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Frequently Asked Questions

5.
Evan Sinar, PhD | September 18, 2019
Ready to Move
Beyond Engagement?

6.
Evan Sinar PhD
Head of Assessments, BetterUp
Today’s speaker

7.
7
Voluntary turnover has
hit an all-time high.

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8
Job openings, hires, and quits
reached historic highs in 2018.*
*Source: Bureau of Labor Statistics, Job Openings and Labor Turnover Survey, 2019

9.
9
Voluntary turnover rates have
soared over the past decade.
3.4M
1.5M
2009
2019

10.
10
Massive investments on leaders
responsible for controlling turnover.
10%$240BSpent globally on L&D annually Is effective

11.
11
The way we organize ourselves
is going through a dramatic change.
Ideas and innovation are now driven from the front line.
Command and control
T H E O L D W A Y
Agile and innovative
T H E N E W W A Y

12.
12
$21,000
$18,000
Employees crave meaningful work.
Mortgage Meaningful Work
Employees would sacrifice 23% of future earnings—an average of
$21,000 a year—for work that is meaningful

13.
13
A more person-centric approach
to defining and driving employee
experience is needed.

14.
“
The vast majority of organizations have
failed to address the impact of personal
influences and issues on employee
effectiveness and engagement.
– Gartner*
14
*Source: Gartner “Cool Vendors in HCM: Enhancing Employee Experience,” 2019

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15
Solving the whole problem requires
considering the whole person
Learning
(Days)
Learning
(Days)
Doing
(Weeks to months)
Being
(Months)
Assess
and onboard
Practice
and coach
Progress
and measure
Awareness
• Self-awareness increases
• Psychological resources develop
Growth
• New mindsets and behaviors
take shape
Impact
• Individual well-being, performance,
and organizational impact

16.
16
A science-based view of employee experience
Learning
(Days)
Assess
and onboard
Research based on 17,500 working professionals spanning
levels, industries, and functions.
18 Industries 9 Major Functions

17.
Six components at the core of
employee experience
17

18.
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees are inspired
to bring their best selves
to work, every day.
18

19.
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees approach new
challenges with a positive,
growth-oriented mindset.
19

20.
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees believe their
work matters to and
positively impacts the
world around them.
20

21.
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees have deep
and mutually-supportive
connections with the work
colleagues that surround them.
21

22.
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees feel and foster
workplace belonging and
inclusivity for self and others.
22

23.
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees find their work
consistently energizing,
engrossing and invigorating.
23
*

24.
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees find their work
consistently energizing,
engrossing and invigorating.
24
*

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Engagement isn’t enough.

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26
6x
Employee experience is more than
just engagement.
• The links between EX and employee productivity
were six times higher than for engagement alone
• Definitions of engagement that fail to incorporate
the full scope of EX fall short when put to the test
against key individual and business outcomes.

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27
Productivity
The effects of employee experience
Employer NPS Turnover Intention
28% 142% 37%

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Who struggles with
EX most and why?

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29
By industry
3.88
3.81
3.79
3.68 3.67
3.65
Information
Services/
Data
Processing
Healthcare Software and
Programming
Automotive Government Retail
Technology and healthcare are strongest, retail and government weakest
Employees in IT are 2.4x more likely to have a strong
EX than workers in retail

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30
By function
Technology is strongest, sales weakest
27% fewer sales employees report
a high-quality EX compared to IT
3.88
3.86
3.71
3.70
Information
Technology
Human
Resources
Operations Sales

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Leaders are benefiting from a positive EX,
but rarely cultivating it for others.
4.00
3.81
3.74
3.63
Managers of Managers Direct Manager Overall Average Individual Contributor

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32
What Doesn’t Drive EX?

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33
Tenure with a company is no guarantee.
Only 2%
difference
between
tenure
groups

34.
Remote work
is no panacea.
Workers who interact equally with colleagues
remotely AND in person are 1.7X more likely
to have a high EX than those who interact with others
primarily remotely

35.
Large and small companies
struggle similarly with EX.
Nearly identical levels of Employee Experience for companies < 100 and > 1000 employees

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36
How to get started.

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37
The impact of hyper-
personalized learning
With coachingWithout coaching
3.5x
Employees who have worked one-on-
one with a employer-provided coach
for professional development are
3.5 times more likely to report at a
higher Employee Experience Index.

38.
betterup.co
38
Personalized leadership development at scale
Enjoy anytime,
anywhere 1:1 expert
coaching
Supplement growth
with curated
microlearnings
Create a
development
plan and set goals
Receive feedback
and track progress
over time

39.
betterup.co
Valid person-centric measurement that
spans EX components
39

40.
40
Active tracking and
benchmarking
Benchmark employees across EX
alongside key outcomes that matter
the most to the business

41.
Current state
Companies continue throwing dollars at
sales training yet many reps struggle with
sustained quota attainment.
Organizations often expect Sales
Managers to do the coaching but they
don’t have time/skills to coach effectively.
Sales reps fall short of other functions in EX
components Engagement, Purpose &
Meaning, and Belonging.
Case Example: Increase sales rep quota
attainment – address EX gaps through
personalized coaching.
Solution & Impact
Sales rep coaching program led with a whole-
person assessment capturing data about
mindsets and behaviors. Hone in on, via
coaching conversations and learning resources, a
rep’s standing on EX components. Personalized
action plans for behavior change vs rep’s goals.
Organizations receive aggregate reporting on
EX and other outcomes spanning learning
groups. This information used to compare
between cohorts and benchmark
against industry peers.

42.
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Q & A

43.
43
Thank you
CONTACT US
www.betterup.co
READ THE REPORT
FOLLOW US
JOIN US
Webinar:
The Business Case for
Investing in Workplace
Belonging with CLO
Date:
October 31st
Time:
10:00am PT | 1:00pm ET

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45
APPENDIX

45.
46
Tenure with a company is no guarantee.
3.73 3.73
3.74
3.75
3.80
3.79
3.75
3.73
0-3 yrs 4-7 yrs 6-9 yrs 10-13 yrs 14-17 yrs 18-21 yrs 22-25 yrs 28-31 yrs
Average

46.
Authenticity
Optimism
Purpose & Meaning
Social Connection
Belonging and Engagement
Behaviors
Engagement
Productivity
Job Performance
Job Satisfaction
Outcomes

47.
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