1、Ceridian 2021-2022 | Executive Survey | 12021-2022 Executive SurveyWinning the new war for talentCeridian 2021-2022 | Executive Survey | 2About the Ceridian 2021-2022 Executive Survey Hanover Research conducted Ceridians 2021-2022 Executive Survey research study of 2,000 leaders online between April

2、 and May of 2021. Survey respondents represent seven countries the U.S., the UK, Canada, Australia, New Zealand, Germany, and Singapore and come from companies with more than 1,000 employees across 37 industries.Our goal for this survey was to better understand the effects of the pandemic on large o

3、rganizations, as well as the key challenges, opportunities, strategies, and technology investments leaders are focused on today.When the pandemic hit and brought mass job losses and furloughs, it seemed like it might spell the end of the war for talent. Throughout 2020 and 2021, most countries exper

4、ienced an employers market, but this is quickly shifting and the war for talent is heating up. Many high performers who held onto their jobs through the crisis may be tempted to look for new roles, leading to what LinkedIn is calling a “great resignation.” Microsofts 2021 Work Trend Index showed tha

5、t 54% of people feel overworked, and 41% of employees are planning to leave their current job within a year. Even without the pandemics reckoning, a labor shortage was virtually guaranteed. Demographic shifts including a rise in baby boomer retirees (born 1945-63) and a much smaller Generation X (bo

6、rn 1964-80) indicate that seasoned professionals may soon be hard to come by. So what are todays employers doing to win in the war for talent?Ceridians 2021 Executive Survey asked 2,000 leaders that very question. We learned that while 72% of executives see employee experience (EX) as high priority

7、or essential, only 24% strongly agree that their companies are agile in addressing issues, and there are gaps between employers priorities and what matters most to their people. Using our data as a foundation, this paper will explore why a strong and consistent EX is more critical today than it has

8、ever been. We will also examine how organizations are leveraging technology to attract, engage, and retain their people, how they are measuring EX success, and where there is room for improvement. We will conclude with strategies companies can adopt to close the gap between the experiences they curr

9、ently offer and the ones employees want. A series of recommended actions will help ensure that organizations have the right people with the right skills in the right roles to stay competitive in the newly reignited war for talent.72% of executives recognize that EX is a high priority or essentialThe

10、 new war for talentCeridian 2021-2022 | Executive Survey | 3A 2019 Willis Towers Watson study revealed a clear link between EX and an organizations superior financial performance. The study found companies demonstrating a strong EX consistently beat others in their sector by two to four percentage p

11、oints across key performance metrics, including return on assets and equity, one-year change in profitability, and three-year changes in revenue and profitability.Why is this the case? Employees serve as the foundation of an organizations lifeblood activities, including building a compelling interna

12、l and external brand, creating and marketing products, maintaining efficient operations, and offering a stellar customer experience. When your employees do not have an exceptional day-to-day experience, your workforce will not be optimized, and a workforce that isnt optimized is likely to fall short

13、 in one or more of these areas.Employee experience is linked to business successCeridian 2021-2022 | Executive Survey | 3Ceridian 2021-2022 | Executive Survey | 4Our Executive Survey illustrated that COVID-19 accelerated the rate of technology adoption. For instance, 42% of respondents shared that t

14、he pandemic gave their digital transformation efforts a boost, and 79% agreed that overall digital maturity increased over the last year. What companies are doing rightReported change in digital maturity post-pandemic:*APACCanadaEuropeU.S.37%54%49%43%APACCanadaEuropeU.S.3%1%0%1%APACCanadaEuropeU.S.6

15、%3%4%6%APACCanadaEuropeU.S.24%15%13%10%APACCanadaEuropeU.S.30%25%34%40%Somewhat increasedSignificantly decreasedSomewhat decreasedNo changeSignificantly increased46%33%15%5%1%Results by region“The level of post-pandemic digital sophistication is truly impressive. Now we just need to ensure that orga

16、nizations are leveraging human capital management tools to their full potential and capability.” ALEXANDRA LEVIT, FUTURIST AND AUTHORCeridian 2021-2022 | Executive Survey | 4*Asia-Pacific region countries that were included in the survey: Australia, New Zealand, SingaporeCeridian 2021-2022 | Executi

17、ve Survey | 5APACCanadaEuropeRemote working/collaboration tools83%81%82%88%Advanced analytics/decision support technologies82%85%85%87%HR/payroll cloud adoption/migration82%86%84%87%Digital learning platforms80%85%84%91%Advanced operations technologies85%87%84%86%U.S.Results by regionMany digital tr

18、ansformation efforts pertained directly to human capital management (HCM) systems and specifically employee experience technology, with 67% investing in HCM infrastructure this year.Obviously, the immediate priority of remote work took center stage, with 41% of respondents investing in remote work t

19、ools ahead of schedule, and 37% doing the same with digital learning. Forty-three percent of participants said theyve already adopted continuous listening and feedback platforms, HR self-service portals, and digital onboarding tools.Results show the percentage of respondents who implemented these te

20、chnologies in line with or faster than planned as a result of the pandemic:Advanced analytics/decision support technol-ogiesHR/payroll cloud adoption/migrationDigital learning platformsRemote working/collaboration toolsAdvanced operations technologiesIncludes “As planned” and “faster” responsesAs pl

21、anned or faster86%86%85%85%84%Ceridian 2021-2022 | Executive Survey | 63%Once every six monthsOnce a yearNeverOnce a quarterOnce a month1%4%24%58%12%APAC3%7%25%53%11%Canada3%10%23%47%17%Europe5%11%19%40%25%U.S.Results by regionHow often does your company send out employee engagement surveys?49%The t

22、op EX technologies respondents plan to adopt in the next 24 months include on-demand or earned wage early access solutions (50%), AI-driven skills matching (49%), career management/pathing (48%), and candidate relationship management (47%).In general, the implementation of technologies such as advan

23、ced analytics and AI to drive employee experience is impressive. The survey found that 85% of respondents are adopting advanced analytics and decision support technologies as planned or faster than planned. Analytics and AI-based data tool usage is either current or planned in the following areas:Th

24、ere are obstacles, however. Despite a proclaimed high level of digital sophistication in their organizations, 72% of respondents are not able to fully execute on technology implementation goals. Forty-one percent cite adoption of AI and automation as a challenge, and 51% are at least moderately conc

25、erned with their ability to effectively integrate human and machine resources. These findings lead to questions about how well tools integrate, whether they are widely adopted within the workforce, and whether they are routinely used to deliver critical EX insights.Fortunately, respondents are also

26、measuring the effectiveness of their EX, with nearly half (49%) tracking employee sentiment on a quarterly basis, 17% tracking it every month, and 23% doing so every six months.Organizations are also using a variety of metrics to measure company culture, a core component of EX. In addition to survey

27、 results, the study found that 43% are tracking online course completion, 41% are measuring the turnover rate of high performers, and 38% are tracking internal-to-external fill ratios.Recruiting and talent management 89%Employee performance and productivity87%Diversity, equity, and inclusion86%8%17%

28、23%Once every six monthsOnce a yearNevermy company does not send out employee engagement surveysOnce a quarterOnce a monthCeridian 2021-2022 | Executive Survey | 6Ceridian 2021-2022 | Executive Survey | 7While organizations investments in employee experience technologies and strategies is promising,

29、 there is a gap between employee expectations and employer realities. Pay, benefits, and recognitionTime after time, research has shown that compensation, benefits, and appropriate recognition are directly correlated with employee satisfaction. OC Tanners 2021 Global Culture Report, a survey of over

30、 40,000 employees and leaders from around the world, found that employees are three times more likely to report an extraordinary employee experience when recognition is embedded in the culture. But less than half of OC Tanners respondents are considering advanced technology to enrich their understan

31、ding of culture and enhance recognition efforts.Similarly, our 2021 Pulse of Talent survey revealed that while pay is the top factor that entices employees to apply for a new role, less than half of our Executive Survey respondents use data tools to inform compensation strategy and pay benchmarking.

32、Where theres room for improvement“Organizations are underestimating the long-term emotional toll the pandemic will take on employees and need to beef up EX to reflect that reality and provide the appropriate support.”ALEXANDRA LEVIT, FUTURIST AND AUTHORWhich of the following best describes how you p

33、lan on maintaining focus on the health and well-being of employees beyond the pandemic? Select all that apply.52%Providing learning resources, webinars, and other communications about health and well-being48%Investing in technology to support productivity and higher value work (e.g., automating manu

34、al processes)44%Investing in technology to better support employee financial wellness (e.g., flexible/on-demand pay)43%Regular employee surveys to understand sentiment39%Reconsidering our benefits package offerings38%Implementing more flexible schedules and time-off policies33%Expanding EAP programs

35、 and initiativesResults by regionJust over half (56%) of Pulse of Talent respondents said they were happy with their benefits and a 2021 Pulse of the American Worker study found that 75% of all workers factor benefits into their decision of whether to stay or leave a job. Interestingly, though, our

36、Executive Survey indicated that beyond-the-basics benefit options are not an especially high priority.For instance, our research found that only 39% of respondents are reconsidering benefits offerings to better support post-pandemic health and wellness, and 42% offer or plan to offer workplace flexi

37、bility beyond remote work such as flexible hours in the next two years.These numbers put EX effectiveness in a vulnerable position because todays workers expectations are rising. As an example, according to the 2021 USA Today/Bright Horizons Modern Family Index, half of working parents want their em

38、ployers to offer flexible work hours, and 46% want their employers to offer childcare either consistently or when there are emergencies. 43%43%45%50%APAC39%41%45%52%Canada43%37%53%45%Europe46%54%50%60%U.S.45%40%35%38%42%38%31%40%34%32%31%35%Ceridian 2021-2022 | Executive Survey | 8Investing in futur

39、e learning and workforce reskillingImproving employee experienceBeing able to assemble teams using non-traditional sources and a variety of employment arrangementsMeasuring skills against business objectivesRedesigning jobs (e.g., creating new jobs to oversee smart machine partners, deconstructing j

40、obs into tasks)Redesigning organizational structureInvesting in HCM technology infrastructureHow do you believe your organization sees the following in terms of priority?Career development and skills acquisitionCareer development and skill building are very important tools for employee retention. In

41、 Ceridians 2021 Pulse of Talent research, of the respondents who planned to leave their jobs, 58% cited reasons related to a lack of career development. Thirty percent were considering a move because they like to take on new challenges every few years, and 28% said they dont get the right career opp

42、ortunities where they are. Further underscoring the importance of investing in development, the 2021 Gartner TalentNeuron report found that 58% of the workforce will need to develop new skill sets to do their jobs successfully in the near future.Our Executive Survey showed that organizations clearly

43、 understand the importance of learning and development: 74% of respondents called “investing in future learning and workforce reskilling” high priority or essential. But when we dove deeper into specifics, less than half (39%) percent said they offer or plan to offer regular conversations about care

44、er opportunities, and just over one-third (36%) said they prepare employees for careers at different life stages. This calls into question organizations ability to improve retention.Perhaps most telling is that just over one-third (39%) of respondents currently use tools to identify disengaged or fl

45、ight risk employees. In other words, when an EX is truly broken, organizations may not find out until its too late. With the war for talent raging on, every opportunity to prevent employee churn is critical.Includes “high priority” and “essential” responsesImproving employee experience69%69%68%79%Me

46、asuring skills against business objectives74%66%62%76%Investing in HCM technology infrastructure70%65%58%75%Redesigning organizational structure72%65%60%72%Being able to assemble teams using non-traditional sources and a variety of employment arrangements70%67%57%71%Redesigning jobs (e.g., creating

47、new jobs to oversee smart machine partners, deconstructing jobs into tasks)71%64%54%71%Investing in future learning and workforce reskilling73%70%72%80%APACCanadaEuropeU.S.Results by regionHigh priority or essential 74%72%70%67%67%65%66%Ceridian 2021-2022 | Executive Survey | 9The first step in refi

48、ning your employee experience is to understand how it looks today. First, examine how different types of employees (full-timers, part-timers, contract workers, hourly workers, junior professionals, leaders, etc.) feel and behave. Then, consider the messages they receive from talent acquisition throu

49、gh onboarding, learning, performance, and departure. Where do employees encounter the critical “moments that matter” and how does your organization use technology and human interaction to dialogue about these moments? For example, the first day of work for a recent college graduate who is starting a

50、 new career is a “moment that matters.” Especially if the new hire is remote, care must be taken so their experience makes them feel informed, welcomed, and valued by supervisors and co-workers.By mapping your employees journeys, you will identify where your EX is not as strong as it could be and ca