2021年員工期望報(bào)告+Employee+Expectations+Report+2021

eBook

THEHEARTBEATSERIES

EmployeeExpectations

Report2021

Introduction

Introduction

02

1.Diversity,Equity&Inclusion

03

2.Health&Wellbeing

06–

08

3.FlexibleWorking

09–

11

4.Growth

12–

13

5.Conclusion

14

2020wasoneofthemostdisruptiveyearsinrecentmemoryfororganizationsandtheiremployees.ThespreadofCovid-19alteredthewaywelive,work,andrelaxovernight,whiletheBlackLives

Mattermovementcreatedawaveofoutcryaboutpolicebrutalityandincreasedglobalpublicawarenessofthesystemicinequalitythatstillexistsinoursocieties.

Theseeventshaveamplifiedmanyofthekeythemesthatemergedinlastyear’sreport,withDiversity,Equity&Inclusion(DE&I),healthandwellbeing,andflexibleworkingstillbeingtopofmindforemployees.

Thisyear’sreportalsooffersinsightsintoemployeeexpectationsaroundcareergrowth.Withmanyorganizationsforcedtomakeredundancies,trainingbudgetsfrozen,andanumberofothercost-cuttingmeasuresputintoplace—employeesareunderstandablyconcernedaboutwhatthefutureholdsfortheircareers.

Sincelastyear’sreport,ourdatabasehasnearlydoubled.Withover150millionemployeesurveyresponses,and30millionemployeecomments,weareabletoofferanevenmorenuancedunderstandingofhowemployeeexpectationshaveevolvedthroughout2020.

Whilethecontextmighthavechanged,onethingthathasn’tistheneedfor

organizationstounderstandtheemployeeexperience.It’sonlywhentheemployeevoicebecomespartofstrategicdecisionmakingthatorganizationscanturn

adversityintoopportunity—drivingtheongoingchangeandtransformationthatwillensurefuturesuccess.

EmployeeExpectations2021Report|2

Commentdistribution2020

25May

DeathofGeorgeFloyd

1.Diversity,Equity

&Inclusion

DE&Iwasoneofthekeythemesthatemergedinlast

year’sreport,withtheproportionofemployeecommentsincreasing19%in2019.Sincethen—intheaftermathof

thedeathofGeorgeFloyd,andprotestsaroundtheworlddrivenbythesocialjusticemovement—DE&Ihasbecomeacentralemployeeconcern.

Thetext“BlackLivesMatter”firstappearedinanemployeecommentonJune1,2020,withthevolumeofconversationsreferringtodiversityandracialbiasincreasingrapidly

throughouttheyear.

“

Wemustdomore,andwemustdoitbetter.Awarenessofprivilegemustbeatthecoreofourunderstandingandprocess/policy

creation,ensuringthatwearespecificallyanddeliberatelycreatingsystemswhichworkforeveryone,removingbiasanddiscrimination,withaccountabilityandmeasuresinplaceforwhenthesethings

areunearthed.

RickKershaw

SeniorHRDirector,Workday

EmployeecommentsregardingracialinequalityincreasedafterthedeathofGeorgeFloyd

janfebmaraprmayjunjulaugsepoctnovdec

●Racialinequality

EmployeeExpectations2021Report|3

1.Diversity,Equity&Inclusion

ThemainfocusofanyDE&Iinitiativeneedstobeonbetterrepresentationandinclusionofunderrepresentedgroups,butasthedatashows,organizationsalsoneedtoconsiderhowtoengagewithandeducatethoseinthemajority.Failuretodosocanleadtoalackofengagement,andevenresistancefromthoseinapositiontoenablechange.

Theintersectionofraceandgender

It’simportanttonotethatwhilecommentsmentioningraceincreasedthroughout2020,genderremainsanongoingconcernforemployees.Peopledonotexistin

buckets,butastheirentireselves.Nowisnotthetimetoswitchfocus,butinvestinastrategythattacklesraceandgenderinequalitysimultaneously—womenofcolor,specifically,areoftenignoredwhenfocusingongendersolely.

Employeecommentsregardinggenderinequalityremainedconsistentin2020

Commentdistributionin2020

25May

DeathofGeorgeFloyd

janfebmaraprmayjunjulaugsepoctnovdec

RacialinequalityGenderinequality

Abreakdownofthecommentsrevealsdistinctsub-themes

43%ofcommentsonDE&Imentionedleadershipor

management.

25%ofcommentsmentionedraceorminoritybackgrounds,

with1in10fromnon-minoritiesexpressingresistanceandtheirownfeelingsofdiscrimination.

18%ofcommentsexplicitlymentionedgender.

7%ofcommentsmentionedtheLGBTQ+community.

“

Short-termwinsmayexciteemployeesbutonlylong-

termimpactcangaintheirtrust.Theheightenedracial

consciousnessaroundtheworldfollowingthedeathof

GeorgeFloydisn’tleavinganytimesoon,andemployeesareincreasinglyexpectingtheiremployerstodemonstratetheircompetenceinaddressingracialinequity—andothersocialinequitiesincludinggender,sexuality,ability,andincome—throughaction,notjusttalk.Thebarhasbeensethigher.

Companiesaspiringtomeetithavetouptheirgame.

LilyZheng

Diversity,Equity&InclusionStrategistandConsultant

EmployeeExpectations2021|4

1.Diversity,Equity&Inclusion

Organizationsshouldfocusonintersectionalitybecausedifferentforms

ofinequalityareoftencompounding—withwomenfromminorityethnic

backgroundsfacingevenmorediscriminationthanBlackmenorwhite

women,forexample.

Organizationsthatsimply“switchfocus”runtheriskofbeingbranded

tokenistic,whichisthepracticeofdoingsomethingonlytopreventcriticismandgivetheappearancethatpeoplearebeingtreatedfairly,especiallyin

responsetopublicpressure.

CompanyresponsestoDE&Iconcerns

Nearly80%ofallcommentsonraceoccuredafterJune,promptingaresponsefromorganizations,asshownbytheevolutionofscoresonDE&Icomments

below.

DE&IscorespeakedinJuneandJuly

Averagescore

9.0

8.5

8.0

7.5

7.0

janfebmaraprmayjunjulaugsepoctnovdec

Theinitialenthusiasmfortacklingemployeeconcernsplateausduringthe

secondhalfoftheyear,highlightingafailuretoembedsustainableDE&I

thinkingandpracticewithinorganizations.Insteadofreactingtopubliceventsandimplementingone-offinitiativesthatappeaseemployeesintheshort-

term,organizationsneedtothinkaboutlong-termsolutions.

Howorganizationsshould

supportDE&Iin2021

Tocreatesustainableandlasting

changefromyourDE&Istrategy,

organizationsshould:

01Embedaccountability

Accountabilityiskey.Withoutit,successes

andfailureswillfalltothesidewhen

prioritieschangeordeadlinescreepcloser.

Accountabilityisanecessitytoembeda

03Measureinclusionanddiversity

Organizationsoftenusediversity

demographicrepresentationastheir

measureofsuccessfortheirDE&Istrategies.Thisprimarilyfocusesinitiativesontalent

acquisitionandpromotionprocesses.Bothareincrediblyimportant,andshouldbe

partofthediscussionaroundinclusion

andequity.However,measuringbelongingandinclusivenessarejustascrucial—asdiversitywithoutinclusionisfruitless.Weneedmetricsonbothsidesofthecoin.

responsibilityforDE&Iworktogetdone.

Thisresponsibilityshouldsitwithyour

C-suiteleaders,becauseinclusionisnot

theresponsibilityofonepersonorone

group—suchasyourDE&ILeaderandtheir

team.BusinessgoalsmustbetiedtoDE&I,

andseniormanagementfeedbackmust

encapsulatethis.

02Rememberthatsystemicchangeis

needed,notjustpersonal

Organizationaltransformationdoesnot

happenthroughpersonalactionsalone.

Processesandpoliciesmustbereviewed,

amended,orredonetoensuretheyare

createdwitheveryone’ssuccessinmind.

Organizationshavemadesystemswith

exclusionpurposefullybakedin—wemust

nowbepurposefulaboutremovingthat

exclusion.

EmployeeExpectations2021Report|5

2.Health&Wellbeing

Inthemidstofaglobalpandemic,employeeshavecome

face-to-facewithavarietyofhealthandwellbeingconcerns.Ourdatashowsthattheproportionofemployeecommentsconcerningwellbeingincreased46%in2020fromthe

previousyear.

Commentsrelatedtoallthreeaspectsofwellbeing(mental,physical,andfinancial),haveincreasedthroughouttheyear,withnotableincreasesduringthefirstandsecondwavesofthevirus,startinginMarchandOctoberrespectively.

Mentalhealthasamainpriority

Physicalhealthmightseemlikeoneofthemainconcernswhendealingwitha

highlycontagiousvirus,butfeedbackonmentalandfinancialhealthdominatetheconversation,comprisingover75%ofemployeewellbeingcommentsduring2020.

Commentsreferencingfinancialwellbeingoutstrippedmentalhealthatthestartoftheyear,butasthenumberofdeathsandconfirmedcasesaroundtheworldcontinuedtoclimb,sotoodidthenumberofemployeestalkingaboutmental

health.

Health&Wellbeingcommentspeakedduringthepandemic’ssecondwave

Commentdistributionin2020

janfebmaraprmayjunjulaugsepoctnovdec

EmployeeExpectations2021Report|6

Proportionofcomments

2.Health&Wellbeing

FromMarchtoApril,commentsrelatedtomentalhealthincreasednearly20%,makingup50%ofallwellbeingcomments.Throughouttherestof2020,the

percentageofmentalhealth-relatedcommentshasremainedhighatover35%.

“

OnetrendIamseeingasIamcoachingleadersisan

increaseinconcernsnotonlyabouttheirphysicalhealthbutalsotheirmentalandfinancialwellness.Leadersandcompaniesthattakethetimetotrulyconnectandsupporttheiremployeeswillhavestrongeremployeeengagementresultinginhigheremployeeproductivityandretention.

DianaThomas

ExecutiveCoach&Advisor

Mentalhealthwasthedominantwellbeingconcernduringthefirstwave.

100%

75%

50%

25%

0%

janfebmaraprmayjunjulaugsepoctnovdec

MentalFinanicialPhysical

“

Theworkplaceofthefutureneedsmoreempathyandless

judgment.Mentalhealthissuesarenotjustaboutillnessesandindifferencetoit,buttheleadershippracticesthatcreatestress,alienationandrejectionamongtheassociates.

PrabirJha

Founder&CEO,PrabirJhaPeopleAdvisory

Compoundingeffectsoflockdown

Studieshaveshownthatthenegativepsychologicaleffectsofpreviousvirusoutbreaks,suchasSARSandEbola,canlastupto3yearsaftertheeventitself.

EvenifCovid-19weretodisappearovernight,organizationsneedtomaintaina

sustainedinvestmentinthementalhealthoftheiremployees.Lookingatthespikeinwellbeing-relatedcommentsduringthesecondwaveof2020,it’snotdifficulttoimaginetheimpactthatfuturewaveswouldhaveonthealreadystrainedwellbeingofemployees.

EmployeeExpectations2021Report|7

2.Health&Wellbeing

“

Theshifttoalargelyremoteworkforcehasledtovery

littleseparationbetweenworkandhome,whichhas,in

turn,increasedawarenessontherolewellbeingplaysinourdailylives.Asmanypeopleallovertheworldcontinuetonavigateturninghomesintooffices,gyms,schools,

andmore,ithasbecomecriticalthatemployersinvestinsupportingtheiremployees’overallwellbeing.

CesarCarvalho

Founder&CEO,Gympass

Howorganizationsshould

supporthealthand

wellbeingin2021

Healthandwellbeingrequiresamulti-

dimensionalapproachtosupporting

employees

01Providingaccessibleand

affordableoptions

Arecentstudyfoundthat77%ofpeople

thinkthatit’s“somewhat”to“very”importantthattheiremployerprovideaffordable

wellnessoptions.However,thenumber

ofcompaniesthathelpedwithwellness

duringthelockdownwasonly34%.In

ordertosupportemployees,wemuststartwithcompaniesprovidingaccessibleand

affordablesolutionstocatertothoseneeds.

02Offeringaholisticsolution

Thepastyearprovedthatweareina

constantstateofchange,and,asaresult,theresourcesthatweneedtoadjustto

thesetimeshavealsoshifted.Withthatinmind,itisimportantthatemployersprovideavarietyofoptionstoofferthenecessary

resourcesandtoolstohelppeopleontheirjourney,includingmentalhealth,fitness,

nutrition,andmore.

03Creatingacultureofwellbeingtoincreaseproductivity

Whileit’simportantforemployersto

providewellnessofferings,embedding

wellnessintothecultureatlargewillhelp

encourageemployeestotakeadvantage

oftheseresourcesandultimatelyincreasetheirproductivityatwork.Infact,arecentsurveyfoundthat94%ofpeoplethinktheirwellnessroutineis“somewhat”to“very”importantfortheirproductivity

atwork,emphasizingtheimportanceofcompaniesinvestinginthisforoverallemployeewellbeing.

EmployeeExpectations2021Report|8

3.Flexibleworking

InthewakeofCovid-19,manygovernmentsaroundthe

worldimplementedcountrywide“l(fā)ockdowns”andother

restrictionsdesignedtostopthespreadofthevirus.For

manybusinesses,thismeantceasingoperationsovernight;forothers,aradicalrethinkofhowtokeepemployeessafeagainstahighlycontagiousvirus.

Inthecaseofoffice-basedemployees,itmeantworkingfromhome—breakingdownpersonalandprofessionalbarriersinawayunfamiliartomost.Thisledtothe

proportionofemployeecommentsconcerningflexibleworkin2020increasing125%comparedtothepreviousyear.

“

WhenNASAmovedtoremoteworkinearly-2020,manyfront-lineleaderswereunpreparedtoengagewiththeirteammembers

onscreen.Weimmediatelyinitiatedbi-weeklylearningsessionsonhowtoleadremoteteamswiththem.Thesesessions

providedpracticaltips&toolsforthetechnologyandforremoteengagement.Moreimportantly,weprovidedaforumforleaderstoexchangeideaswiththeirpeers.Asweentered2021,thisisnowpartoftheleadershipdevelopmentfabricatNASA.

BradyPyle

DeputyChiefHumanCapitalOfficer,NASA

Flexibleworkcommentsmorethandoubledin2020

Commentdistributionin2019-2020

janfeb

.2019

maraprmayjunjulaugsepoctnovdec

.2020

EmployeeExpectations2021Report|9

Commentdistributionin2020

4.Growth

Thesecommentscoverawiderangeoftopics,fromhowtomaintainahealthy

work-lifebalance,toconcernsaboutthewayinwhichcompaniesweremonitoring

employees.Butacrosstheentiredataset,therewasonethemethatstoodoutfrom

therest.

Increasedcaringresponsibilities

“

Whilemanycompaniesaremakingthechoicetogo

fullyremote,webelievethatthefutureofworkwillbea

hybridapproachdesignedforthegreatestconnection

andcollaboration.Theserendipityofconnectionsand

opportunitiesforknowledgeexchangeinanofflinesettingallowfornotonlygreatergrowthandlearning,butmore

creativityandinnovation.

AnthonyOnesto

ChiefPeopleOfficer,Suzy,Inc.

Menandwomenbothtalkedaboutcaringresponsibilitiesasaresultof

Covid-19,whichincludedcommentsaboutchildcare,parenting,lookingafteran

elderlyrelative,andsupportingothermembersofthefamily,suchasaspouseor

significantother.

Mostnotably,countrywidelockdownsofworkplaces,schools,andnurseriescaused

significantincreasesintheamountofcommentsrelatedtocaringresponsibilities.

Caringconcernspeakedduringlockdowns

janfebmaraprmayjunjulaugsepoctnovdec

Withoutthepropersupport,parentsareoftenlefttofendforthemselves

whenitcomestojugglingworkandchildren,whichcaninvolveanythingfrom

keepingyoungchildrenentertainedinbetweenZoomcallstoplanningafull

homeschoolingcurriculum.

EmployeeExpectations2021Report|10

4.GROWTH

Theinvisibleburdenonwomen

Workloadscoreshaveimprovedyear-on-year,andthroughout2020—largelyduetotheincreasedautonomyofworkingfromhome—butmanywomenemployeesarestillweigheddownbyadditionalunseenresponsibilitiesandexpectations.

Evenundernormalcircumstances,womentakeonbetweenthreeandsixhoursofunpaidcareactivities,accordingtotheOECDDevelopmentCentre.Theyalsocarrytheemotionalandmentalburdenthatcomeswithbeingseenasthe

primarycaregiver.

Amongemployeesthatmentionedcaringresponsibilitiesin2020,workloadscoreshavegraduallyfallenacrosstheyear—withtheimpactfeltmore

significantlybywomen.

20%

15%

10%

5%

0%

Womenhavebeenunder-supportedascaregivers

janfeb

.Female

maraprmayjunjulaugsepoctnovdec

Male

Howorganizationsshould

approachflexibleworking

in2021

Someofthewaysyoucanturn

flexibleworkingintoanorganizational

advantageinclude:

●

01Implementingparent-friendly

policies

Workingfromhomedoesn’tmeanmuch

forparentsiftheystillhavetoadhereto

strict9-5workingpatterns.Flexiblehours,compressedworkweeks,andshorterdayscanallhelpto

reducelevelsofburnout,

andcontributetoimprovedproductivity.For

thesepoliciestobeeffective,organizationsneedtotrainandevaluatetheirleaderstoensuretheyarebeingadoptedorganizationwide.

02Focusingonoutput,nothours

Oneofthebiggestconcernsformanagersandtheiremployersishowtoensurepeopleareworkingwhentheycan’tseethem.Thiscanleadtoanunhealthyobsessionwith

thenumberofhoursworked;adetrimentgivenhow

studieshaveshown

thatlong

hoursdon’tmakeyoumoreproductive.

Instead,companiesneedmoreeffective

waystomeasurehowindividualemployeescontributetocompanygoals.

03Makingasustainedefforttobuildtrust

Remoteworkingmaynotimpactoutput

andproductivity,butitstillposesa

problemforestablishingtrust.Thisisnot

onlybecausewelacksituationalcues

aboutourcoworkers,butalsobecausewe

unconsciouslyinterpretalackofphysical

contactasa

signofuntrustworthiness.

Trustcanalsobeunderminedbyuncertainty,

whichleadstohigherlevelsofanxietyand

self-servingmotivations.Organizations

canaddressthisanxietythroughongoing

communicationaboutgoalsandstrategy—eveniftheymayonlyapplyintheshortterm.

EmployeeExpectations2021Report|11

4.Growth

Unliketheothertrendshighlightedinthisyear’sreport,

theproportionofemployeecommentsconcerninggrowthdecreased8%in2020comparedtothepreviousyear.

Inresponsetounstableeconomicconditions,companies

aroundtheworldwereforcedtostreamlinetheiroperations.

Eventhoseabletoavoidlettingpeoplegohadtoput

afreezeonnewhires,promotions,andlearningand

developmentbudgets.

Notonlydidthislimitthegrowthopportunitiesavailable,itcontributedtoaclimateofuncertainty,makingemployeeslesswillingtodiscussgrowthwiththeirmanagers—eveninindustrieswheretheeconomicoutlookwasrelatively

optimistic.

Apossiblesignofpost-pandemicturnover

GrowthisakeypredictorinWorkdayPeakonEmployeeVoiceattritionalgorithm,secondonlytothequestion“Ifyouwereofferedthesamejobatanother

organization,howlikelyisitthatyouwouldstaywith[CompanyName]?”.

Onaverage,thegrowthscoreofemployeesthatremainwithabusinessis13%higherthantheaveragescoreofdepartingemployees.

Lookingatthegraphbelowit’scleartoseethat,withtheexceptionofBabyBoomersandGenX,growthscoreshavebeendecliningthroughout2020.Iforganizationsfailtoaddressthistrendpost-Covid,itwillalmostcertainlycontributetohigherlevelsofturnover.

Growthscoresfellmostamongyoungergenerationsin2020

Averagescore

8.5

7.5

7.0

6.5

janfebmaraprmayjunjulaugsepoctnovdec

.GenZMillennialsGenXBoomers

EmployeeExpectations2021Report|12

4.GROWTH

Anuncertainfutureforyoungergenerations

ThedeclineinGrowthscoresismostpronouncedamongMillennialsandGenZ,whoarestrugglingtoseehowtheircareerscandevelop.While2021mayprovetobeaturningpoint,organizationsneedtoreimaginewhatgrowthmeansfor

thesegenerations.

Growthscoresfellmostamongyoungergenerationsin2020

Changeingrowhtscore

0.4

0.2

0.0

-0.2

-0.4

GenZMillennialsGenXBoomers

Insteadofmakingemptypromises,organizationscanworktogetherwith

thesegenerationstofigureouthowtheycansupportgrowthindifferentways.Whetherthat’senablingpeopletothriveintheirpersonallivesthroughflexibleworking,takingtimeofftoworkwithcharities,orfosteringinternalmentoringopportunitieswithseniorleaders.

Theonethingbusinessescan’taffordrightnowistorespondtouncertaintybystandinginplace.Iforganizationswanttokeeptheirpeopleengaged,andofferthemgenuineopportunitiesforgrowth,thatneedstohappenaspartofa

two-wayconversation.

Thosethatdowillberememberedbyemployeesoncewereemergeintosomeformofnormality.Meanwhile,thecompaniesthatallowtheirpeopletostagnateduringthepandemicarelikelytofaceanexodusoftalentassoonasnew

opportunitiesreappear.

Howorganizationsshould

approachgrowthin2021

Forgrowthtobereimagined,

organizationsneedstotakethe

followingactions:

01Developmanagercoachingskills

Thebestpeopleleadersknowhowto

yourorganization.Youcouldevensupport

employeeswhowanttodevelopskills

outsideoftheprofessionalrealmasawaytodeveloptrustandloyalty.

facilitatethegrowthoftheirteamthrough

coaching,butveryfewpeopledevelop

theseskillsnaturally.Infact,onestudy

ofover3,000executivesfoundthat24%

significantlyoverestimatedtheirabilities

whenratedbasedoncolleaguefeedback.

03Outlineaclearpost-Covid

developmentplan

Astheworldreturnstosomeformof

normality,sotoowillthenumberof

opportunitiesoutsideofyourorganization.

Employeestha