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Employee Experience: Research That Works

According to a PwC survey in 2023, more than a quarter of the workforce intend to quit their jobs. Covid and a Cost of Living crisis has accelerated trends and perceptions of the importance of a work-life balance, with Forbes reporting that more than half UK workers would accept a lower paid job in exchange for a better balance. But to say think of this is a universal and blanket issue would be incorrect. Another study from Barnett Wadding/ham in 2023 suggested that over a third of those considering moving on from their current employment are motivated by a higher salary. 

As you’re probably well aware, your employees, or potential employees are not a homogeneous mass. Each has individual needs based on age, family life, and backgrounds. In order to create benefit packages, workplace initiatives and environments, you need to understand those needs, desires and ambitions.  

Employee research is fraught with difficulties. Employees may have concerns about anonymity, feel their opinion may be unpopular, or be unable to consciously articulate their relationship with work and what they truly value. This means that your employee research is not providing you the insights to make effective decisions that will impact recruitment and retention. 

So how can you cut through this and get those insights that will really make a difference to your business. The answer is behavioural science. Using behavioural techniques; indirect and narrative questioning, implicit measurement, and behavioural qualitative techniques can break down those barriers and get you closer to the true thoughts and feelings of your employees. 

If you want to know more about this behavioural science approach to employee research, join us on 27th February at 4pm GMT, as we share the behavioural techniques that will allow to generate insights to drive impactful internal policies for your employees and help recruitment and retention. 


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