Reimagining the Employee Experience 2 REIMAGINING THE EMPLOYEE EXPERIENCE

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  • WORKPLACE ESSENTIALS & ENHANCERS FOR THE MULTI-GENERATIONAL WORKFORCE

    SODEXO’S GLOBAL WORKPLACE STUDY

    Reimagining the Employee Experience

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  • SODEXO.COM/WORKREIMAGINED2 REIMAGINING THE EMPLOYEE EXPERIENCE

    INTRODUCTION

    People are the main driving force behind this transformation. Those at the heart of every business, who power operations and business prosperity, are bringing a new set of expectations to work. They’re accustomed to fluid, flexible and finely-tuned consumer experiences that enrich and enhance their everyday lives.

    Employees are seeking workplaces that mirror these experiences and support the convergence of work and life. Many companies understand the need to improve and adapt their offering to meet these expectations; not only to keep pace with competitors, but to become employers of choice that stand out in the market.

    Those passionate about creating a great workplace can draw inspiration from employee perceptions and behaviors to unlock a differentiated experience, one that both resonates with the existing multi-generational workforce, and attracts new talent. For organizations leading this change, data represents the key driver in effective decision-making.

    This report examines key findings and analysis from Sodexo’s Global Workplace Study. The Study was designed to give clear direction to corporate business leaders on how to meet the fundamental needs of their employees and achieve this bold vision for the future of work.

    IN AN INCREASINGLY AGILE AND DIGITAL WORLD, DISRUPTION TO THE TRADITIONAL WORKPLACE BLUEPRINT IS GATHERING MOMENTUM. TECHNOLOGY IS ACCELERATING THIS CHANGE, BUT IT’S ONLY ONE PIECE OF THE WIDER WORKPLACE EXPERIENCE PUZZLE.

    OF CEOs

    rated the need to improve the employee experience an important or very important issue.

    Deloitte, 2019 Global Human Capital Trends

    84%

    https://www.sodexo.com/home/inspired-thinking/work-reimagined-home/work-reimagined-articles.html?utm_source=aawebook&utm_medium=referral&utm_campaign=global-workplace-study&utm_term=&utm_content=wrlink https://www2.deloitte.com/uk/en/pages/human-capital/articles/introduction-human-capital-trends.html https://www2.deloitte.com/uk/en/pages/human-capital/articles/introduction-human-capital-trends.html

  • SODEXO.COM/WORKREIMAGINED3 REIMAGINING THE EMPLOYEE EXPERIENCE

    CONTENTS

    ABOUT THE STUDY 4

    TODAY’S WORKPLACE 6

    EXPERIENCE ESSENTIALS 9

    EXPERIENCE ENHANCERS 16

    CREATING THE WORKPLACE OF TOMORROW

    24

    SUMMARY 28

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  • The Global Workplace Study aimed to uncover key insights into employee expectations in five countries across four continents. This report examines participant responses around 22 workplace services, in relation to their perceived importance and adoption rates within global organizations.

    Sodexo also analyzed the prevalence of specific ‘attitudes’ in the workplace, as well as the interest in emerging spaces that power the employee experience.

    The Study results highlight key opportunities for service enhancement and innovation, and reveal a shift in consumer expectations that’s shaping the future of work.

    SODEXO.COM/WORKREIMAGINED4 REIMAGINING THE EMPLOYEE EXPERIENCE

    ABOUT THE STUDY

    TO HELP BUSINESS LEADERS UNDERSTAND PEOPLE’S PERCEPTIONS OF WORKPLACE SERVICES AND AMENITIES, SODEXO SURVEYED 3,593 EMPLOYEES ACROSS THE GLOBAL BUSINESS & INDUSTRY COMMUNITY.

    18-24:

    18%

    25-34:

    13%

    35-44:

    23%

    45-54:

    24%

    55 and above:

    22%

    Study participants were grouped into five age brackets. While these are not aligned with traditional generational definitions, for the purposes of this report generational labels have been assigned to these brackets. These labels are used throughout this report.

    18-24 = Gen Z

    25-34 = Millennials

    35-44 = Xennials

    45-54 = Gen X

    55 and above = Baby Boomers

    Brazil:

    22%

    China:

    11%

    France:

    21%

    UK:

    18%

    USA:

    28%

    Male:

    56%

    Female:

    44%

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  • SODEXO.COM/WORKREIMAGINED5 REIMAGINING THE EMPLOYEE EXPERIENCE

    ABOUT THE STUDY

    The 22 services featured in this Study Report were selected to represent the broad spectrum of solutions found in today’s workplace. They include services designed to promote health & wellbeing, boost efficiency, maintain work-life balance and encourage personal growth. All of these are onsite workplace services unless otherwise noted.

    Based on existing research that explores key workplace factors, Sodexo grouped the services into two categories: Experience Essentials and Experience Enhancers. Throughout the report, the green icons represent the Essentials and the blue icons represent the Enhancers. The services and categories will be discussed in greater detail in the following sections.

    Reception

    Me etin

    g room

    managem en

    t Ve

    nd ing

    M ai

    l s ervices

    Secu rity

    Breakroom / cof ee

    Training

    Cafe

    IT s

    up por

    t

    C le

    an ing

    Tra ns

    p or

    ta

    tio n

    Tr av

    el s

    er vices

    Ch ildcare

    Clinic

    Reprograp hics

    AV equipment

    Co ncierge

    Salon

    C o

    n venience store

    Car serv ic

    es

    Fitness cen te

    r

    R ep

    ai

    r s ervices

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  • TODAY’S WORKPLACE

  • “We are in the midst of a revolution fuelled by an elite group of brands that are resetting our value expectations,” states Leesman’s The Workplace Experience Revolution report. Today, people expect more. More from the products and services they buy, more from the environments where they live, play and work—and more from those who design and deliver these experiences.

    In the workplace, these ‘value expectations’ endure. At the heart of this transformation is a clear set of personal priorities, all of which tie to overall quality of life. These include fundamental needs around health and wellbeing, personal growth and a sense of connectedness, along with the need to work effectively and efficiently.

    The People-Focused Workplace

    All organizations want their people to perform well. Productivity is a key objective and the lifeblood of sustained business performance. However, Leesman’s report reveals that 40% of employees globally do not believe that their workplace enables them to work productively.

    For many employees, something is missing. The fundamental factors that facilitate engagement and individual achievement are not being fulfilled by their workplace.

    Further research, from independent consultancy firm Barnett Waddingham, highlights the disconnect between what people need and what employers are providing them. For example, only 19% of employees agreed that the level of wellbeing in their organization is high, compared to 61% of employers.

    Leaders have inherited companies that have traditionally focused on real estate and assets, rather than their people. In these companies, the workplace experience is dictated to employees rather than being shaped by them. The challenge and opportunity comes in steering away from this top-down approach, to develop people- focused experiences and offerings.

    Organizations can unlock lasting human impact and differentiate the employer brand by designing the workplace experience around employees and constructing it from the ground up.

    SODEXO.COM/WORKREIMAGINED7 REIMAGINING THE EMPLOYEE EXPERIENCE

    TODAY’S WORKPLACE

    SET AGAINST THE BACKDROP OF SEISMIC SOCIETAL AND CONSUMER SHIFTS, THE MODERN WORKPLACE HAS NO CHOICE BUT TO MOVE WITH THE TIMES.

    https://www.leesmanindex.com/wp-content/uploads/2018/09/Leesman-EwX-Book.pdf https://www.leesmanindex.com/wp-content/uploads/2018/09/Leesman-EwX-Book.pdf https://www.barnett-waddingham.co.uk/comment-insight/research/2019/01/22/bridging-gap-meaningful-and-productive-employment/#sform https://www.sodexo.com/home/inspired-thinking/work-reimagined-home/work-reimagined-articles.html?utm_source=aawebook&utm_medium=referral&utm_campaign=global-workplace-study&utm_term=&utm_content=wrlink

  • BUILDING A DIFFERENTIATED WORKPLACE EXPERIENCE

    Frederick Herzberg’s Two-Factor Theory introduced thought around workplace ‘satisfiers’ (factors that promote job satisfaction) and ‘dissatisfiers’ (factors that cannot increase job sa