How Qualtrics evaluates employee morale to build loyalty

By linking employee engagement with other HR data, Qualtrics wants to help companies reduce employee turnover.

What happens if 28% of the company’s staff plan to retire within the next year? This type of rotation may be typical of fast food restaurants, where working conditions are staff come and go as fast as orders, but where employees need to have some years of experience before making a significant contribution to the company is worrisome. However, such a shift is inevitable. Managers have ways – and duty – to improve engagement, transforming an employee who thinks of leaving into an employee who wants to stay.

At least that’s the theory from Qualtrics, which compiled figures from its employee engagement surveys and combined them with data from HR systems, collaboration tools and other sources for build a profile. details of an employee’s thoughts, called the Employee Experience ID. The company will use these “profiles” in its new tool: Employee Journey Analytics. The latter aims to identify key moments when managers can influence employee habits – when hiring or onboarding, when they return from parental leave or take a new PC to work – by looking at employee data global Employee Experience ID.

HRD and DSI: at the heart of the employee loyalty process

You might think that it’s up to the human resources manager to take care of it, but since much of the work today is done using and through IT systems, CIOs have an important role to play at two levels: in integration. of experience management systems. , whether from Qualtrics or others, and ensuring that employees have a positive experience with the company’s IT systems. “The HRD and the CIO are the two people who, firstly, interact with each employee and, secondly, have the greatest impact on their engagement and loyalty”, explained Brad Anderson, president of Qualtrics ’products and services segment. To illustrate the potential influence of CIOs on retention, he refers to the Qualtrics study. It revealed that employees who say they have access to technology that helps them in their work are 158% more engaged. 61% of respondents also say they are encouraged to stay with their company for more than three years.

Forrester raises privacy concerns

Forrester senior employee experience analyst David Brodeur-Johnson expressed concern about the privacy implications of being in-depth in an employee’s survey responses and their relevance to workplace events. Historically, the Qualtrics platform has imposed privacy limits by not allowing managers to divide data into groups of less than six or eight people, thus maintaining the anonymity of individual responses. . “This kind of information is powerful, but if it’s available in a punitive way, we think it’s dangerous,” he explains.

According to him, CIOs have an oversight role in this matter: “CIOs need to establish certain limits on how this information will be used. Do they follow their data management policies, cybersecurity policies? Are they opening up the business to other unforeseen risks, in HR or elsewhere? “. It should be balanced with the possibility of playing an intermediary role. CIOs who support the production of this type of data can be” regarded as strategic partners who seek to gather more insights into the employee experience. “

The evaluation of occupational competence: a competitive field

Qualtrics, mostly owned by SAP, isn’t the only vendor trying to provide a clearer picture of employee morale, and helps employers act on it. Earlier this month, Oracle announced an addition to its Fusion Cloud Human Capital Management suite, called Oracle ME. It includes a feature, Touchpoints, that captures and tracks employee morale and suggests, to the manager, steps to be taken accordingly. The workday also includes similar functionality in its SaaS offering. The company acquired in 2021 Peakon, a system for collecting real-time data on employee welfare, and uses this data to provide recommendations to managers, either as a standalone tool or through integration its human resources management platform.

Meanwhile, Momentive (formerly SurveyMonkey) has added APIs to its core survey platform to exchange data with Salesforce, Teams, and other enterprise apps to provide a broader representation of customer interaction. used for testing in tools such as Tableau or Microsoft Power BI. The problem now, according to Brad Anderson, is that “companies have many different ways of listening, but they are all fragmented.»

Hiring the employee even before their first day

To solve this problem, Qualtrics collects and aggregates more than just data from employee surveys. To create its Employee Experience IDs, Qualtrics also connects to HR software to learn an employee’s position in the hierarchy, recent performance reviews, and important life events such as return from parental leave, management systems in cost to identify frequent flyers, Microsoft Viva to understand team work patterns, and IT service management tools to see how many support tickets an employee has filed and to what extent they is resolved quickly or correctly. Qualtrics does this itself through an integration with ServiceNow, for example.

Thanks to the acquisition of Clarabridge in October 2021, Qualtrics can also evaluate employee sentiment, not only on surveys or support tickets, but also on the public channels of chat platforms such as Teams or Slack, according to Brad Anderson. Conversely, Labor Day can only conduct such an emotional analysis on comments explicitly provided in the free text fields of Peakon surveys. Employee Journey Analytics, on the other hand, provides a moral overview, for the entire company or for groups of employees, around various interactions-hiring, IT support, return from leave for care. Dashboards show the strength and direction (positive or negative) of employee well -being in a graphic way to help HR departments develop action plans.

Finally, Brad Anderson reported that one multinational retailer discovered that when managers messaged or emailed new hires before their first day on the job, they were more satisfied and less stressed with their new work. Of course, ticking boxes are not a substitute for empathy: employees need to feel that these messages are real and not automatic, and managers need to follow up regularly.

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