performance, culture and engagement go hand-in-hand. Culture is the difference between an ordinary group of people and a unified organization. Culture and Engagement are two parts of a transformational whole.
How to Recognize Employee Engagement. The Employee Engagement Picture, Know it When You See It. If you had to sum it up with a single concept, employee engagement is all about psychological ownership. When I become engaged, when I feel a sense of ownership, the company ceases to be your company and becomes my company. It doesn’t matter whether or not I own a single share of stock.
Just like the clients we serve, WSA prioritizes our own employee listening strategy. We Listened. As our world has continued to evolve since the pandemic hit in early 2020, zoom meetings, scheduled calls, and full calendars have become the new normal. We worked quickly as an organization to adapt to this new normal and create new points of connection with our customers and partners.
Creating an effective 360 degree feedback survey means understanding the difference between 360 degree feedback surveys and employee engagement surveys. They both serve different purposes and should be used according to what your business wants to accomplish. Know the Difference. Use the right question items on the survey. The single biggest mistake made by most companies when designing their 360 degree feedback process is using items that are inappropriate for this type of survey.
THE DIFFERENCE BETWEEN EMPLOYEE FEEDBACK AND CUSTOMER FEEDBACK. Forty years of employee research – lessons learned. Companies have been conducting employee surveys for many decades, mostly with mixed results. In far too many instances, the periodic employee survey, sometimes expendable, has been an obligatory act of leadership to see what leaders could learn, if anything, by listening to their employees.
Using the Right Engagement Index is Critical to a Successful Engagement Process. The ultimate purpose for finding the most precise index for measuring and benchmarking employee engagement is to ensure accurate identification of actionable management factors that cause employees to want to work harder, stay longer and care more. In other words, the most important question to be answered is: What can managers and leaders do, at every level of an organization, that could cause employees within that
I’m a sports fan, and this is a sports story. Some of the most fun and educational experiences of my career came from when I have been able to work closely with professional and college teams in several different sports. If you’re not a sports fan—in fact, if you’ve had it up to there with sports metaphors in business—take heart. First, this story is about hockey—a sport I admittedly knew absolutely nothing about at the time.
A Powerful Lever During Challenging Times. During critical times, emotions tend to be expansive, ranging from lows to highs in a moment’s notice. Employees might turn from fear to anxiety to gratitude to gratefulness all within a few hours. The level of severity and change COVID-19 brought upon our world, our businesses, our workforces, and us as individuals amount to a level many of us have never seen before.
SHRM Snapshot of the Effect of the Pandemic on Business. What you need to know about the changing environment. It’s no secret that we are approaching a new normal for businesses and for workforces. The COVID-19 crisis has been devastating for many business owners, leaders, and employees worldwide. SHRM publishes a bi-weekly pulse of how the pandemic is impacting US businesses—information we see as being extremely valuable to HR departments, CEOs, and all business leaders across the country.
What you say matters. It’s important, as leaders, that we understand the difference between good and poor communication. That being said, the difference isn’t always clear. We hear different advice and perspectives on what’s effective—especially in our current environment. Good communication has three facets: Clarity. Transparency. Impact. As leaders, we have the responsibility to deliver the right message at the right time in the right way, particularly during times of change and unrest.
Engage and Equip: Two Critical Points of Measurement in the Employee Experience. The WSA employee experience model is made up of two components: Engage and Equip. These two concepts, when taken together, explain the likelihood that employees have both the willingness and the ability to perform at their fullest potential. Engage equals “want to” with respect to this issue and Equip equals “able to”.
On June 28th, WSA announced our new partnership with SHRM, and I’d like to share why we are so excited about the value this brings our customers and the HR community. To preface the partnership, I firmly believe that human resources has never played a more critical role in business than it does right now. It’s also never been as challenging to be an HR leader as it is today.
As a firm focused on empowering the employee experience for workforces and organizations globally, we are proud of the difference we make through our consulting, content, and delivery expertise. Our science-based focus on the voices of millions of employees is what sets us apart from the competition. But another important aspect of the value we provide to our customers is our partnership with Qualtrics® XM.
Taking Action on Diversity and Inclusion. Many organizations are new to diversity, equity, and inclusion efforts. How do you decide where to focus your efforts? How do you know if new initiatives are working? In this program, WSA’s Kris Erickson will explain how studying intersectional employee demographics helps uncover employees who have a lower sense of belonging in the workplace.
What You Need to Know from Employees Around the World. Learn how to delineate between foundational psychological drivers of employee engagement and the new emerging factors that are growing increasingly critical to workforce performance. Understand which levers of the employee experience have changed, which ones remain steady, and which ones are more critical than ever before.
A Powerful Lever During Challenging Times. During critical times, emotions tend to be expansive, ranging from lows to highs in a moment’s notice. Employees might turn from fear to anxiety to gratitude to gratefulness all within a few hours. The level of severity and change COVID-19 brought upon our world, our businesses, our workforces, and us as individuals amount to a level many of us have never seen before.
As an organization focused on empowering the employee experience for workforces and organizations globally, we are proud of the difference we make through our consulting, content, and delivery expertise. Our science-based focus on the voices of millions of employees is what sets us apart from the competition. But another important aspect of the value we provide to our customers is our partnership with Qualtrics.
On June 28th, WSA announced our new partnership with SHRM, and I’d like to share why we are so excited about the value this brings our customers and the HR community. To preface the partnership, I firmly believe that human resources has never played a more critical role in business than it does right now. It’s also never been as challenging to be an HR leader as it is today.
Engage and Equip: Two Critical Points of Measurement in the Employee Experience. The WSA employee experience model is made up of two components: Engage and Equip. These two concepts, when taken together, explain the likelihood that employees have both the willingness and the ability to perform at their fullest potential. Engage equals “want to” with respect to this issue and Equip equals “able to”.
What you say matters. It’s important, as leaders, that we understand the difference between good and poor communication. That being said, the difference isn’t always clear. We hear different advice and perspectives on what’s effective—especially in our current environment. Good communication has three facets: Clarity. Transparency. Impact. As leaders, we have the responsibility to deliver the right message at the right time in the right way, particularly during times of change and unrest.
SHRM Snapshot of the Effect of the Pandemic on Business. What you need to know about the changing environment. It’s no secret that we are approaching a new normal for businesses and for workforces. The COVID-19 crisis has been devasting for many business owners, leaders, and employees worldwide. SHRM publishes a bi-weekly pulse of how the pandemic is impacting US businesses—information we see as being extremely valuable to HR departments, CEO’s, and all business leaders across the country.
A Powerful Lever During Challenging Times. In a critical time, emotions tend to be expansive, ranging from lows to highs in a moment’s notice. Employees might turn from fear to anxiety to gratitude to gratefulness all within a few hours. The level of severity and change COVID19 brought upon our world, our businesses, our workforces, and us as individuals amount to a level many of us have never seen before.
What is Employee Engagement, Really? And What is a Good Employee Engagement Definition? Employee engagement is the measure of how far an organization can go with the talent they have. For peak performance, culture and engagement go hand-in-hand. Culture is the difference between an ordinary group of people and a unified organization. Culture and Engagement are two parts of a transformational whole.
When designing and setting up an employee engagement survey, the overriding consideration is to ensure the utilization of good science. But it’s not just about good science. Even more, it’s about the right science. Use our six proven pitfalls to avoid key mistakes and ensure your employee engagement survey is designed with the right science so your organization can see the powerful outcomes of doing employee engagement done right.
How to Recognize Employee Engagement. The Employee Engagement Picture, Know it When You See It. If you had to sum it up with a single concept, employee engagement is all about psychological ownership. When I become engaged, when I feel a sense of ownership, the company ceases to be your company and becomes my company. It doesn’t matter whether or not I own a single share of stock.
Getting employee survey timing right. When it comes to employee engagement, timing and balance are critical. Similar to many things in life, too little or too much of any given thing can cause outcomes we didn’t intend. For example, if you have too little time for yourself, you may start to feel unappreciated, tired, overwhelmed and frustrated. Likewise, too much time to yourself can start to build feelings of loneliness, self-doubt and sadness.
When designing and setting up an employee engagement survey, the overriding consideration is to ensure the utilization of good science. But it’s not just about good science. Even more, it’s about the right science. To get the science right, you must include the right items. Use our six powerful practices to ensure your employee engagement survey is designed with the right science and includes the right issues measured by the right items so that your organization can see the powerful outcomes of
Creating an effective 360 degree feedback survey means understanding the difference between 360 degree feedback surveys and employee engagement surveys. They both serve different purposes and should be used according to what your business wants to accomplish. Know the Difference. Use the right question items on the survey. The single biggest mistake made by most companies when designing their 360 degree feedback process is using items that are inappropriate for this type of survey.
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