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Frequently	Asked	Questions
Evan Sinar, PhD | September 18, 2019
Ready to Move
Beyond Engagement?
Evan Sinar PhD
Head of Assessments, BetterUp
Today’s speaker
7
Voluntary turnover has
hit an all-time high.
8
Job openings, hires, and quits
reached historic highs in 2018.*
*Source: Bureau of Labor Statistics, Job Openings and Labor Turnover Survey, 2019
9
Voluntary turnover rates have
soared over the past decade.
3.4M
1.5M
2009
2019
10
Massive investments on leaders
responsible for controlling turnover.
10%$240BSpent globally on L&D annually Is effective
11
The way we organize ourselves
is going through a dramatic change.
Ideas and innovation are now driven from the front line.
Command and control
T H E O L D W A Y
Agile and innovative
T H E N E W W A Y
12
$21,000
$18,000
Employees crave meaningful work.
Mortgage Meaningful Work
Employees would sacrifice 23% of future earnings—an average of
$21,000 a year—for work that is meaningful
13
A more person-centric approach
to defining and driving employee
experience is needed.
“	
The vast majority of organizations have
failed to address the impact of personal
influences and issues on employee
effectiveness and engagement.
– Gartner*
14
*Source: Gartner “Cool Vendors in HCM: Enhancing Employee Experience,” 2019
15
Solving the whole problem requires
considering the whole person
Learning
(Days)
Learning
(Days)
Doing
(Weeks to months)
Being
(Months)
Assess
and onboard
Practice
and coach
Progress
and measure
Awareness
•  Self-awareness increases
•  Psychological resources develop
Growth
•  New mindsets and behaviors
take shape
Impact
•  Individual well-being, performance,
and organizational impact
16
A science-based view of employee experience
Learning
(Days)
Assess
and onboard
Research based on 17,500 working professionals spanning
levels, industries, and functions.
18 Industries 9 Major Functions
Six components at the core of
employee experience
17
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees are inspired
to bring their best selves
to work, every day.
18
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees approach new
challenges with a positive,
growth-oriented mindset.
19
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees believe their
work matters to and
positively impacts the
world around them.
20
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees have deep
and mutually-supportive
connections with the work
colleagues that surround them.
21
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees feel and foster
workplace belonging and
inclusivity for self and others.
22
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees find their work
consistently energizing,
engrossing and invigorating.
23
*
Building trust and
engagement in
challenging times
Navigating and
thriving with change
Employee Experience
is maximized when…
Employees find their work
consistently energizing,
engrossing and invigorating.
24
*
25
Engagement isn’t enough.
26
6x
Employee experience is more than
just engagement.
•  The links between EX and employee productivity
were six times higher than for engagement alone
•  Definitions of engagement that fail to incorporate
the full scope of EX fall short when put to the test
against key individual and business outcomes.
27
Productivity
The effects of employee experience
Employer NPS Turnover Intention
28% 142% 37%
28
Who struggles with
EX most and why?
29
By industry
3.88
3.81
3.79
3.68 3.67
3.65
Information
Services/
Data
Processing
Healthcare Software and
Programming
Automotive Government Retail
Technology and healthcare are strongest, retail and government weakest
Employees in IT are 2.4x more likely to have a strong
EX than workers in retail
30
By function
Technology is strongest, sales weakest
27% fewer sales employees report
a high-quality EX compared to IT
3.88
3.86
3.71
3.70
Information
Technology
Human
Resources
Operations Sales
31
Leaders are benefiting from a positive EX,
but rarely cultivating it for others.
4.00
3.81
3.74
3.63
Managers of Managers Direct Manager Overall Average Individual Contributor
32
What Doesn’t Drive EX?
33
Tenure with a company is no guarantee.
Only 2%
difference
between
tenure
groups
Remote work
is no panacea.
Workers who interact equally with colleagues
remotely AND in person are 1.7X more likely
to have a high EX than those who interact with others
primarily remotely
Large and small companies
struggle similarly with EX.
Nearly identical levels of Employee Experience for companies < 100 and > 1000 employees
36
How to get started.
37
The impact of hyper-
personalized learning
With coachingWithout coaching
3.5x
Employees who have worked one-on-
one with a employer-provided coach
for professional development are
3.5 times more likely to report at a
higher Employee Experience Index.
betterup.co
38
Personalized leadership development at scale
Enjoy anytime,
anywhere 1:1 expert
coaching
Supplement growth
with curated
microlearnings
Create a
development
plan and set goals
Receive feedback
and track progress
over time
betterup.co
Valid person-centric measurement that
spans EX components
39
40
Active tracking and
benchmarking
Benchmark employees across EX
alongside key outcomes that matter
the most to the business
Current state
Companies continue throwing dollars at
sales training yet many reps struggle with
sustained quota attainment.
Organizations often expect Sales
Managers to do the coaching but they
don’t have time/skills to coach effectively.
Sales reps fall short of other functions in EX
components Engagement, Purpose &
Meaning, and Belonging.
Case Example: Increase sales rep quota
attainment – address EX gaps through
personalized coaching.
Solution & Impact
Sales rep coaching program led with a whole-
person assessment capturing data about
mindsets and behaviors. Hone in on, via
coaching conversations and learning resources, a
rep’s standing on EX components. Personalized
action plans for behavior change vs rep’s goals.
Organizations receive aggregate reporting on
EX and other outcomes spanning learning
groups. This information used to compare
between cohorts and benchmark
against industry peers.
42
Q & A
43
Thank you
CONTACT US
www.betterup.co
READ THE REPORT
FOLLOW US
JOIN US
Webinar:
The Business Case for
Investing in Workplace
Belonging with CLO
Date:
October 31st
Time:
10:00am PT | 1:00pm ET
45
APPENDIX
46
Tenure with a company is no guarantee.
3.73 3.73
3.74
3.75
3.80
3.79
3.75
3.73
0-3 yrs 4-7 yrs 6-9 yrs 10-13 yrs 14-17 yrs 18-21 yrs 22-25 yrs 28-31 yrs
Average
Authenticity
Optimism
Purpose & Meaning
Social Connection
Belonging and Engagement
Behaviors
Engagement
Productivity
Job Performance
Job Satisfaction
Outcomes
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  • 5. Evan Sinar, PhD | September 18, 2019 Ready to Move Beyond Engagement?
  • 6. Evan Sinar PhD Head of Assessments, BetterUp Today’s speaker
  • 7. 7 Voluntary turnover has hit an all-time high.
  • 8. 8 Job openings, hires, and quits reached historic highs in 2018.* *Source: Bureau of Labor Statistics, Job Openings and Labor Turnover Survey, 2019
  • 9. 9 Voluntary turnover rates have soared over the past decade. 3.4M 1.5M 2009 2019
  • 10. 10 Massive investments on leaders responsible for controlling turnover. 10%$240BSpent globally on L&D annually Is effective
  • 11. 11 The way we organize ourselves is going through a dramatic change. Ideas and innovation are now driven from the front line. Command and control T H E O L D W A Y Agile and innovative T H E N E W W A Y
  • 12. 12 $21,000 $18,000 Employees crave meaningful work. Mortgage Meaningful Work Employees would sacrifice 23% of future earnings—an average of $21,000 a year—for work that is meaningful
  • 13. 13 A more person-centric approach to defining and driving employee experience is needed.
  • 14. “ The vast majority of organizations have failed to address the impact of personal influences and issues on employee effectiveness and engagement. – Gartner* 14 *Source: Gartner “Cool Vendors in HCM: Enhancing Employee Experience,” 2019
  • 15. 15 Solving the whole problem requires considering the whole person Learning (Days) Learning (Days) Doing (Weeks to months) Being (Months) Assess and onboard Practice and coach Progress and measure Awareness •  Self-awareness increases •  Psychological resources develop Growth •  New mindsets and behaviors take shape Impact •  Individual well-being, performance, and organizational impact
  • 16. 16 A science-based view of employee experience Learning (Days) Assess and onboard Research based on 17,500 working professionals spanning levels, industries, and functions. 18 Industries 9 Major Functions
  • 17. Six components at the core of employee experience 17
  • 18. Building trust and engagement in challenging times Navigating and thriving with change Employee Experience is maximized when… Employees are inspired to bring their best selves to work, every day. 18
  • 19. Building trust and engagement in challenging times Navigating and thriving with change Employee Experience is maximized when… Employees approach new challenges with a positive, growth-oriented mindset. 19
  • 20. Building trust and engagement in challenging times Navigating and thriving with change Employee Experience is maximized when… Employees believe their work matters to and positively impacts the world around them. 20
  • 21. Building trust and engagement in challenging times Navigating and thriving with change Employee Experience is maximized when… Employees have deep and mutually-supportive connections with the work colleagues that surround them. 21
  • 22. Building trust and engagement in challenging times Navigating and thriving with change Employee Experience is maximized when… Employees feel and foster workplace belonging and inclusivity for self and others. 22
  • 23. Building trust and engagement in challenging times Navigating and thriving with change Employee Experience is maximized when… Employees find their work consistently energizing, engrossing and invigorating. 23 *
  • 24. Building trust and engagement in challenging times Navigating and thriving with change Employee Experience is maximized when… Employees find their work consistently energizing, engrossing and invigorating. 24 *
  • 26. 26 6x Employee experience is more than just engagement. •  The links between EX and employee productivity were six times higher than for engagement alone •  Definitions of engagement that fail to incorporate the full scope of EX fall short when put to the test against key individual and business outcomes.
  • 27. 27 Productivity The effects of employee experience Employer NPS Turnover Intention 28% 142% 37%
  • 28. 28 Who struggles with EX most and why?
  • 29. 29 By industry 3.88 3.81 3.79 3.68 3.67 3.65 Information Services/ Data Processing Healthcare Software and Programming Automotive Government Retail Technology and healthcare are strongest, retail and government weakest Employees in IT are 2.4x more likely to have a strong EX than workers in retail
  • 30. 30 By function Technology is strongest, sales weakest 27% fewer sales employees report a high-quality EX compared to IT 3.88 3.86 3.71 3.70 Information Technology Human Resources Operations Sales
  • 31. 31 Leaders are benefiting from a positive EX, but rarely cultivating it for others. 4.00 3.81 3.74 3.63 Managers of Managers Direct Manager Overall Average Individual Contributor
  • 33. 33 Tenure with a company is no guarantee. Only 2% difference between tenure groups
  • 34. Remote work is no panacea. Workers who interact equally with colleagues remotely AND in person are 1.7X more likely to have a high EX than those who interact with others primarily remotely
  • 35. Large and small companies struggle similarly with EX. Nearly identical levels of Employee Experience for companies < 100 and > 1000 employees
  • 36. 36 How to get started.
  • 37. 37 The impact of hyper- personalized learning With coachingWithout coaching 3.5x Employees who have worked one-on- one with a employer-provided coach for professional development are 3.5 times more likely to report at a higher Employee Experience Index.
  • 38. betterup.co 38 Personalized leadership development at scale Enjoy anytime, anywhere 1:1 expert coaching Supplement growth with curated microlearnings Create a development plan and set goals Receive feedback and track progress over time
  • 39. betterup.co Valid person-centric measurement that spans EX components 39
  • 40. 40 Active tracking and benchmarking Benchmark employees across EX alongside key outcomes that matter the most to the business
  • 41. Current state Companies continue throwing dollars at sales training yet many reps struggle with sustained quota attainment. Organizations often expect Sales Managers to do the coaching but they don’t have time/skills to coach effectively. Sales reps fall short of other functions in EX components Engagement, Purpose & Meaning, and Belonging. Case Example: Increase sales rep quota attainment – address EX gaps through personalized coaching. Solution & Impact Sales rep coaching program led with a whole- person assessment capturing data about mindsets and behaviors. Hone in on, via coaching conversations and learning resources, a rep’s standing on EX components. Personalized action plans for behavior change vs rep’s goals. Organizations receive aggregate reporting on EX and other outcomes spanning learning groups. This information used to compare between cohorts and benchmark against industry peers.
  • 43. 43 Thank you CONTACT US www.betterup.co READ THE REPORT FOLLOW US JOIN US Webinar: The Business Case for Investing in Workplace Belonging with CLO Date: October 31st Time: 10:00am PT | 1:00pm ET
  • 44.
  • 46. 46 Tenure with a company is no guarantee. 3.73 3.73 3.74 3.75 3.80 3.79 3.75 3.73 0-3 yrs 4-7 yrs 6-9 yrs 10-13 yrs 14-17 yrs 18-21 yrs 22-25 yrs 28-31 yrs Average
  • 47. Authenticity Optimism Purpose & Meaning Social Connection Belonging and Engagement Behaviors Engagement Productivity Job Performance Job Satisfaction Outcomes
  • 48. #CLOwebinar Register for the next webinar! The Leadership Challenge Tuesday, September 24, 2019 Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for all upcoming Chief Learning Officer Webinars at clomedia.com/webinars
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