![]() While all these 14 areas fit into parts of EX, you can see that the top purple areas have 4-6 times higher impact than the areas at the bottom. As you can see, the team differentiated these areas into essentials (everyone needs this), emphasis (what differentiates the companies), and excellence (areas which highly differentiate these companies). What they found is that these high performing companies have particularly strong outcomes in the following 14 areas. So what Willis Towers Watson did is look at their employee engagement history in these companies in detail. Of course there are many possible reasons for these results, and one cannot always tell whether “employee experience” is a result of success, or “employee experience” is a driver of success. (Remember also that almost every company has been growing over this period, so these are exceptionally successful companies.) In other words, these are very successful businesses. The High Performing companies (30 companies out of 500) outperform the average by more than four-fold over a three year period. In the new EX research just released, the company segmented its clients into two groups: average financial performers and high-performers. This means they can correlate employee feedback data against many long term business results (over a billion surveys). Each year, the company surveys more than 500 companies and nearly 10 million employees and has been doing this for more than 50 years. Willis Towers Watson has one of the industry’s larger databases of employee engagement data. Willis Towers Watson High Performance Research Well, some new research by Willis Towers Watson now clarifies this further, and I want to highlight it here. When I asked 2,800 people what makes them “happy” at work, by far the number one answer was “a job I love.” In my research last year with LinkedIn, respondents rated “ability to grow” almost four times as important as pay. My research shows that “growth” and “meaningful work” top them all. Each of these is important, and in every company some are more problematic than others. As the model below points out, the issues range from the work itself, to management, to the environment, opportunity to grow, trust, leadership, and overall well-being. In my research over the years I came to understand that the drivers of employee happiness are complex and highly varied. Companies with “heads of employee experience” or EX programs have to decide where to start. The bottom line, however, is that all this is noise if we can’t figure out where to focus. And hundreds of books, articles, and tools are being developed. Since then we’ve called them “moments that matter,” “employee journeys,” “employee interactions,” and lots of other things. They found out, as others now know, that actual employee “experiences” are far more complex than the traditional HR programs we build, so they started to co-design solutions for their people. The term “employee experience” (EX) came out of AirBnB around 2017 when the company started to apply design thinking to its employee services. Why? Because the concept is very broad and vague, and in some sense it encompasses everything at work. Almost every software vendor, HR consulting firm, and HR executive is trying to figure it out. ![]() I’ve been hearing about “employee experience” everywhere.
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