Does Your Employee Experience Stack Up?

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Shifting demographics, globalization, tech advancements, and an accelerated pace of innovation are just a few factors disrupting jobs and labor markets. Amid this backdrop, it's no surprise that organizations are struggling to stay up-to-date with the ever-changing dynamics, needs, and preferences of their employees. In fact, two-thirds of employers in emerging markets find it difficult to attract employees with critical skills, and 77 percent struggle to attract high potentials, according to the 2016 Global Workforce Study from Willis Towers Watson.

Shifting demographics, globalization, tech advancements, and an accelerated pace of innovation are just a few factors disrupting jobs and labor markets. Amid this backdrop, it's no surprise that organizations are struggling to stay up-to-date with the ever-changing dynamics, needs, and preferences of their employees. In fact, two-thirds of employers in emerging markets find it difficult to attract employees with critical skills, and 77 percent struggle to attract high potentials, according to the 2016 Global Workforce Study from Willis Towers Watson.

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Enter the employee experience. It's the operating environment for an organization's talent. If this environment is properly structured, it will attract, retain, and engage the best employees. Two complementary studies from Willis Towers Watson capture employee and employer perspectives on critical trends making up the new employee experience.

Enter the employee experience. It's the operating environment for an organization's talent. If this environment is properly structured, it will attract, retain, and engage the best employees. Two complementary studies from Willis Towers Watson capture employee and employer perspectives on critical trends making up the new employee experience.

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The 2016 Global Workforce Study measures the attitudes of a representative sample of more than 31,000 employees around the globe, and the 2016 Global Talent Management and Rewards Study captures the perspective of more than 2,000 organizations—that collectively employ almost 21 million people worldwide—on key attraction, retention, and engagement issues that influence the employee experience.

The 2016 Global Workforce Study measures the attitudes of a representative sample of more than 31,000 employees around the globe, and the 2016 Global Talent Management and Rewards Study captures the perspective of more than 2,000 organizations—that collectively employ almost 21 million people worldwide—on key attraction, retention, and engagement issues that influence the employee experience.

Performance management

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  52 percent of employees think their performance was accurately evaluated in their most recent review.

  52 percent of employees think their performance was accurately evaluated in their most recent review.

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  48 percent of employees say that performance reviews have helped improve their performance.

  48 percent of employees say that performance reviews have helped improve their performance.

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  35 percent of employers say their managers are effective at giving regular coaching and feedback on performance.

  35 percent of employers say their managers are effective at giving regular coaching and feedback on performance.

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  33 percent of employers have taken action to increase frequency and improve the quality of performance conversations between manager and employees.

  33 percent of employers have taken action to increase frequency and improve the quality of performance conversations between manager and employees.

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  55 percent of employers report that their organizations have a formal process to ensure there is no bias or inconsistency in performance reviews.

  55 percent of employers report that their organizations have a formal process to ensure there is no bias or inconsistency in performance reviews.

Career management

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  43 percent of employees say that their organizations do a good job providing advancement opportunities.

  43 percent of employees say that their organizations do a good job providing advancement opportunities.

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  40 percent of employees think they need to leave their organization to advance their careers.

  40 percent of employees think they need to leave their organization to advance their careers.

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  33 percent of employers say they maintain an inventory of employee skills to help match people to roles and assignments. An inventory of skills and identification of gaps can help employers ensure they recruit and promote the right talent.

  33 percent of employers say they maintain an inventory of employee skills to help match people to roles and assignments. An inventory of skills and identification of gaps can help employers ensure they recruit and promote the right talent.

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  37 percent of employees say their organizations are effective at using technology to provide access to career management tools and resources.

  37 percent of employees say their organizations are effective at using technology to provide access to career management tools and resources.

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  35 percent of employers report investing in HR information systems and employee portals.

  35 percent of employers report investing in HR information systems and employee portals.

Effective leadership

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  39 percent of employees say that senior leaders at their organizations are doing a good or very good job of developing future leaders; however, 64 percent of employers think their organizations develop leaders who will be able to meet changing business needs.

  39 percent of employees say that senior leaders at their organizations are doing a good or very good job of developing future leaders; however, 64 percent of employers think their organizations develop leaders who will be able to meet changing business needs.

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  44 percent of employees report that the senior leadership in their organizations has a sincere interest in employee well-being.

  44 percent of employees report that the senior leadership in their organizations has a sincere interest in employee well-being.

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  48 percent of employees report having confidence in the job being done by the senior leadership of their organizations, but 63 percent of employees say their immediate manager is effective at his or her job.

  48 percent of employees report having confidence in the job being done by the senior leadership of their organizations, but 63 percent of employees say their immediate manager is effective at his or her job.

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Read more from CTDO magazine : Essential talent development content for C-suite leaders.

Read more from CTDO magazine: Essential talent development content for C-suite leaders.