EMPLOYEE
EXPERIENCE
TRENDS
THAT WILL DOMINATE 2019
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AGENDA
1 . Introducti ons
2 . Wh at i s emp l o ye e e xperi ence?
3 . 7 tre n d s th a t w i l l d o mi n a te 2 0 1 9
4 . H ow you can take acti on today
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INTRODUCTIONS
HENRY ALBRECHT
CEO, Limeade
JASON LAURITSEN
Keynote Speaker, Author and
Employee Engagement Expert

WHAT IS
EMPLOYEE
EXPERIENCE
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22%
… B U T O N L Y
80% of executives rated
employee experience
important or very important
reported their
companies were
excellent at building
a differentiated
employee experience
EMPLOYEE
EXPERIENCE
IS THE FUTURE
OF HR 59%
… A N D O N L Y
are ready or somewhat
ready to address the
employee experience
challenge
(Bersin 2017)

BUT WHAT
DOES IT
ACTUALLY
MEAN?
THE DEFINITION
Cumulative total of the employee’s
interactions with work over time that
impact how they feel about their work
and employer
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THE OPPORTUNITY
Employees feel their company
authentically cares, from their first
day to their last

I feel valued, heard,
welcomed, known
The values, mission &
focus are clear here
LEGEND …ongoing, everyday, strategically-aligned
and human interactions (hearts & minds)
Key events or milestones (whole-person,
whole-company, whole-ecosystem support)
Start
End
Is Starkco
really different?
M&A
happens,
new role
Cool, hard
project
Have a child
Postpartum
depression
Big
promotion
Design your
next chapter
Achieve key
career goal
Great
coaching
on EQ
Epic
Offsite
Launch a
new product
Carpooling &
Innovating Join
ERG
Learning a
new skill
Win a
big award
Managing and
Mentoring
Everyday we solve
one issue, but find
two more
Help me, please…
I’m not in this alone, I have a lot to
offer and to learn from others
What mutual commitment sounds like
I’ve never worked
this hard or felt
this proud
I have so much to offer
others. It feels good
Bittersweet, more
sweet than bitter
CULTURE + LEADERS +
PHYSICAL ENVIRONMENT
MANAGERS
TEAMS & PEERS
TOOLS SOCIAL NETWORKS
MANAGERS + MENTORS + COACHES
WHAT IT LOOKS & FEELS LIKE

7 EMPLOYEE
EXPERIENCE
TRENDS
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#1
SILOS WILL
CRUMBLE

73%
#1 human capital trend in 2018
was the need to break
down functional hierarchies
said the C-suite rarely, if
ever, works together on
projects or strategic
initiatives
COLLABORATIVE
COMPANIES
PERFORM
BETTER
10%
higher growth for the
companies with the highest
level of C-suite
collaboration
(Bersin 2018)

37%
of HR professionals agree
employees miss work due
to financial emergencies
(SHRM, 2014)
… AND PEOPLE
DON’T FIT INTO
SILOS
50%
of all illness in the US has
stress has a contributor
(U.S. Department of Health and Human Services, 2000)
47%WHAT HAPPENS IN
ONE PART OF LIFE
IMPACTS THE
OTHERS
of employees say problems
in their personal lives affect
their performance
(Bensinger et al., 2013)

WHAT YOU
CAN DO
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J a s o n ’s ta k e : B ui l d
b ri d g e s , n o t s i l o s
H en ry’s take: L e a d a n H R
team w orkshop to u n c o v e r
common goal s

#2
THE AI HYPE
WILL CONTINUE

SOME
COMPANIES
ARE USING IT
FOR GOOD
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50%
report feeling alone
sometimes or always
(Cigna 2018)
BUT AI WILL NEVER
REPACE HUMAN
CONNECTION
40%
feel their relationships are
not meaningful, sometimes
or always
(Cigna 2018)

WHAT YOU
CAN DO
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J a s o n ’s ta k e : U se tech to
e n h a n c e h u ma n i nteracti on,
n o t re p l a c e i t
H en ry’s take : D on’ t buy
i nto the hype too earl y,
b u t d o n ’ t mi s s th e b o a t

#3
EMPLOYEE
ENGAGEMENT
MEASUREMENT
WILL BE REDEFINED

22%
of companies are getting good
results from their employee
engagement survey
(Leadership IQ 2018)SURVEYS
ARE NOT
THE WORK
78%
of company engagement
survey scores are stagnant,
declining or inconclusive
(Leadership IQ 2018)

EMPLOYEE
ENGAGEMENT
SHOULD BE
IMMERSIVE
v
19
v
Leverage every company
capability and program
Connect with peers,
managers, teams, leaders
and company strategy
Improve physical,
emotional, financial and
work well-being
WHOLE
PERSON
WHOLE
COMPANY
WHOLE
ECOSYSTEM

WHAT YOU
CAN DO
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J a s o n ’s ta k e : Wo rk
w i th l eadershi p to set
g o a l s a n d e x p e c ta ti o n s
for acti on
H en ry’s take: L o o k fo r
sci ence -b a c k e d
technol ogy that dri ves
a c ti o n fo r e v e ry o n e

#4
TRUSTWORTHY
COMPANIES
WILL THRIVE

TODAY,
TRUST IS
SCARCE
“People today have less trust in their
political and social institutions than
they have in years; many expect
business leaders to fill the gap”
- Josh Bersin
6 markets with extreme
Trust Losses
-13 -13 -17 -17
-21
-37
Colombia
India
S.Africa
Brazil
Italy
U.S.
(Edelman Trust Barometer 2018)

WINNING
CULTURES
ARE BOTH
TRUSTWORTHY
AND TRUSTING
These are the four cultural
attributes that matter most in
driving a culture that supports
well-being
1 VALUE THE WHOLE PERSON
(physical, emotional, financial, and work well-being)
2 TRUSTWORTHY
3 INVEST IN THEIR EMPLOYEES
with well-being tools & resources
4 TRUST THEIR EMPLOYEES

WHAT YOU
CAN DO
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J a s o n ’s ta k e : B e transparent
H en ry’s take: H el p l eaders
show up as human

#5
LOVE IS
THE KILLER APP

of employees said that when
they feel valued by their
employer, they’re motivated
to do their best at work.
WHAT WE
KNOW
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38%
MORE ENGAGED
(Quantum Workplace & Limeade, 2015)
When employees feel their
employer cares about their
well-being, they’re
93%
IN A RECENT STUDY,
American Psychological Association and
Harris Interactive, 2012)

WHAT YOU
CAN DO
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J a s o n ’s ta k e : F i n d w a ys to
o p e ra ti o n a l i z e a p p re c i a ti o n
H en ry’s take: B ui l d a
“w e c a re ” re p o rt c a rd

#6
INCLUDE
OR BE LEFT OUT

38%
more committed to their organization
(Limeade Institute 2018)
INCLUSION
IS A SENSE OF
BELONGING,
CONNECTION
AND COMMUNITY
AT WORK
THOSE WHO FEEL
INCLUDED ARE
97% 99%
58%
53%
0%
20%
40%
60%
80%
100%
High well-being High engagement
High inclusion Low inclusion

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THE CASE FOR AN INCLUSIVE CULTURE
ORGANIZATIONS WITH
INCLUSIVE CULTURES ARE:
(Deloitte 2017)
2X 3X 6X 8X
as likely to meet or
exceed financial targets
as likely to be
high-performing
more likely to be
innovative and agile
more likely to achieve
better business outcomes
(Deloitte 2017)

Interrupting co-workers. Failing to communicate
info to the full team.
Making assumptions
about what employees
need.
Pause to ask what others
think in a meeting.
Give credit where credit
is due – even if the
person who came up with
the idea isn’t in the room.
Reach out to employees
working remotely or at a
satellite office to see how
they’re doing.
INCLUSIVE HABITS
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(BAD)(GOOD)

WHAT YOU
CAN DO
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J a s o n ’s ta k e : C l ari fy your
d e fi n i ti o n o f i n c l u s i o n a n d
w hy i t matters
H en ry’s take: S hi ft some
o f y o u r l i ti g a ti o n s p e n d
tow ard i ncl usi on

#7
PEOPLE WILL
SEARCH FOR A
SENSE OF PURPOSE

THEY WANT WORK TO MATTER
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• Works for pay
• Would stop in a minute
• Anticipates weekends
• Eager to retire
• Enjoys work
• Expects to move to another job
• Focused on future trajectory
• Can’t wait for a promotion
• Work is a vital part of identity
• Encourages kids to do this work
• Works to better the world
• Not focused on retirement
JOB CAREER CALLING
(Schwartz 2017)

PURPOSE-DRIVEN COMPANIES
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Give customers the most compelling shopping experience possible.
Accelerate the world’s transition to sustainable energy.
Improve well-being in the world.
Powering prosperity around the world.
Empower and inspire you to live a healthier, more active life.

WHAT YOU
CAN DO
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J a s o n ’s ta k e : F i n d to o l s
that hel p empl oyees
connect to purpose
H en ry’s take: Ma k e
sure your company’s WH Y
show s up every day, i n
e v e ry b e h a v i o r

LET’S
DOMINATE 2019!
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BE A CHANGEMAKER

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HOW TO GET IN TOUCH
HENRY ALBRECHT
CEO, Limeade
JASON LAURITSEN
Keynote Speaker, Author and Employee
Engagement Experthenry@limeade.com
jason@jasonlauritsen.com

THANK
YOU!
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