人力资源团队崛起成为业务增长的驱动力++The+Rise+of++People+Teams++as+A+Business++Growth+Driver

ualtrics

2023STATEOFHRREPORT

Theriseof

peopleteams

asabusiness

growthdriver

01

2023STATEOFHRREPORT

Theriseofpeople

teamsasabusiness

growthdriver

AccordingtoournewresearchonseniorHRexecutivesacrosstheglobe,thestrategicroleoftheChiefHumanResources

Officer(CHRO)ischanging.

Andwithit,thedynamicoftheC-Suite.

EmployeeExperience(EX)isnolongersomethingthat

existsonlywithinHR–itnowrequiresanddemands

participationfromthewholeorganization.

Fromdevelopingexperience-centricculturesandfocusingonDEI,toheightenedawarenessofwell-beingandscaling

throughtechnology,theHRfunctionisn’tjustthegluebetweenemployeesandtheorganization–it'sacriticalgrowthdriver

that’sasinvaluabletothebottomlineasmarketing,sales,orR&D.

Andthemostessentialcomponentinthis

entireprocess?People.

Ateverystageoftheemployeejourney,HRleadersareusingExperienceManagement(XM)practicestoequipbusiness

leaderswiththepeopledataandinsightstheyneedtomakesmartdecisions,workcross-functionallytoconnectthatdatatospecificoutcomes,andinfluenceorganizationalstrategytoimpactbothtop-andbottom-lineresults.

Tobetterunderstandthismomentandgiveyouthetoolsto

meetitheadon,weaskednearly1,000seniorHRleaders

locatedaroundtheworldtoreporton:

ThecurrentstateoftheirworkandtheworkofHRteams

Theevolutionoftheirrole,aswellasHRasawhole

What’simportanttothemrightnow

TheirareasoffocusandconcernasEXmanagement

continuestoevolve

Butasyoureadthisreport,remember:thisisasnapshotof

what’shappeningrightnow.Andtherateofchangewillonly

continuetoincreaseasitbecomesbothpertinentand

necessaryfororganizationstoevolvetheirexperience

programstomeettheneedsoftomorrow.

Withoutadoubt,thosewhofailtoactnowwillfallbehind.But

thosewhoseizethisopportunityhaveachancetoredefinethe

employeeexperience–andbusinessgrowth–asweknowit.

Ifthisawakensandinspiresyou–great!That’spreciselythe

responseyourpeersneedfromyoutocarrythetorch–thatis,

championtheroleoftheHR–goingforward.

02

Meetthe

experts

DrCeceliaHerbert

PsyD,XMP,PrincipalCatalyst,

XMInstitute

MatthewEvans

HeadofEmployeeExperience

ProductScience

TaliaQuaadgras

SeniorResearchAssociate,

XMInstitute

DrAntonioPangallo

PhD,PrincipalEXProductScientist

MoiraDorsey

XMP,PrincipalCatalyst,

XMInstitute

SarahMarrs,MSc

DirectorofEXStrategyExecution

ualtri

DrBenjaminGranger

PhD,XMP,HeadofEXAdvisoryServices,

ChiefWorkplacePsychologist

Qualtrics

nsttuteTM

Thedataforthisreportcomesfromthe“Global

Study:HRExecutivesandXM”thatQualtricsXM

InstituteconductedinQ4of2022andQ1of2023.

CS

03

Contents

1

2

3

4

5

6

The4trendsdefiningthefutureofHR

TheCHROisthenewestbusinessgrowthexecutive

UpskillingtomeetthemomentisHR’stopfocusarea

ThefutureofEXmanagementliesinlistening,notjustsurveying

Alackoforganization-widestrategyisputtingEXprogramsatrisk

Abouttheresearch

04

Trends

overview

TREND1

TheCHROisthenewest

businessgrowthexecutive

WhenweaskedHRleadersabout

theirrolesinapost-COVIDworldofwork,nearlythree-quarters(74%)reportedthattheHRfunctionis

moreinvolvedinthecompany’s

strategicinitiatives,comparedto

pre-pandemic.

Additionally,9in10HRleaders

reportedagreeingorstrongly

agreeingthatexperience

management(XM)–connecting

bothexperienceandoperational

datatoimprovethefourcore

experiencesofbusiness–willbe

animportantcapabilityforHR

organizationsinthefuture.

TREND2

Upskillingtomeetthe

momentisHR’stop

focusarea

Accordingtoourresearch,HR

leadersreported“employeetraininganddevelopment”and“talent

attractionandhiring”astheirtop

focusareasfortheyearahead.

Butdevelopmentisn’tjust

employee-specific.HRleaders

shouldandneedtoinvestin

themselves,aswell.

Byupskillingtomeetthemoment,HRleadersensuretheyhavethe

XMskillsandcompetenciesto

notonlynavigatethenewworldofHR,butalsoconfidentlymanageandovercomedisruption,increaseorganizationalagility,andprepareforunexpectedchange.

TREND3

ThefutureofEXmanagementlies

inlistening,notjustsurveying

HRleadershavemadeastronomicalstrideswhenitcomestofeedbackprograms.

Infact,overhalf(58%)oftheHRleaderswho

surveyemployeeengagementsaytheyreachoutforemployeefeedbackatleastfourtimesayear.Butcadenceisn’ttheonlyfactororganizations

shouldconsider.

Thenextevolutionofthisprocessistogobeyondtraditionalmethodsofsurveying.Withthisshift,organizationsgiveemployeestheopportunityto

dictatethethemesimportanttothemandprovidefeedbackintheirownwords.Bymovingfrom

surveyingtolistening,organizationscangaina

deeperunderstandingofthe‘momentsbetweenmoments’andcreateamoreholisticviewofthe

employeeexperience.

TREND4

Alackoforganization-wide

strategyisputtingEX

programsatrisk

Whenitcomestohavingand

communicatingaclearvision

andstrategyforEX,oneinthree

HRleadersciteditasamajor

obstacletotheirorganization’s

futuresuccess.

Rightnow,HRleadersareatthe

helm,chartingapathforhowtheir

organizationsoperateateverylevel

tobuildamoreexperience-

centricculture.

HRleadershavecementedthe

importanceofwhattheydo,butto

continuemovingforward,it’scritical

theyachievestrategicalignment

acrossthewholeorganization.

PEOPLETEAMS

Engage_Lifecycle_Analytics_

TREND1

TheCHROisthe

C-Suite’snewest

businessgrowth

executive

Trend1

06

WhenweaskedHRleadersabout

theirrolesinapost-COVIDworld

ofwork,nearlythree-quarters

(74%)reportedthattheHR

functionismoreinvolvedinthe

company’sstrategicinitiatives,

comparedtopre-pandemic,

whereasjust6%reportedbeing

lessinvolved.

Nowmorethanever,strategicHR

operationsarebeingrecognized

asthedrivingforcebehind

organizationalgrowthand

innovation,whilesimultaneously

deliveringgreaterefficiencies.Thisincludesconnectingpeopledata

tobusinessoutcomes–for

example,identifyingwhichspecific

employeeexperience

improvementsdrivecustomer

experienceoutcomes–and

collaboratingcross-functionallytoachievethoseoutcomes.

Butthat’snotall.Ourresearch

alsofoundthatmoreandmore

valueisbeingplacedonXM,and

thatstakeholdersarelookingto

HRleaderstosignificantlyimproveXMcapabilitiesinthefuture.

AndasXMisallaboutconnecting

bothexperienceandoperational

datatoimprovethefourcore

experiencesofbusiness

(customer,employee,product,

andbrand),thiscouldmeanthat

HRleadersaremovingtowards

beingthestewardsandleadersof

experiencedesignand

organizationalgrowth.

Inthenearfuture,HRleadersmay

beresponsibleforimplementing

newtechnologiestocollect,

understand,andactonexperience

dataorganization-wide–aswell

asdevelopingthecompetencies

requiredtocreategreat

experiencesforeveryoneand

establishingXM-centricbehaviors

andpractices.

SonotonlyareHRleaders

developingtheirownXM

capabilitiesasindividuals,they’re

takingtheirorganizationsonthat

journey,too.

“ThenewstandardforHRleadersistohave

criticalpeopledatainhandthatinformshowwebuildasustainablefutureforboththe

businessandemployees.”

DR.CECELIAHERBERT,PSYD,XMP,

XMINSTITUTE/PRINCIPALCATALYST

Insightsacrosstheworld

HRleadersinBrazilmostfrequentlyagreedthattheyarenowmoreinvolvedintheircompany'sstrategicinitiativescomparedtobeforeCOVID-19,at86%

Yet,HRleadersinSingaporemostfrequentlyreportedadecreaseintheirHRorganizationsinvolvementincompanystrategicinitiativesat13%

Source:XMIGlobalStudy:HRExecutivesandXM

78%

85%

PercentageofHRleaderswho

agreedorstronglyagreedthat:

XMwillbeanimportantcapabilityforHRorganizationsinthefuture

SuccessinXMwillbecriticaltotheirowncareersuccess

HRwillbeverysignificantlyor

significantlyinvolvedinimprovingXMoverthenextfewyears

84%

07

GiventheincreasedimportanceofaneffectiveXMstrategy–

asmeasuredbyitsimpactonorganizationalandcareer

outcomes–HRleadersshouldusethisopportunityto

demonstratehowvaluabletheyareinhelpingorganizations

drivegrowthandmovethroughchange.

Inparticular,HRleaderscantaketheleadinestablishingthe

connectionbetweenEXdataandmetricsthatimpactcustomerexperienceoutcomes.AndmostHRleadersaretakingstepstobetterunderstandthevalueofthisconnection:accordingto

ourresearch,81%ofrespondentssaidunderstandingthe

connectionbetweenemployeeexperience(EX)andcustomer

experience(CX)wouldbevaluableorextremelyvaluable.

Yetdespiteitsimportance,there’sagapbetweenseeingthe

valueandhavingthecapabilitytodeliver–asjustoneinthreeHRleaders(31%)saidtheirorganizationiseffectiveat

identifyingtheelementsofEXthathavethestrongestimpact

ontheirorganization’sCX.PoorintegrationacrossEXand

CXsystems,poordataquality,anddataprivacyacrossmultiplesystemswerealsocitedasbarrierstofullyconnectEXand

CXprograms.

Drivingbusinessvalue—theimpactofEXonCX

92%ofHRLeadersintheUSseetheabilitytobetter

understandtheelementsofEXwithanimpactonCX

as'valuable',alongwith88%ofHRleadersintheUK

Meanwhile,just66%ofHRleadersinFranceand63%ofHRleadersinJapanself-reportedseeingtheabilitytobetterunderstandtheelementsofEXwithan

impactonCXas'valuable’

Source:XMIGlobalStudy:HRExecutivesandXM

08

ualtrics

PEOPLETEAMSEngage_Lifecycle_Analytics_

Qualtrics

cross

Just1in3HRleadersknowwhichEX

effortsaffectCXsuccess.WithCrossXM,you’llknowthemall.

CrossXMsecurelyconsolidatesand

connectsallyourexperiencedata,enablingyoutoidentifypreciselywhichEXlevers

drivecustomerexperienceoutcomes.Seewhatactionstotaketokeepyourpeople

andcustomersengaged,andhowyourXM

programscomparetotherestof

yourindustry.

It’stimetodemonstratetheROIofyouremployeeexperienceinitiatives.

LEARNMORE

09

ThestrategicroleHRleadersaremovingintoshowcases

thevalueoftherelationshipbetweenemployeeand

customerexperiences.Thisstartsbycollaboratingwiththeir

peersinCXfunctionsonprojectsthatconnectfrontline

employeeexperiencewithcustomeroutcomes.

HRleadersarealsostartingtomeasureamoreholisticsetof

KPIsandoutcomesacrosstheemployeeexperience(e.g.,

well-being,inclusion,intenttostay).Thisisacriticalfirstphase

inEXprogrammaturity.

Thenextfrontieristounderstandhowthosedriversand

attitudinaloutcomes,inturn,driveCXandbusinessgrowth.

Leaderscangetstartedbysimplybuildingrelationshipsacross

EXandCXteamswithintheorganizationanddetermininghow

to

diffuseXMcapabilitiesa

crossthesetraditionalinternalsilos.

WhenHRleadersfocusondeliveringgreat

employeeexperiences,theybolsterengagement–whichkick

betterexperiencesforall.Ofcourse,realizinghowtoconnect

starts

avirtuouscycleth

atleadstohappiercustomersand

thedotsis

oneofthemostpersistentchallengesfor

organizations,andmostcompaniesstruggletomanagethis

combinedapproach.

Team

Outcomes

RationaleforEX+CX

HR

HighlightsthatHRisavaluecenterShowstheimpactofEXdriving

toplinebusinesssuccess

AlignHRwiththeC-Suite

HighlightsthatHRisavaluecenterShowstheimpactofEXdriving

toplinebusinesssuccess

TransformHRintoac-suite

valuedriver

CXDrivesinvestmentinpeoplewhile

reducingcosts

Addsanewlevelfor

customerretention

PrioritizeareasofopportunityGetmorelinesofbusinessto

drivesuccess

Leadwithcustomer-centralityAlignCXwiththeC-Suite

Decreasecosts

Increasecustomerand

employeeretention

Guidebusinessdecisionsbasedon

customerandemployeeoutcomes

BringsC-suiteintothepicture

Source:CombiningyourEXandCXtofuelbusinessgrowth

10

Actionstepsfor

HRleaders:

1Understandwhereyourorganizationsitswithinthefivestages

of

XMMaturity.

2LearntheCXoutcomesatyourorganizationthatcanbeinfluencedbyEX

driversandaddressthe

fourcategoriesofEXandCXalignment.

3DevelopacompellingvisionforthefuturestateofEXforyourorganization

andcrafta

nEXroadmapto

bringthisvisiontolife.

4AlignKPImetricsbydeterminingtheEXmetricsthatareempiricallylinked

tokeybusinessoutcomes.Then,ensurethatthesearereliablycollected

andreported.

5CommunicatevaluebycreatingandsharingROImodelsthatshowhow

changesinemployeeexperiencesleadtomeaningfulchangesthat

influencethebusinessobjectivesandoutcomestheorganization

caresabout.

6UseEXmetricsasbusinessperformanceindicators,thenintegrateEX

insightsintoexistingbusinessrhythms,suchasquarterlybusinessreviews

ororganizationalscorecards.

PEOPLETEAMS

Engage_Lifecycle_Analytics_

TREND2

Upskillingto

meetthemoment

isHR’stop

focusarea

Trend2

12

Rightnow,topHRleadersarefocusingonrisingtothe

challengesthatlieaheadofthem–bothknownandunknown.

Challengeslike:

Addressingwaningemployeeperceptionsofgrowthand

developmentopportunities

Closinganearly10%experiencegapbetweentalent

attraction/hiringandonboarding

Steppinguptocaptainchangemanagementefforts;efforts

thatcurrentlyrankasthelowestareaofimportanceto

HRleaders

Respondingandadaptingtounexpectedevents(87%ofHR

leadersbelieveit’satleast‘important’toimprovetheirability

toadapttounforeseenchanges–andthatstartswithhaving

therightskills,competenciesandvision)

Whilethesearechallenges,theyarealsoopportunitiesfor

HRleaders.Accordingtoourresearch,CHROsreported

“employeetraininganddevelopment”and“talentattraction

andhiring”astheirtopfocusareasfortheyearahead.Andthat

makessensewiththerisingimportanceofXM(85%agreeor

stronglyagreeXMwillbeanimportantcapabilityforHR

organizationsinthefuture)thatHRleadersareupskillingtheir

peopletomeetthemoment.

Ofcourse,thesefocusareasaregreatnewsforemployeeandorganizationalgrowth,butit’svitalthatHRleadersfocusonhoningtheircraftanduppingtheirXMcapabilities,too.

Inmanyrespects,thisisachancetoleadbyexample–tocementtheimportanceand

benefitsoftraining,showcasetheirownvalue,andhelpmovetheorganizationforwardintherightways.

Growthanddevelopmentareinherentpsychologicalneeds,butthey’realsomajordriversofemployeeengagement.Notonlydoesmeaningfulworkhelpmeetthosebasichumanneeds,butitalsohelpstheorganizationsucceed.

Traditionally,organizationshaveviewedemployeedevelopmentasacosttothebusiness,thisviewpointmustpivot:developmentisaninvestmentineveryone’sabilitytoadapttounexpectedevents.Armedwiththisability,employeesandleaderscanbettersupportorganizationalagilityinthefaceofuncertainty.

Butthat’snottheonlyresult:our

2023EmployeeExperience(EX)TrendsReportsh

owedthatcareerandgrowthopportunitiesaredrivingforcesbehindemployees’IntenttoStay,Well-being,Inclusion,andExperiencevs.Expectationsscores.

HRfocusareasaroundtheglobe

Talentattractionandhiringisatop3focusareafor6outofthe8countries,

butwasnotedasmostcriticalintheUS,with75%ofrespondentscitingthisarea

Employeetraininganddevelopmentisoneofthetop3focusareasforall

countries–38%ofSingaporerespondentscitedthis,and68%ofUSrespondents

Source:XMIGlobalStudy:HRExecutivesandXM

“Duringtimesofuncertaintyandchange,employees

wanttofeelconfidentintheirpathsforwardwith

theirorganizations.Talentmanagementandgrowth

giveemployeesthatfeelingofsecuritytoovercome

uncertaintyandthrivethroughchange.”

MATTHEWEVANS,HEADOFEMPLOYEEEXPERIENCEPRODUCTSCIENCE

13

InNorthAmerica,inparticular,employeesthat

agree/stronglyagreethattheircareergoalscanbe

metare:

13%morelikelytohavetheirexpectationsexceeded

atwork

13%morelikelytohavehigherengagement

9%morelikelytohavehigherstayintentions(3+years)

Source:2023EmployeeExperience(EX)TrendsReport

14

Closingthegaponthe

onboardingexperience

Aneffectiveonboardingprogramensuresthatnewemployeesaresetupforsuccessto

delivervaluetotheorganization.Butrightnow,there’sanexperiencegap:

Unfortunately,thisnewresearchechoeswhatwesawinou

r2023EXTrendsReport.In

Asia-PacificandJapan,inparticular,organizationsneedtodoabetterjobofcreatinggreat

candidateandnewhireexperiences.

Ourresearchshowedthat,comparedtoemployeeswhohavebeenwiththeircurrentemployerformorethansixmonths,newstartershaveamorenegativeemployeeexperience.Theyareless

likelytohavetheirexpectationsmet,lessengaged,lessincluded,andtheyhavelower

well-beingscores.

Intenttostaybytenure

<6months37%

6monthsto2years43%

2-5years61%

5+years75%

Asia-PacificandJapan,2023EmployeeExperienceTrendsReport

PercentageofCHROsfocusedon:

41%

50%

onboarding

talentattractionandhiring

Theseresultsreflectnotonlythechallengesofonboardingstaffinarapidlychanging

environment,butalsohighlightthatwhatworkedinthepastisnolongerdeliveringwhatnewemployeesneed.

Toclosethisexperiencegap,organizationsmustredesigntheircandidateandonboarding

experienceprogramstoensuretheymeettheexpectationsofincomingtalent.Failingtogetthecandidateandonboardingexperiencesrightresultsinpoorerbusinessoutcomes:increased

costperhire,ineffectiveandexpensiveramp-uptime,andultimately,anincreaseinunwantedemployeeattrition.

15

ualtrics

PEOPLETEAMSEngage_Lifecycle_Analytics_

Qualtrics

EmployeeJourneyAnalytics

EmployeeJourneyAnalyticsbreaksdownsilosbyconsolidatingallyourfeedback,

enablingyoutouncoverthemomentsthatmattermosttoyourpeople,automatically

identifytrendsandrisksamongstemployeesegmentsatscale,andtakeactionto

improveexperiencesforeveryemployee.

LEARNMORE

Ifleaderswant

transformationandagility,

changemanagement

isessential

Asreportedinourresearch,change

managementwasthelowest-ratedareaof

importanceforCHROs–butthiscouldbe

arisk.

IfHRleaderswanttransformationandagility

(and87%ofthoseweaskedsaidtheydid!),it’s

vitalthattheyhavegoodchangemanagement

practicesinplace.

ThisisacalltoactionforHRleaders.While

changemanagementisnotalwaysHR’sforte,it’s

anareawhereHRshouldbeleaningintoasthey

continuetheirriseinstrategicimportanceinan

organization.Often,HRleadersdoanincredible

jobtoenlightentheirorganizationwithgreat

insights—butthefutureisaboutbuilding

competenciestoactivatetheorganizationto

respondtorapidchange.

Weseethesecompetenciesaspartofawider

frameworkthatempowersorganizationsto

establishXM-centricculturesthatpermeate

througheveryfacetoftheiroperations.Within

thisframeworkare6keycompetenciesand20

skillsthatallleadersrequiretomakeXM

programsasuccess.

The6Competenciesand20Skillsof

ExperienceManagement

To

establishanXMdiscipline,o

rganizationsshouldfocuson

buildingsixspecificXMCompetencies,eachofwhichis

developedthroughasetofskills.

LEAD

REALIZE

DISRUPT

RESPOND

ACTIVATE

ENLIGHTEN

Lead

XMStrategy

ProgramRoadmap

XMGovernance

Realize

ValuePlanning

ValueDelivery

MetricManagement

Activate

EcosystemCommunications

ExpertiseBuilding

Role-BasedEnablement

Enlighten

X&ODataIntegration

ExperienceMonitoring

InsightsDiscovery

InsightsDistribution

Respond

ImmediateResponse

ContinuousImprovement

StrategicDecision-Making

ProcessIntegration

Disrupt

ExperienceVisioning

ExperienceDesign

ExperienceIntegration

Ultimately,HRleadersneedto

developnewsystemsofaction

totransformhowpeoplethink,

believe,andactwithinthe

organization,meaning:

Nurturingcross-functionalpartnerships.HRcan’t

workalone.Itmustseekoutstakeholdersacrossthe

organizationtoownandimplementchanges;buildauthentic

buy-inandalignmentacrosstheorganization;aswellasmanagethosestakeholdersandmakeadjustments

dependingonagivenstakeholder’slevelofinterestin

andinfluence.

Tailoringsupportbyfunction.Empowerleadersand

employeeswiththeskills,tools,training,andmotivationtheyneedtobringthisnewculturetolife.Forexample,managersmayneedsupportwithactionplanning,peopleoperations

teamsmayneedsupportwithdevelopinganalyticalskills,andsoon.

Mergingwiththebusinessrhythm.Withinsightsgarnered

throughtheorganization’sEXprogram,CHROsshould

showcaselearningsandoutcomesduringquarterlybusiness

reviewsand/oronorganizationalscorecards.Thisreinforcesthe

connectionbetweenemployeeandbusinessoutcomesand

framesEXasanacceleratorofbusinessgoals.

Supportingmanager-levelchange.Aswellasdisruptingold

systemstotransformoperationsandensureagility,

organizationsalsoneedtoempowerthoseclosesttotheir

employees(managers),toensurethevariousuniqueneeds

acrosseveryteamareunderstoodandaddressedthroughout

anyperiodofchange.

17

18

ualtrics

PEOPLETEAMSEngage_Lifecycle_Analytics_

Qualtrics

ManagerAssistTM

WhileHRsetsthepeopledirectionandstrategyfortheorganization,managersaretheoneswhobringittolifeforeveryoneonthefrontline.

ManagerAssistprovidesmanagerswiththetoolstheyneedtodrivemeaningful,

employee-centricchange;meetorganizationalgoals;andfocuson