INTRODUCTION
The Workplace Intelligence Report started with an ambitious idea: analyze the most important aspects of the workplace and uncover the trends impacting it. We set out to understand how business leaders and employees perceive work today in the context of these trends by addressing two important questions:
Diversity & Inclusion
What’s causing businesses to take action on Talent-related issues?
What is the perceived business value of addressing these issues?
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Introduction
The high-value perception of Talent-related issues vs. a lack of action
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Hiring & Onboarding
The Multigenerational Workforce
Transparency, Values & Culture
An example: While the thinking on Diversity & Inclusion in the workplace has evolved since the 1960s and the initial days of affirmative action, the application of that thinking in the workplace and the technology to support it did not develop at the same rate. Movements like #MeToo caused businesses everywhere to look for ways to implement new approaches and come up to speed quickly. The emergence of new technologies like artificial intelligence, machine learning and automation to help minimize bias in pre and post-employment practices hit the market at a revolutionary speed at about the same time businesses were jarred into looking for new approaches. Most companies today understand the value of D&I, yet our data shows that there is more intent than action on the matter.
Engagement vs. Longevity
People Strategy
INTRODUCTION
1.
2.
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Diversity & Inclusion
Competitive Advantage Through Talent: Today’s Business Imperative
Hiring & Onboarding
The Multigenerational Workforce
HRWins and Greenhouse surveyed 1,312 businesses with a minimum of 1,000 employees in the U.S. and U.K. in two separate surveys. In a second research initiative, we surveyed 4,013 employees at levels from staff member to Vice President in the U.S. and U.K. to better understand how employees and employers hold the same perspective, and where their perceptions differ.
The importance of recruiting and retention vs. the lack of training and structured process in these areas
Hiring & Onboarding
Transparency, Values & Culture
Current State of Work: Leaders Caught in the Crossfire
Transparency, Values & Culture
Introduction
Engagement vs. Longevity
Two disruptions are challenging today’s business leaders, both with significant impact. First, the rapid advances in work and Talent-related technology that continue to enter the market. The second is our challenge in coming to grips with cultural, demographic and societal shifts that are changing the workplace. Business leaders focused on Talent-related issues are caught between these two disruptions, and both are happening at faster rates than anyone could have a chance to keep up with, let alone harness and leverage them as an innovative leader. Each is impacting the expectations employees and leaders have of their workplace and the technology that supports it.
People Strategy
The Multigenerational Workforce
Introduction
GREENHOUSE IN PARTNERSHIP WITH HRWINS
As we explore the research results in the data, we find many conflicts that need justification:
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Diversity & Inclusion
People Strategy
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Engagement vs. Longevity
Looking at the data alone, some of the results are disappointing at first glance. A pessimist would conclude that this is just more of the business saying that Talent-related issues are strategic priorities, while not putting any money toward taking action. However, after validating this data into field interviews and considering the pace of workplace transformation, it seems to be more of a direct reflection of where we are in solving the problems vs. a picture of the market sitting on its hands.
The lack of change in approaches to hiring and managing Talent vs. ongoing record-low global unemployment
15
People Strategy
%
Research and Development
28
Company Culture
Reducing Operational Costs
%
%
Banking/Financial Services/ Insurance
People Strategy
%
56
4th Concern
%
%
35
Introduction
%
33
20
11
%
%
16
17
22
People Strategy
Sales and Marketing
4th Concern
7
2nd Concern
1st Concern
35
The Multigenerational Workforce
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4th Concern
%
%
%
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2nd Concern
Transportation/Warehousing
%
%
42
%
Increasing Profitability
%
3rd Concern
%
3rd Concern
30
Education
20
%
33
%
%
17
%
46
Finding and Retaining Top Talent
Managing through Financial and Unforeseen Market Conditions
4th Concern
%
%
%
34
Diversity & Inclusion
23
%
%
%
%
%
2nd Concern
16
25
18
%
Food/Beverage/Restaurants
%
You’re Only as Good as Your People Strategy
%
26
Introduction
People Strategy
22
%
%
2nd Concern
3rd Concern
22
%
33
Increasing Profitiablity
%
Hiring & Onboarding
29
26
28
How do Talent-related issues stack up against other concerns in your business? They rank as two of the top three business concerns, according to business respondents. It's no surprise to see improving workforce productivity as a top-of-mind business concern for leaders across the enterprise. Since 2010, labor productivity has been lower than at any other time previously, according to the U.S. Department of Labor. The second Talent issue that weighs on the minds of businesses is finding and retaining top Talent. This topic has become headline fodder as we experience sustained record-low global unemployment and an increasingly challenging skills gap. According to a Hays study, 75% of employers say they are experiencing a skills shortage.
%
Finance and Purchasing
%
%
16
Diversity & Inclusion
%
1st Concern
0
3rd Concern
People Strategy
Retail
1st Concern
2nd Concern
2nd Concern
%
%
4th Concern
%
39
35
14
Improving Workforce Productivity
4th Concern
All Business Respondents
Workforce Diversity
6
Consumer/Personal Services
18
%
Transparency, Values & Culture
%
19
%
Arts/Entertainment/ Recreation
12
Transparency, Values & Culture
40
Sales and Marketing
4th Concern
Healthcare/Social Assistance
%
30
%
%
31
%
2nd Concern
%
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The Multigenerational Workforce
%
%
4th Concern
3rd Concern
%
%
37
13
34
%
%
1st Concern
26
Managing Through Unforeseen Financial or Market Conditions
3rd Concern
25
27
Engagement vs. Longevity
%
4th Concern
30
%
31
Talent-related Issues as Top Concerns Across All Roles
Production
%
Other
26
Engagement vs. Longevity
People Strategy
%
3rd Concern
Research and Development
37
3rd Concern
28
%
Hiring & Onboarding
%
%
Operations/ General Administrative
25
%
2nd Concern
%
2nd Concern
Production
Construction
%
CEO/President/ Owner/Founder
17
%
%
33
Operations/ General Administrative
Operations/ General Administrative
4th Concern
22
3rd Concern
%
42
20
CEO/President/ Owner/Founder
%
%
CEO/President/ Owner/Founder
%
%
2nd Concern
3rd Concern
%
%
4th Concern
Operations/ General Administrative
Other
Business Services
Other
Operations/ General Administrative
CEO/President/ Owner/Founder
1st Concern
Production
Other
Other
3rd Concern
Production
Operations/ General Administrative
37
Other
1st Concern
18
%
1st Concern
%
4th Concern
%
CEO/President/ Owner/Founder
%
%
Production
1st Concern
3rd Concern
Production
1st Concern
Attracting and Retaining Customers
%
27
CEO/President/ Owner/Founder
%
2nd Concern
%
29
40
Rank of "Finding and Retaining Top Talent"
%
3rd Concern
Finding and Retaining Top Talent
2nd Concern
2nd Concern
30
%
Computer Hardware/Software
%
Industrial Manufacturing
The Multigenerational Workforce
Engagement vs. Longevity
12
%
People Strategy
%
%
34
%
27
4th Concern
25
Finance and Purchasing
%
%
2nd Concern
All Industries
Hiring
Improving Workforce Productivity
%
%
%
%
28
%
CEO/President/ Owner/Founder
%
4th Concern
Recruiting Is Top of Mind Across the Enterprise
%
Hiring & Onboarding
21
%
Transparency, Values & Culture
3rd Concern
%
Professional Services
%
1st Concern
Introduction
33
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Diversity & Inclusion
Operations/ General Administrative
%
47
Do you believe that when an organization is competitive in the following areas there is a direct financial impact on the business?
27
1st Concern
25
%
36
Other
1st Concern
%
%
1st Concern
I Believe
1st Concern
19
%
%
Improving Quality of Products and Processes
Production
%
26
%
40
%
%
%
%
%
%
42
1st Concern
%
3rd Concern
3rd Concern
43
40
2nd Concern
43
Operations/General Administrative
%
Managing Through Unforseen Financial or Market Conditions
%
All Business Respondents
2nd Concern
%
Workforce Inclusion
53
%
%
19
43
3rd Concern
1st Concern
%
18
%
Finding and Retaining Top Talent
%
Reducing operational costs
47
CEO/President/Owner/Founder
%
%
We hope you are enjoying the interactive data and insights in our Workplace Intelligence Report.
20
%
41
Retail
50
46
2nd Concern
1st Concern
38
25
%
%
49
42
4th Concern
1st Concern
%
4th Concern
19
Other
2nd Concern
%
54
11
%
%
40
13
%
23
%
%
4th Concern
CEO/President/ Owner/Founder
2nd Concern
46
Finding and Retaining Top Talent as Top Concern
43
Gender Equality
58
%
50
3rd Concern
%
When It Comes to Talent-Related Issues, It’s Time for Less Talk and More Action
%
2nd Concern
%
3rd Concern
%
%
4th Concern
%
%
2nd Concern
27
%
27
Reducing Operational Costs
16
%
All Industries
%
%
35
%
%
4th Concern
Pay Equity
11
51
Improving Workplace Productivity
33
25
%
2nd Concern
21
22
41
%
4th Concern
%
Healthcare/Social Assistance
39
3rd Concern
%
43
67
33
13
Business Services
%
%
48
Increasing Profitability
31
40
24
2nd Concern
3rd Concern
4th Concern
%
0
%
42
%
41
Attracting and Retaining Customers
Rank of "Improving Workforce Productivity"
22
32
4th Concern
Improving Quality of Products and Processes
26
%
20
1st Concern
33
Consumer/Personal Services
1st Concern
%
%
%
13
4th Concern
19
31
%
52
of CEOs surveyed feel that Talent-related concerns are their most important business problem.
%
Finance and Purchasing
Food/Beverage/Restaurants
34
Operations/ General Administrative
%
50
41
3rd Concern
I Strongly Believe
52
How to Achieve Pay Equity, with Patty McCord (Author, formerly Netflix)
27
29
%
32
43
2nd Concern
35
21
4th Concern
71
1st Concern
27
Our survey results show that the enterprise perceives a clear and striking financial value for People-related issues. However, when we asked which culture-related issues were driving action within the business, the results weren't as compelling. The opportunity is present for leaders in and outside of HR to prioritize on these matters for both cultural and financial gains.
44
1st Concern
Improving Quality of Products and Cost Processes
3rd Concern
3rd Concern
%
52
20
2nd Concern
%
%
26
25
43
27
57
%
Production
%
%
Research and Development
What are the top concerns in your business?
57
19
%
%
27
47
%
Finance and Purchasing
46
18
4th Concern
39
45
34
47
4th Concern
38
Sales and Marketing
Construction
37
The sting of low global unemployment and a widening skills gap is clear when we look more closely at top Talent-related issues. Across the board, finding and retaining top Talent is listed as the number one business issue more frequently than increasing workforce productivity. When we look at the weighting of these two areas across all respondents regardless of department, respondents feel that finding and retaining top talent is more important than improving workforce productivity.
%
Education
11
Attracting and Retaining Customers
of CEOs surveyed feel that Talent-related concerns are their most important business problems.
%
%
%
4th Concern
%
42
26
%
4th Concern
Sales and Marketing
Sales and Marketing
2nd Concern
1st Concern
Banking/Financial Services/ Insurance
37
%
24
33
20
Arts/Entertainment/ Recreation
27
27
3rd Concern
1st Concern
25
11
%
2nd Concern
%
Research and Development
18
Improving Workforce Productivity
1st Concern
Production
%
1st Concern
31
48
29
Sales and Marketing
%
%
16
3rd Concern
41
3rd Concern
%
Finance and Purchasing
40
18
Sales and Marketing
3rd Concern
Talent-related matters of improving workforce productivity and finding and retaining top Talent are spread relatively evenly across the enterprise. This trait is evident for the other issue in the top three business concerns: improving the quality of products and processes.
32
%
2nd Concern
48
%
Transportation/Warehousing
29
36
Computer Hardware/Software
Finance and Purchasing
31
1st Concern
Industrial Manufacturing
Finance and Purchasing
Professional Services
46
%
%
18
%
Research and Development
1st Concern
Research and Development
Sales and Marketing
Finance and Purchasing
Research and Development
Research and Development
Finance and Purchasing
Sales and Marketing
Research and Development
%
Neutral
17
I Agreee
I Strongly Disagree
%
I Strongly Disagree
2%
%
%
Bullying in the Workplace
1%
I Disagree
Inclusion
Between 10 and 12 hours
31
1%
Between 13 and 15 hours
I Strongly Agree
20.36
Computer Hardware/Software
4%
5%
My employer struggles with transparency with employees
19
8%
14%
%
10
%
30
I Agree
%
17
%
Millennials 1981-1994
0
2%
%
Transparency, Values & Culture
5
15
Non-HR Respondents
32
%
I Agreee
Between 4 and 6 hours
18%
8
11
7%
Operations/General Admin
36
%
43
11%
36
26%
Less than 1 hour
%
I Don't Know
17%
2%
Baby Boomers
%
Finance and Purchasing
12
Neutral
%
My employer’s culture encourages transparency with employees.
I Disagree
I Don’t Know
29
42
Research and Development
%
15
%
%
#MeToo Movement
21
9
Between 10 and 12 hours
%
6
%
2%
Less than 1 hour
8
I Don’t Know
%
There is an urgency associated with transparency in the workplace as issues like pay equity, gender equality and inclusion continue to both make headlines and spur action.
I Agreee
5%
I Strongly Disagree
13
21
%
4%
15
Neutral
13%
%
Banking/Financial Services/Insurance
20
12%
22%
Pay Equality
15%
%
%
I Strongly Disagree
7%
%
Politics (Outside the Workplace)
Consumer/Personal Services
Spending three hours or less on People issues.
34%
29%
Over the course of an average month how much time do you spend on People-related issues (hiring, firing, feedback, etc.)?
18%
%
10%
%
15.86
Between 26 and 40 hours
51
14.00
More than 40 hours
7%
Retail
8
%
Between 16 and 25 hours
Arts/Entertainment/Recreation
I Strongly Agree
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%
3%
15.58
17%
I Don’t Know
8.83
%
%
9.43
I Disagree
6%
%
6%
%
Food/Beverage/Restaurants
I Strongly Disagree
CEO/President/Owner/ Founder
Industrial Manufacturing
Companies average approximately 10 People-related conversations per month
7
11%
5.89
18
I Strongly Disagree
Gen X 1965 - 1980
6
%
30
Total
18%
Gen Z 1995–2015
%
I Don’t Know
Neutral
26%
7%
The relative correlation between 66% of our respondents who perceive the positive financial impact of company culture and 50% of respondents who say their company treats culture like a strategic initiative is striking.
I Disagree
6%
Maybe They're Not Engaged Because You Don't Engage Them
Other
25
Transparency, Values & Culture
5
6%
Neutral
%
10
I Don’t Know
%
Between 1 and 3 hours
I Agree
Over the course of an average month how much time do you spend on People-related issues (hiring, firing, feedback, etc.)?
%
36%
23
All Generations
U.S.
%
%
%
%
I Strongly Agree
I Strongly Agree
16%
%
31
My employer’s company culture aligns with its values.
I Agreee
%
29
%
%
I Disagree
I Strongly Agree
10%
24
%
3
Millennials 1981-1994
7
%
Introduction
Diversity & Inclusion
30
14
Diversity
Engagement vs. Longevity
%
6
Download Complete Report (PDF)
%
Hiring & Onboarding
Transparency, Values & Culture
%
I Strongly Agree
18
Hiring & Onboarding
I Agree
The Multigenerational Workforce
Production
3
Transparency, Values & Culture
Engagement vs. Longevity
The Multigenerational Workforce
34
%
%
Introduction
4
11
I Don’t Know
33%
6
Neutral
At the same time, 34% of respondents agree that their employer struggles with transparency, while only 26% disagree with that sentiment.
%
Issues Driving Action in My Business: Please identify which of the following issues you believe are driving some form of action from your employer:
%
5%
%
I Strongly Agree
13%
Diversity & Inclusion
Between 7 and 9 hours
Engagement vs. Longevity
5
How to Build a Strong Company Culture, with Katie Burke (HubSpot) and Ginger Hardage (formerly Southwest Airlines)
%
6
4%
Between 1 and 3 hours
%
38
17
Between 13 and 15 hours
12
32
Just 47% of employers surveyed report that their company culture encourages transparency. In the U.K., fewer respondents strongly agree that their employer encourages transparency compared to the U.S.
Half of survey respondents outside of HR roles report that in an average month they spend three hours or less on People-related issues like hiring, firing and employee feedback. More than one third say they are spending less than an hour per month on these same activities. The average number of conversations per month with a colleague or staff member centered on People-related issues is four.
%
1%
Between 16 and 25 hours
I Disagree
%
I Agree
7.47
2%
%
1%
17%
9%
Download Complete Report (PDF)
6
4%
I Strongly Agree
%
I Don’t Know
Neutral
19
Neutral
17%
8
Exclusion
3
Gen X 1965 - 1980
%
Between 7 and 9 hours
7%
%
%
7%
%
13
%
%
21%
Average Across All Respondents
18
6%
10%
2%
5%
I Don’t Know
12%
I Don’t Know
4
%
8
Baby Boomers
%
%
%
%
37
%
I Strongly Disagree
11.08
37
%
Neutral
%
Transparency, Values & Culture
Transparency, Values & Culture
I Agreee
%
I Strongly Agree
%
35
I Strongly Disagree
Between 4 and 6 hours
6%
%
2
%
U.K.
22%
The Struggle to Gain Employee Trust Is Real
31
Diversity & Inclusion
I Strongly Agree
26%
The Multigenerational Workforce
7%
People Strategy
Culture Will Compel Half of Companies to Greatness
Gen Z 1995–2015
I Don’t Know
6
I Strongly Disagree
%
Hiring & Onboarding
People Strategy
Introduction
I Agreee
I Disagree
8%
Transparency, Values & Culture
I Strongly Disagree
%
I Strongly Disagree
33%
%
20
29
I Disagree
I Disagree
Download Complete Report (PDF)
13%
5
I Strongly Agree
%
Between 26 and 40 hours
%
Healthcare/Social Assistance
56%
12%
6
10%
Transportation/Warehousing
31%
More than 40 hours
%
%
2%
34%
7.83
14
%
%
Non-HR Respondents
14
15%
32%
Over the course of an average month how much time do you spend on People-related issues (hiring, firing, feedback, etc.)?
Education
Gender Equality
15%
All Generations
Neutral
7%
15
Business Services
Sexual Harassment
9.26
Professional Services
I Agreee
1%
7%
26
11.35
Spending one hour or less on People issues.
Construction
Neutral
Sales and Marketing
People Strategy
11.66
In the last 30 days, how many times have you had a conversation with a colleague or staff member at work about a People-related issue? (hiring, firing, feedback, etc.)
%
10%
%
5%
I Disagree
Over the course of an average month how much time do you spend on People-related issues (hiring, firing, feedback, etc.)?
I Disagree
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5%
%
34
%
More than 45% of staff-level employees either don’t know whether their employer even has a Diversity & Inclusion program in place or don’t have a program at all.
Construction
48
Total
52%
Investigations
10%
17
Healthcare/Social Assistance
26
27%
19%
26%
49
83%
Retail
32
Regularly communicate priorities and results back to the entire team
24
15%
48
Business Services
48%
In 2015, 77% of CEOs surveyed in PWC's Global CEO Survey said they had a formal Diversity & Inclusion strategy or a plan to adopt one in the next 12 months. Based on our results, we've drifted off track in just a few short years. D&I is taking on increasing importance in light of today's global political, economic and business environment. The impact that it can have on culture, work environment, brand and productivity demand a higher rate of response. While hiring experts in the field of workforce D&I agree that creating and directing related programs is a solid starting point, business leaders need to take action. Top executives would be well-served to:
48
17%
47
18
18
18%
18%
28
A Positive Impact on Work Environment
No
29
37%
8%
Professional Services
Improved Productivity
Training
68%
40%
Diversity & Inclusion by Industry
22%
44
How Senior Leaders Are Addressing Diversity, with Ellen McGirt (Senior Editor, Fortune)
20%
16
20%
Other
55%
A Direct Positive Financial Impact on Business
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13
Arts/Entertainment/ Recreation
47
25
It's broken. Fix it. Mandatory diversity training, job testing and grievance systems make up three of the top four methods used by respondents' employers to address Diversity & Inclusion challenges. Not surprising, since these tactics have been popular since the 1960s. However, these three areas are also identified as making companies less diverse according to a Harvard Business Review Study.
26
Education
Employees are encouraged to report issues to their manager
56%
25
47
43
All Industries
48
I Don't Know
48
Yes
16
How does your company address Diversity & Inclusion issues in the workplace?
Does your employer have a Diversity & Inclusion Program?
20
19
34
23%
17%
%
%
Establish D&I initiatives as a priority within their company
24%
Hiring & Onboarding
Banking/Financial Services/ Insurance
U.S.
%
The Multigenerational Workforce
%
27%
People Strategy
%
13%
Transparency, Values & Culture
34%
Diversity & inclusion
Transparency, Values & Culture
%
%
30%
Download Complete Report (PDF)
%
Introduction
People Strategy
%
58%
Systemic changes to work processes and/or behaviors
38%
Other
Hiring & Onboarding
U.K.
Yes
Introduction
Engagement vs. Longevity
The Multigenerational Workforce
%
Computer Hardware/Software
Companies in the Arts/Entertainment/Recreation sectors have fewer D&I programs than in any other industry. When it comes to knowing whether a program is in place, employees in Food & Beverage and working at Restaurants are in the dark, unsure of whether a program even exists.
A Positive Improvement to Company Culture
Diversity & Inclusion
7%
53%
8%
%
Employers surveyed directly link Diversity & Inclusion to improvements in culture, work environment, brand reputation and productivity.
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60%
%
Food/Beverage/Restaurants
%
Engagement vs. Longevity
Diversity & Inclusion (D&I) has consistently been shown to have positive impacts on business. More than half (55%) of respondents say their employer has a Diversity & Inclusion program. However, 26% don't know whether such a program even exists.
People Strategy
Engagement vs. Longevity
The Multigenerational Workforce
%
U.K. & U.S.
%
%
Anonymous reporting (phone-line, email, messaging)
Introduction
We All Agree Diversity & Inclusion Is Important. We're Just Not Sure What We're Doing About It.
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Hiring & Onboarding
Consumer/Personal Services
Diversity & inclusion
%
18%
%
Transparency, Values & Culture
Diversity & Inclusion
%
Diversity & Inclusion
%
Traditional Methods to Fix D&I Are Broken. It’s Time to Change the System.
Require ongoing measurement of efforts
%
Diversity & Inclusion
No
%
48%
%
70%
23%
9%
I Don’t Know
Improved Brand Reputation
Industrial Manufacturing
74%
55%
%
I Don't Know
Employees are encouraged to report issues to Human Resources
There Is No Business Value of Diversity & Inclusion
%
%
Transportation/Warehousing
Impact of D&I on the Business
%
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%
25%
26%
Baby Boomers
35
Work From a Remote Office on a Part-time Basis
U.K. & U.S.
I Agree
%
I Strongly Disagree
Being technically competent (working with applications on computer and smartphones) gives employees an advantage at my employer.
I Strongly Disagree
Company Size: 5,000 to 9,999 Employee Generational Demographic: Gen X
%
Gen Z 1995–2015
The Multigenerational Workforce
23
%
Company Size: 100 to 249 Employee Generational Demographic: Gen X
%
I Disagree
%
14
U.S.
%
Gen X 1965–1980
Location: Michigan Industry: Restaurant/Food & Beverage
%
%
I Disagree
30
%
4
%
20
U.K. & U.S.
Yes
21
Gen Z 1995–2015
I Disagree
%
%
%
4
%
32
Neutral
%
30
14
%
U.S.
I Strongly Agree
34
I Disagree
I Disagree
I Strongly Agree
3
%
9
I Disagree
11
I Strongly Agree
%
11
U.K.
I Strongly Agree
17
%
10
I Don’t Know
U.K. & U.S.
15
%
%
U.K. & U.S.
I Don’t Know
I would accept less pay for more meaningful work.
%
The Multigenerational Workforce
15
Location: Lindon, Utah Industry: HR Software
%
%
%
11
Neutral
%
4
%
Location: Florida Industry: Other
I Strongly Agree
4
3
19
%
U.S.
4
46
%
%
%
I Strongly Agree
25
%
38
%
All of the Above
8
U.S.
%
As the Workforce Shrinks, Are We Underestimating the Challenge?
I Strongly Agree
I Strongly Disagree
3
2
14
%
21
%
25
11
11
%
U.K. & U.S.
%
7
6
%
I Disagree
17
Gen X 1965–1980
26
%
%
7
Gen Z 1995–2015
32
Gen X 1965–1980
I Don’t Know
I Disagree
%
6
%
%
%
I Strongly Disagree
I Agreee
20
%
%
15
%
38
I Agreee
%
30
9
I Don’t Know
4
I Disagree
I Disagree
%
I Strongly Disagree
I would accept less pay for more meaningful work.
7
%
2
I Don’t Know
26
I Agreee
4
%
I Don’t Know
3
%
I Strongly Agree
Neutral
%
24
I Agree
33
I Strongly Disagree
I Disagree
3
%
11
25
%
26
Gen X 1965–1980
I Agree
26
%
21
%
14
%
Gen Z 1995–2015
34
9
%
Gen Z 1995–2015
%
%
20
%
7
The Multigenerational Workforce
10
6
8
I am open to working as a freelancer or contractor.
16
26
29
My employer’s work environment has changed to accommodate younger generations entering the workforce.
23
14
7
%
I Strongly Disagree
%
21
15
It’s important to me to find meaning, beyond the contribution made to my employer, in my work.
I Disagree
%
U.S.
12
%
9
14
54
27
8
20
I Strongly Agree
%
4
I Disagree
2
I Agree
%
28
13
I Strongly Agree
30
11
3
%
%
41
23
I Don’t Know
25
2
I Strongly Disagree
%
%
16
4
Company Size: 101 to 249 Employee Generational Demographic: Millennial
Location: Utah Industry: Healthcare/Social Assistance
25
5
%
30
I Strongly Agree
10
I Strongly Agree
%
12
%
I Agree
15
%
I Agree
%
11
Another common assumption prior to our research was that millennials and Gen Z were more willing to work remotely. The data proves that across the board, all workers want the flexibility to work from home, coworking spaces or other remote venues. A whopping 80% of survey respondents agree or strongly agree that they are willing to work remotely.
%
4
%
26
%
%
%
26
17
14
7
2
23
23
3
I Agree
30
%
%
I Agree
Neutral
%
%
Work From Home on a Full-time Basis
%
I Agree
7
%
61
U.S.
%
33
%
23
%
6
I Strongly Disagree
%
%
%
Company Size: 100 to 249 Employee Generational Demographic: Gen X
%
%
%
I Don’t Know
%
Company Size: 3,000 to 4,999 Employee Generational Demographic: Gen X
%
%
%
%
I Don't Know
%
4
21
%
38
39
33
%
%
I Strongly Agree
I Agree
%
%
24
3
%
%
%
Work From Home on a Part-time Basis
%
%
Work From a Remote Office on an Occasional Basis
I Agree
3
24
%
%
%
%
%
50
I Strongly Disagree
%
27
Company Size: 10,000 or more Employee Generational Demographic: Baby Boomer
%
9
I Strongly Agree
3
%
%
%
I Agreee
%
%
I Disagree
7
%
29
%
%
%
%
%
%
%
%
%
%
%
U.K.
Work From Home on a Part-Time Basis
%
%
%
What types of remote work arrangements are offered?
To continue viewing the data and to download the complete PDF report, please complete the following:
%
%
5
Work From A Remote Office on an Occasional Basis
12
%
%
%
34
%
%
Work From a Remote Office on a Full-time Basis
%
Company Size: 500 to 999 Employee Generational Demographic: Baby Boomer
%
%
What types of remote work arrangements are offered?
I Don’t Know
%
%
Company Size: 10,000 or more Employee Generational Demographic: Gen X
Company Size: 500 to 999 Employee Generational Demographic: Baby Boomer
%
51
22
I Don’t Know
27
%
%
Does your employer offer employees the ability to work remotely?
Work From Home on a Full-Time Basis
10
27
Neutral
I Agree
%
%
%
%
%
%
5
%
29
I Strongly Agree
Location: United Kingdom Industry: Transportation
%
I Don’t Know
%
10
10
Baby boomers exiting the workforce is causing challenges for my employer.
I Agree
I Don’t Know
The Multigenerational Workforce
%
I Don’t Know
Location: Florida Industry: Banking/Financial Services/Insurance
19
0
8
%
63
I Don’t Know
%
39
%
I Don’t Know
5
7
Challenging the Assumptions About Generations in the Workforce
I Strongly Disagree
%
I Strongly Disagree
8
27
%
I am open to working as a freelancer or contractor.
I Disagree
%
%
43
24
%
3
%
5
%
%
Neutral
%
I Disagree
%
%
%
I Disagree
I Don’t Know
7
4
%
The Multigenerational Workforce
36
3
I Agreee
I Strongly Disagree
15
Neutral
%
29
34
Millennials 1981–1994
Gen X 1965–1980
%
I Strongly Agree
%
%
24
3
U.S. & U.K.
28
9
38
I Don’t Know
30
%
11
30
38
4
22
Neutral
3
13
4
%
19
44
14
24
%
19
%
Location: UK Industry: Retail
Location: New York, NY Industry: CPG/F&B/Corporate Venture Capital
%
26
I Don’t Know
I Agreee
%
Neutral
31
4
I Strongly Disagree
%
%
29
%
Neutral
9
I Agree
15
Neutral
%
I Strongly Agree
I Agree
%
19
15
I Strongly Disagree
It’s important to me to find meaning, beyond the contribution made to my employer, in my work.
I Disagree
%
%
12
19
%
30
%
I Agree
%
I Strongly Disagree
%
Neutral
%
4
U.K.
%
My employer’s work environment has changed to accommodate younger generations entering the workforce.
Neutral
I Strongly Disagree
%
17
%
%
19
20
4
%
32
22
%
6
20
%
I Disagree
%
14
%
16
Baby Boomers
I Don’t Know
Everyone Wants More Flexibility
I Don’t Know
%
All Generations
%
%
Gen Z 1995–2015
%
%
%
%
I Disagree
%
I Agree
11
%
%
I Agreee
%
20
I Strongly Agree
%
I Strongly Agree
%
I Strongly Agree
%
I Don’t Know
38
%
%
%
25
%
%
54
%
I Strongly Agree
13
%
I Don’t Know
Neutral
4
I Strongly Disagree
Neutral
%
Everyone wants to be paid fair compensation that reflects their work. They also happen to want to find meaning in their work, too. The generational divide may not be as broad as widely believed. While not necessarily willing to take less pay for more meaningful work, all generations in the workforce prioritize the search for meaningful substance in their daily employment.
I Disagree
19
Neutral
Introduction
5
%
I Disagree
27
%
%
Neutral
%
Neutral
I Don’t Know
32
%
%
%
Location: Chicago, Illinois Industry: Data Science Technology
%
%
7
%
I Don’t Know
%
%
%
%
%
Baby Boomers
25
27
7
I Don’t Know
15
2
Baby Boomers
%
%
I Strongly Disagree
I Don’t Know
I Strongly Agree
%
7
I Agree
%
%
I Disagree
%
%
Millennials 1981–1994
28
Baby boomers exiting the workforce is causing challenges for employees.
%
%
U.K.
24
%
15
20
%
%
5
%
%
%
I Agree
%
%
26
I Don’t Know
15
%
%
Neutral
Millennials 1981–1994
%
Download Complete Report (PDF)
31
Neutral
4
%
%
Neutral
I Strongly Agree
I Strongly Agree
%
Company Size: 1,000 to 1,499 Employee Generational Demographic: Millennial
U.K.
I Strongly Agree
10
%
%
55
Baby Boomers
I Strongly Disagree
I Don’t Know
42
3
6
%
The Multigenerational Workforce
41
Maybe we had it wrong. The assumption that millennials, and now Gen Z, will take more meaningful work for less pay appears to be one of the biggest generational misunderstandings introduced in the last decade. When it comes to meaningful work and the amount of pay workers are willing to accept for it, it turns out the younger generations aren't that much different than those who came before them. They are broadly split on the issue, however, and 25% of them are neutral on the topic.
I Strongly Agree
%
27
10
%
%
I Agreee
33
Neutral
%
Transparency, Values & Culture
Neutral
U.K. & U.S.
%
15
The Multigenerational Workforce
27
I Strongly Agree
Location: California Industry: Healthcare/Social Assistance
4
U.S.
Location: Texas Industry: Computer Hardware/Software
6
%
Baby Boomers
The Contingent Workforce Continues to Rise
32
%
11
People Strategy
%
10
Neutral
%
%
Engagement vs. Longevity
%
I Strongly Agree
%
%
Diversity & Inclusion
%
%
%
20
%
35
I Strongly Agree
All Generations
4
25
Gen X 1965–1980
13
Download Complete Report (PDF)
U.K.
%
I am open to working remotely.
36
%
3
%
%
I Strongly Disagree
10
%
%
Transparency, Values & Culture
23
Millennials 1981–1994
%
21
%
%
%
Company Size: 1,000 to 1,499 Employee Generational Demographic: Millennial
All Generations
I Don’t Know
3
%
12
19
%
I Disagree
Our work environments and spaces are changing rapidly across many industries. We know that a coffee shop, home office or coworking space is now just as prevalent as a cubicle, classroom or construction site. Our survey respondents shared the following images of their unique workplaces.
%
18
I Agree
6
27
%
%
Introduction
26
I Strongly Agree
%
Transparency, Values & Culture
%
U.K.
31
Engagement vs. Longevity
%
%
%
Neutral
55
%
40
I am open to working remotely.
%
50
I Strongly Disagree
%
4
8
37
%
16
The Multigenerational Workforce
50
20
%
22
%
%
%
Neutral
The Multigenerational Workforce
%
Diversity & Inclusion
%
18
21
I Don’t Know
Neutral
44
Neutral
%
I Strongly Disagree
I Disagree
%
%
Distributed Work Is the Future
3
%
%
I Strongly Agree
%
5
Company Size: 500 to 999 Employee Generational Demographic: Gen X
27
5
I Strongly Disagree
3
I Disagree
10
6
%
I Strongly Disagree
8
%
I Agreee
%
%
%
U.K.
14
%
37
13
Neutral
14
%
I Don’t Know
Download Complete Report (PDF)
21
I Don’t Know
4
I Strongly Agree
%
35
%
%
I Agreee
16
Meaningful Work Means Something
I Agreee
I Disagree
Approximately half of survey respondents believe baby boomers exiting the workforce is causing challenges for their employers, and about 40% see it as creating challenges for all employees. Today, we’re at about the halfway point to all baby boomers reaching retirement age, and perhaps these metrics are in alignment with the exit, but it seems the challenges related to finding and retaining top Talent aren't going to get any easier given this impending exodus.
%
People Strategy
15
45
I Agree
%
%
36
%
%
%
Myth: Millennials Don't Care About Money
12
18
I Strongly Disagree
%
It’s reported that 47% of the workforce consists of independent workers, meaning they are employed as a contractor, freelancer or independent consultant. All generations currently in the workforce skew toward openness to working as a freelancer or contractor.
42
%
%
%
21
Hiring & Onboarding
%
%
3
9
I Strongly Agree
%
Hiring & Onboarding
%
%
%
3
The Multigenerational Workforce
I Disagree
Neutral
43
I Strongly Disagree
The Multigenerational Workforce
%
%
Engagement vs. Longevity
7
%
I Strongly Disagree
49% of employers report that their work environment has made changes to accommodate younger workers. Most of these changes were triggered by a series of common assumptions regarding millennial and post-millennial (Gen Z) workers’ preferences in the workplace.
9
Introduction
U.K. & U.S.
33
I Strongly Disagree
33
U.S.
28
I Disagree
4
%
3
%
I Disagree
%
%
3
I Don’t Know
17
%
%
%
%
%
33
%
I Strongly Disagree
%
%
%
%
2
I Don’t Know
%
I Strongly Disagree
4
Company Size: 50 to 99 Employee Generational Demographic: Gen X
%
%
4
Hiring & Onboarding
16
%
%
%
I Strongly Disagree
18
I Disagree
%
I Strongly Agree
I Agreee
2
37
%
Other
Neutral
14
53
Diversity & Inclusion
22
13
3
%
Construction
%
45
42
Neutral
26
7
54
%
17
I Disagree
45
38
42
All Generations
%
Neutral
45
31
Company Size: 50 to 99 Employee Generational Demographic: Baby Boomer
Healthcare/Social Assistance
Location: Illinois Industry: Healthcare/Social Assistance
I Don’t Know
16
%
%
10
Neutral
I Strongly Disagree
I Disagree
62
%
36
%
43
U.K.
32
16
Computer Hardware/Software
%
11
38
I Strongly Disagree
I Disagree
2
8
%
Business Services
%
17
40
51
%
Millennials 1981–1994
%
%
39
%
%
30
No
42
19
33
14
Location: Delaware Industry: Industrial Manufacturing
49
I Agree
50
57
32
Location: Washington Industry: Construction
23
7
%
Transportation/Warehousing
22
%
56
Location: South Carolina Industry: Other
Company Size: 1 to 19 Employee Generational Demographic: Gen X
Location: UK Industry: Transportation/Warehousing
38
Food/Beverage/Restaurants
I Agree
I Strongly Agree
Given employees' desire for flexibility, distributed work arrangements can be an extra incentive for people considering whether to accept or continue employment with your firm. Given the challenge of finding and retaining top Talent, employers should consider incorporating remote work policies and the implementation of infrastructure to keep those working remotely connected to their managers and teams.
8
15
Company Size: 1 to 19 Employee Generational Demographic: Gen X
Location: California Industry: Education
30
32
3
%
%
2
Neutral
%
55
%
43
38
Retail
9
53
32
2
I Disagree
I Strongly Disagree
%
%
All Respondents
54% of employers surveyed say they offer employees the ability to work remotely. Those offering remote work arrangements are providing a mix of part and full-time options for working from home or a remote office.
36
People Strategy
%
Industrial Manufacturing
Millennials 1981–1994
7
20
40
26
U.S.
9
19
Professional Services
3
6
12
40
Arts/Entertainment/Recreation
29
%
17
U.K. & U.S.
We hope you are enjoying the interactive data and insights in our Workplace Intelligence Report.
22
Education
All of the Above
12
37
Work From A Remote Office on a Part-Time Basis
Company Size: 251 to 499 Employee Generational Demographic: Xennial
30
13
Of those businesses offering distributed work, doing so on less than a full-time basis, whether from home or a remote office, was prevalent across industries. There is no apparent correlation to industries that would typically have a more significant percentage of highly skilled workers. The opportunity to work remotely is a perk that can be leveraged to improve employee experience and retention in most industries.
46
47
%
58
Work From A Remote Office on a Full-Time Basis
Banking/Financial Services/Insurance
Consumer/Personal Services
Engagement vs. Longevity
Yes
Only 30% of employers in our survey say they’ve adapted their approach to managing Talent to account for shorter average retention times. With all the talk about disruption and the challenges in hiring and retaining top Talent, this is one stat we expected to find more aligned with reality. There was good news concerning employee retention. More than 50% of survey takers on both the employee and employer sides report that employees can easily transition into other departments to gain experience.
%
57
35
%
49
3
%
64
Download Complete Report (PDF)
13
%
%
1
I Don't Know
Do you feel that your current employer offers programs, benefits, or perks that enhance your work-life integration?
51
%
1
%
1
55
%
I Don't Know
%
6
19
%
14
46
%
%
59
%
What is your learning technology/system used for?
66
77
40
27
%
81
%
1
%
Download Complete Report (PDF)
No
58
77
%
%
%
40
1
18
Transportation/Warehousing
Arts/Entertainment/Recreation
75
33
%
%
The Multigenerational Workforce
%
%
8
I Don't Know
14
%
35
77
%
%
54
%
Healthcare/Social Assistance
81
58
%
Employers and employees alike agree the benefits are strong when work-life balance is achieved.
No
%
%
45
35
56
9
Industrial Manufacturing
I Don't Know
%
While more than 35% of employers surveyed feel the amount of time at a previous job doesn't factor into a hiring decision at all, nearly 35% say that it does factor in positively and more than 20% feel that shorter stays contribute negatively to a hiring decision.
%
70
52
83
%
U.K.
U.K.
51
7
41
1
72
U.S.
2
Food/Beverage/Restaurants
Healthier Employees
37
U.K.
82
83
%
ENGAGEMENT VS. LONGEVITY
4
56
People Strategy
%
%
%
32
%
%
%
%
%
Business Services
82
%
3
Diversity & Inclusion
%
Shorter Stays at Previous Employers Factors Positively
77
%
68
47
%
7
1
%
66
1
%
%
The Multigenerational Workforce
%
27
%
Yes
When considering the hire of a new employee, how does the amount of time they’ve spent at their previous employers factor into your hiring decision?
%
%
%
Hiring & Onboarding
Construction
Is employee retention a meaningful metric for your employer?
Employees Aren't Buying "Work-Life Integration"
3
Engagement vs. Longevity
62
2
Hiring & Onboarding
Healthier Employees
18
8
C-Level Executive/ Owner/Founder
Diversity & Inclusion
Across All Respondents
77
%
A Balance Between Work and Personal Lives
Shorter average tenures in the workforce led many to believe that employee retention rates would be less critical. Two-thirds of respondents still look at it as a meaningful metric. It’s especially true for managers and above, but nearly 50% of staff-level respondents rate it as highly meaningful.
%
No
18
A Balance Between Work and Personal Lives
2
15
9
%
%
17
18
I Don't Know
Longer Stays at Previous Employers Factors Positively
30
%
%
86
Introduction
57
Longer Stays at Previous Employers Factors Positively
%
28
35
%
Staff/Individual Contributor
%
%
4
Gen X 1965–1980
%
%
%
4
%
%
Other
Transparency, Values & Culture
%
24
%
Which of the following do you feel is more realistic to achieve?
%
20
40
5
I Don't Know
U.K.
2
%
%
What do you believe the benefits of work-life balance are in the workplace?
Computer Hardware/Software
%
ENGAGEMENT VS. LONGEVITY
38
11
%
%
41
Professional Services
Engagement vs. Longevity
%
%
55
2
7
80
%
%
No
UK
I Don't Know
%
%
Business Services
%
Other
I Don't Know
74
%
70
Industrial Manufacturing
64
67
%
%
Retail
No
%
%
%
Education
1
3
%
%
13
%
Yes
35
12
Yes
47
5
Arts/Entertainment/Recreation
%
%
I Don't Know
U.K.
18
Yes
ENGAGEMENT VS. LONGEVITY
64
No
Yes
Yes
No
Banking/Financial Services/Insurance
39
%
Yes
%
55
38
No
No
Yes
%
Banking/Financial Services/Insurance
To continue viewing the data and to download the complete PDF report, please complete the following:
32
53
%
%
%
56
%
12
%
17
49
Computer Hardware/Software
%
Yes
%
%
61
52
10
Yes
Nearly 60% of U.K. respondents feel that their current employer does not offer programs, benefits or perks to enhance work-life integration, while just over 30% are seeing initiatives in place to create more integration. Stateside, almost 45% of respondents are seeing enhancements aimed at achieving work-life integration.
Consumer/Personal Services
85
Retail
21
No
%
Construction
%
Food/Beverage/Restaurants
62
28
%
Consumer/Personal Services
Transportation/Warehousing
78
Other
%
51
%
21
55
I Don't Know
Improved Culture
%
10
%
%
%
1
%
64
%
%
Healthcare/Social Assistance
%
14
1
%
12
U.K.
Is employee retention a meaningful metric for your employer?
23
Introduction
41
54
%
67
Download Complete Report (PDF)
%
%
%
23
50
23
48
%
%
U.S.
33
%
%
11
Which of the following do you feel is more realistic to achieve?
I Don't Know
19
%
%
%
Introduction
Monthly
%
Engagement vs. Longevity
Length of Job Tenure Is Considered Less Important Than in the Past
Education
27
Shorter Stays at Previous Employers Factors Positively
%
25
%
U.K.
%
%
%
51
48
%
25
%
6
Yes
1
47
U.K. & U.S.
I Don't Know
18
Yes
74
%
Achieving Work-Life Balance Is Beneficial
Diversity & Inclusion
63
U.K.
%
%
46
%
%
%
%
55
Director
Longer Stays at Previous Employers Factors Negatively
People Strategy
%
19
70
Transparency, Values & Culture
53
Transparency, Values & Culture
The Multigenerational Workforce
7
U.K. & U.S.
49
%
57
44
81
53
%
Gen Z 1995 or 1996
19
I Don't Know
Hiring & Onboarding
7
%
%
Professional Services
%
30
%
%
%
People Strategy
19
As Retention Times Decrease, Few Employers Have Adapted
Annually
%
%
Quarterly
%
9
77
U.K. & U.S.
30
23
70
13
37
%
%
U.S.
%
54
51
An Integration of Work and Personal Lives
38
Increased Productivity
%
9
U.K. & U.S.
%
%
%
No
%
It Does Not Factor Into My Decision at All
48
%
Food/Beverage/Restaurants
%
Happier Employees
%
77
Other
For Skills Training
5
2
When considering the hire of a new employee, how does the amount of time they’ve spent at their previous employers factor into your hiring decision?
24
%
32
%
U.K. & U.S.
14
Consumer/Personal Services
%
55
%
%
1
%
An Integration of Work and Personal Lives
54
58
%
U.S.
39
%
%
%
%
20
28
14
%
39
19
57
%
45
Retail
13
%
%
Talent Management Is Still Waiting for Disruption
1
%
%
%
44
18
%
It Does Not Factor Into My Decision at All
15
%
%
%
66
37
%
Shorter Stays at Previous Employers Factors Negatively
41
Baby Boomers 1946–1964
To Achieve or Maintain Compliance at Work
27
%
40
20
44
%
%
21
To Achieve or Maintain Professional Credentials
Vice President
44
%
Arts/Entertainment/Recreation
8
%
%
%
%
39
41
%
36
%
%
32
%
%
%
%
%
45
27
64
Do you feel that your current employer offers programs, benefits or perks that enhance your work-life integration?
27
%
24
For Personal Wellness Training
%
28
%
32
2
7
%
%
48
7
%
12
14
%
%
55
No
10
%
%
%
%
25
27
%
Increased Productivity
%
%
2
Can employees at your company easily transition into other departments to gain experience in other areas of your business?
%
%
%
U.S.
U.S.
Yes
%
%
%
For Individual Improvement/Self-help
24
Improved Culture
%
%
%
%
24
%
%
71
%
52
%
I Don’t Know
20
%
%
%
%
%
%
0
%
I Don't Know
39
1
17
%
%
33
%
%
20
10
43
U.K. & U.S.
49
What do you believe the benefits of work-life balance are in the workplace?
To Employee Enable Career Paths
%
43
To Help with Topics Outside of Work
%
%
%
U.K. & U.S.
Less Frequently than Annually
Industrial Manufacturing
26
58
%
32
%
36
For Personal Professional Development
%
3
Shorter Stays at Previous Employers Factors Negatively
3
5
%
%
10
18
U.S.
51
%
14
Longer Stays at Previous Employers Factors Negatively
%
33
%
%
U.S.
%
20
25
%
%
32
8
47
%
21
%
63
Yes
60
57
%
%
48
70% of employers still review employee performance annually, with some small movement toward a more frequent approach. The trend has been moving aggressively away from the use of "stacked rankings" in the appraisal process. Employers are slowly moving to semi-annual, quarterly or ad hoc methods of feedback.
34
36
%
32
%
%
43
33
%
%
%
%
Millennials 1981–1994
24
%
%
%
2
%
U.K.
%
%
32
Ad hoc
%
31
35
6
%
29
27
34
%
1
%
%
ENGAGEMENT VS. LONGEVITY
30
%
19
11
%
Are ratings from your employer’s performance review process viewed as providing valuable insight into the business?
U.K.
%
%
No
35
%
U.S.
%
37
Employers and employees alike agree the benefits are strong when work-life balance is achieved.
Supervisor/Manager
%
25
Banking/Financial Services/Insurance
55
29
2
%
I Don't Know
%
Business Services
67
%
35
No
%
%
41
13
%
16
%
52
Transportation/Warehousing
No
58
%
53
67
%
Healthcare/Social Assistance
Yes
38
%
ENGAGEMENT VS. LONGEVITY
35
What is the frequency of your employer’s performance review process?
U.S.
%
%
Professional Services
I Don't Know
%
17
59
52
I Don't Know
Computer Hardware/Software
8
US
54
No
%
Yes
To Help Improve Day to Day Work Activities or Tasks
Yes
Education
I Don't Know
19
%
45
I Don't Know
%
No
7
38
%
%
I Don’t Know
%
%
Yes
46
%
Is employee retention a meaningful metric for your employer?
Happier Employees
8
%
%
U.K. & U.S.
%
Yes
%
No
Construction
%
No
6
I Don't Know
%
%
We hope you are enjoying the interactive data and insights in our Workplace Intelligence Report.
%
2
40
48
21
%
I Don't Know
%
No
Yes
%
%
All Industries
Has your employer adapted its approach to managing Talent to account for shorter average retention times?
25
%
No
%
Hiring & Onboarding
Diversity & Inclusion
40
Limited Interview Feedback Is Requested
%
Please select all of the following statements that are true about your current company’s hiring efforts:
%
%
46
5
36
6
%
Introduction
Download Complete Report (PDF)
People Strategy
Baby Boomers 1946–1964
10
40
45
30
Met My Expectations
People Strategy
%
Hiring Is Completely Unstructured
Failed to Meet My Expectations
%
%
43
Transparency, Values & Culture
%
%
In today’s job market, hiring will become a competitive advantage for those companies equipping hiring managers and interview teams with training and a structured process to follow. While the need for improvement crosses all generations, the opportunity to leverage technology for a more effective and efficient hiring process is significant as demographics continue to shift toward a more digitally-native workforce.
Hiring & Onboarding
25
Engagement vs. Longevity
%
Please select all of the following statements that are true about your current company’s hiring efforts:
Hiring & Onboarding
People Strategy
%
20
Engagement vs. Longevity
Millennials 1981–1994
The Multigenerational Workforce
Interview Feedback Is Captured in a Standardized Format
Introduction
People Strategy
Introduction
Download Complete Report (PDF)
Diversity & Inclusion
43
Hiring & Onboarding
U.S.
%
22
40
Met My Expectations
25
%
21
42
82
18
25
%
Access to Technology and Tools Required for Your Work
19
43
21
%
80
%
54
10
Required Training
Far Exceeded My Expectations
41
%
My Current Employer Has Provided Me With Interview Training
To continue viewing the data and to download the complete PDF report, please complete the following:
27
90
Exceeded My Expectations
27
Thinking of your own personal experience, has your experience as an employee met the expectations you developed based on the interview/hiring process you went through to join your current company?
44
%
%
8
22
88
U.S.
39
%
%
%
Introduction
%
%
87
35
%
The Multigenerational Workforce
Upgrading Your Onboarding Experience Will Translate Into Customer Gains
HIRING & ONBOARDING
%
Talent Pros On What Makes a Great Hiring Manager
We believe this year's data shows us that our understanding of the value of People and Talent-related issues is on an advancing path, and employers have many solutions simultaneously in-process that are leading us toward a better place. This report will serve as a useful benchmark to continue charting our progress by aggregating new data and evaluating survey results in coming years. To see the full demographics of survey respondents that informed this research, download and read the full-length Workplace Intelligence Report.
Diversity & Inclusion
22
19
The Multigenerational Workforce
Transparency, Values & Culture
%
33
Transparency, Values & Culture
Download Complete Report (PDF)
Engagement vs. Longevity
%
%
HIRING & ONBOARDING
39
15
%
We Aren't Preparing Managers to Be Good at Hiring and Retaining Their Teams
Diversity & Inclusion
People Strategy
Engagement vs. Longevity
42
Gen Z 1995 or 1996
15
Interview Feedback Is Not Consistently Requested
Download Complete Report (PDF)
41
Hiring & Onboarding
Diversity & Inclusion
Engagement vs. Longevity
%
Hiring & Onboarding
The Multigenerational Workforce
Interview Feedback Is Not Consistently Requested
Diversity & Inclusion
Diversity & Inclusion
%
Engagement vs. Longevity
%
Introduction
25
My Current Employer Has Provided Me With Interview Training
%
Gen X 1965–1980
%
40
39
40
%
I Am Given Areas to Focus My Questions and Feedback for Each Candidate That I Interview
Download Complete Report (PDF)
%
Interview Feedback Is Captured in a Standardized Format
%
44
Hiring Is Completely Unstructured
%
5
We Use Interview Guides
Hiring & Onboarding
Hiring & Onboarding
18
Download Complete Report (PDF)
43
Transparency. Values & Culture
Inconsistent With My Expectations
Limited Interview Feedback Is Requested
%
%
43% of our employer respondents are involved in the hiring process at some level. Of those involved, 63% make hiring decisions, 64% are involved in interviews, and the balance of respondents is involved in the hiring process in some way. Only 39% have received some interview training, and the process used to guide them to a hiring decision is mostly unstructured. Interview guides are used only 40% of the time, and there is little structure or consistency to the questions being asked, or the way interviewer feedback is captured. Nearly 20% of survey respondents claim that hiring is completely unstructured in their companies.
U.K.
%
The Multigenerational Workforce
People Strategy
Talent-Driven Business Is the Wave of the Future
Transparency, Values & Culture
21
%
I Am Given Areas to Focus My Questions and Feedback for Each Candidate That I Interview
HIRING & ONBOARDING
The Multigenerational Workforce
Introduction
18
Engagement vs. Longevity
%
25
Download Full PDF
38
We Use Interview Guides
Introduction
The Multigenerational Workforce
%
People Strategy
Transparency, Values & Culture
Transparency, Values & Culture
22
%
19
Access to Workplace/ Workstation
%
Exceeded My Expectations
More Than Met My Expectations
Introductions to the Team You Will Be Working With
%
%
37
%
39
%
%
%
24
%
%
%
%
%
%
39
%
Access to Relevant HR, Payroll and Benefits Information
%
%
17
%
%
21
19
23
38
10
%
U.K.
%
We hope you are enjoying the interactive data and insights in our Workplace Intelligence Report.
%
%
19
39
%
Most HR teams have leveraged process and technology to track logistical and fundamental issues related to onboarding. Our data shows that 86% of employees feel their onboarding experience met or exceeded their initial expectations at their current company. With the process piece essentially nailed according to survey respondents, it's time for employers to focus on the onboarding experience. Studies have long tied onboarding and employee experience to brand and customer experience.
%
We drilled further into each aspect of onboarding and, as you can see in the data, the results didn't skew by any one aspect performing highly. All elements of onboarding received incredibly high marks.
%
%
