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How leadership, culture and data define profitable employee experiences


Untap and use the right data to drive innovation, retention and profitability

Workers want flexibility in the hours they work, the place they do their work and the way they’re rewarded and compensated. Employers need an agile workforce that can quickly be scaled up or down depending on need and skills. Meeting all of these expectations defines a productive, engaged workforce.

Data can guide and shape a profitable work experience, one that is rewarding for employees and drives the outcomes that are important to employers. Harvard Business Review Analytic Services conducted a pulse survey sponsored by Alight to investigate what types of data employers should be using and how to break down barriers to integrate data across the enterprise.

Look at more than just HR data

Employers often neglect vital data that can be collected outside of traditional HR data, preventing a 360-degree view of employees. For example, employee choices and behaviors around their health and financial wellbeing can predict downstream impact of those decisions, like turnover, predictive analytics around retirement, attrition and health equity.

Types of data being used today to shape the work experience

Human resources data (i.e., payroll, engagement surveys, talent management solutions) 71%
Company surveys sent to employees 62%
Finance data 28%
Wellbeing and wellness data 25%
Customer relationship management (CRM) data 13%
Enterprise resource planning (ERP) data 13%


Data silos stand in the way of integrated insights

What is standing in the way of collecting and analyzing the data that provides a 360-degree view of the employee experience?

Poorly integrated applications/technical infrastructure 43%
Differing departmental goals regarding data 39%
Corporate culture can be resistant to sharing data 30%
Legacy systems 28%
Poor accessibility to data 25%
Company growth via mergers and acquisitions 14%


Leaders score a C on prioritizing the use of data

The most effective way to impact change is for leaders to establish a clear data agenda. Respondents to the study say that a lack of prioritization by leadership is one of the biggest challenges when it comes to using data to derive insights about the employee experience.

77% of respondents

rated their organizations a 7 or less out of 10 (with 10 being extremely high priority), indicating their organizations were not doing a very good job of measuring the outcome of employee experience initiatives.

Less than 20%

say their organization is doing a very good job very good job of measuring the outcome of employee experience initiatives.

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