Final Research Report Sap 2020

MIND
THE GAP
2020 Outlook for Employee Experience
A PEOPLE MATTERS AND SAP SUCCESSFACTORS RESEARCH

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Table of
contents 04 Foreword
06 The 2020 outlook for employee experience in India
07 Top five key trends in employee experience 2020
09 Employee experience throughout employee lifecycle
10 Talent Acquisition
16 Learning & Development
23 Performance Management
28 HR Operations
34 Employee experience Industry outlook 2020
50 Building a “culture where employee feel valued”

is a priority for a small business
55 Conclusion
57 Demographics
58 Expert Views
Foreword
Today’s workforce is experiencing turbulent and uncertain So what’s new for 2020? Key trends include:
times. A global health crisis has exacerbated an already
dynamic and volatile environment for both workers and 90% organizations prioritize employee experience as an
companies. Unforeseen changes to the workplace, remote important criteria while deciding to invest in an HR
work, and heightened pressure to deliver under challenging technology
conditions are just some of the obstacles that enterprises
and their employees face. 66% organizations said that the top action step they will take
to enhance employee experience is by aligning HR strategy
Business operations today are all about continuity during a to business
crisis or potential crisis. But are organizations ready? Are
corporate clients fully prepared to leverage flexible work as a 53% organizations shared that their HR team does not have
strategic approach to mitigating risk? the requisite skills & capabilities to achieve employee
experience priorities
Albert Einstein once observed that our most significant
problems cannot be solved at the same level of thinking at Employee feedback is the most prevalent method among
which they were created. The global outbreak of COVID-19 employers to measure the employee experience in the areas
presents a significant problem. of Talent Acquisition, Learning & Development, and
Performance Management
However, amid the volatility, uncertainty, complexity, and
ambiguity lie hidden opportunities for us: Technology. Technology is a determining force in enhancing the
Technology is playing an integral role in determining the employee experience across employee lifecycle
success of the new ways of working and is revolutionizing the
employee experience. The study surveyed 509 unique Indian organizations to
understand how companies are creating employee
In this new reality, where predicting the future is beyond our experience throughout the employee lifecycle and what it
reach, leaders need to think differently about their role in takes to bridge the existing gap in employee experience.
creating and maintaining employee experiences. In an
attempt to help businesses design employee experience as We trust that this report will help you to create an impressive
thoughtfully in the times of turbulence, People Matters in experience journey for your talent.
partnership with SAP SuccessFactors brings to you the
research, “Mind the gap: 2020 Outlook for Employee Happy reading!
Experience”.
The COVID-19 pandemic has quickly re-prioritized the

employee expectations, today, employees need to have
access to the digital tools and technologies to get work done,
they also need a supportive workplace culture to help them
navigate new business realities. Delivering on the promise of
great employee experience will be a key differentiator. Ester Martinez James Thomas
CEO & Editor in-Chief Vice President -
People Matters SAP SuccessFactors,
SAP Indian Subcontinent
4
Introduction
In early 2014[1], when Mark Levy brought together all the groups at Airbnb touching Culture (Recruiting, Events, Facilities, Real Estate, Design,
etc.) to create an end-to-end journey for employees, he coined the term “Employee Experience”, adapting the term from Customer
Experience.
In the years since then, EX has grown along with CX to become a way of doing business for many organizations.
Mind the gap: 2020 Outlook for Employee Experience, a research by People Matters and SAP SuccessFactors measures the current state of
the employee experience in Indian organizations. The survey was conducted across India which captured the responses from 509 unique
companies from different industries and employee size.
While conducting this research, we aimed at understanding the three questions:
What is the current state of the employee experience in India
What are the opportunity areas in different aspects of life cycle to enhance the experience
Finally, how to measure the success of your employee experience strategy
To further understand the and measure what makes an optimal working experience for employees, we developed a 3-dimension rating
scale, based on design thinking principle, to capture the readiness of organizations with employee experience:
01 02 03
Empathize stage: Create stage: Materialize stage:
Acknowledging the business Ideating, prototyping and testing Implementing your plan wit
case for employee experience your employee experience great returns
and empathizing and defining plan/strategy
the challenge
[1] https://www.exleadersnetwork.com/wp-content/uploads/2019/12/EX-2020-Report-by-EX-Leaders-Network.pdf
5
The 2020
outlook for
6
Key Trends
2020
01 Top action steps India Inc. will take in 2020

to enhance employee experience: 02 Is India Inc ready to take their EX priorities
to the next level in 2020?
Aligning HR strategy to business: 66% 88% organizations shared that they receive great
support from leadership and have their buy-in to take
Building an org. culture where employees feel valued: 62% employee experience priorities to business outcomes.
However, 53% of the participating organizations feel
Improving leadership focus on employee experience: 58% that the HR team does not have the skills & capabilities
to achieve these priorities.
Priorities 1 2 3 4 5
66% 62% 58% I have the leadership
buy-in to take these 45%
Aligning HR Building an org. Improving
priorities to business 21% 23%
strategy to culture where employee
outcomes
5% 7%
business employees feel productivity &
valued performance
My HR team has the

skills & capabilities to 37% 36%
achieve these priorities 12% 10%
51% 49% 4%
My organization culture
Improving Leveraging is tuned to implement
32% 38%
leadership focus technology across actions required to 16% 10%
on employee
experience
HR value chain achieve these priorities 5%
7
03 Organizational culture and
employee experience:
While 62% organizations said that their priority in 2020 to enhance employee experience would be to build an
organization culture where employees feel valued, however, only 10% organizations have a culture which is completely
tuned to implement actions required to achieve employee experience priorities in 2020.
04 Does your workplace design impact

your employee experience?
We observed that parameters of workplace design, namely, Accessibility, Right tools, Visual/Acoustic privacy,
and Space did impact employee experience. However, Location and Technology are the top parameters that
really impact your employee experience.
Impact of workplace design in improving employee experience (On a scale of 1-10)
10
9
8
70% 0 to 4
7
61% 67% (Does nothave much impact)
6 57%
5
4
5 to 8
(Impacts EX)
3 26% 22% 20%
2 17% 16% 16% 14% 13%
1 9 to 10
0 (Impacts EX considerably)
Location Technology Exposure (visual/ Size

(accessibility) (right tools) acoustic privacy) (space)
8
Employee experience throughout
the employee lifecycle
If you are an organizational leader or if you work in HR, you may have
noticed something recently: Your organization can't fake its
employment brand anymore. Workplace experiences quickly get
shared online, as well as throughout your company. So, your brand
gets created based on what your company culture actually is.
This makes the stakes (good and bad) for companies higher than
ever when it comes to reputation, hiring talented people, customer Talent Learning &
engagement and the bottom line. That's why the employee
experience trend emerged and has become a strategic priority for
Acquisition Development
leaders today.
The employee experience is the

journey an employee takes with your
organization. It is the sum of all
interactions an employee has with an
Performance HR
employer -- yes, it includes the entire Management Operations
employee lifecycle -- from
recruitment to exit.
Our study found some interesting insights in the key aspects of

employee lifecycle:
9
Talent
Acquisition
We are living in a competitive market where
talent is fluid and has a lot of options. If we
are not creating a meaningful employee
experience right from attracting the talent,
then the possibility is your search for right
talent can prove to be unnerving!
The research reveals that Feedback Forms (62 percent) constitute the popular
means of measuring the experience provided to candidates in the Talent
Acquisition process. Employee Engagement Scores (40 percent) and Ratings or
Feedback on Professional and Social Media Platforms (29 percent) are the most
accepted methods by India Inc. to measure employee experience.
We also asked how these organizations measure their current talent acquisition
process based on the feedback they have received. We found that only 10
percent organizations feel they have a great experience strategy in place for
their talent acquisition process. Mostly, organizations (75 percent) are adopting
and escalating their efforts towards offering a great experience to candidates
throughout the talent acquisition process.
Throughout the talent acquisition process, the research disclosed that

experience offered in the three areas of talent acquisition is very critical:
Interview Process, Selection Process, and Assessing the Candidate for Job Fit.
However, the TA team still needs to put in efforts to accelerate their readiness
level in these areas.
Another starking insight that the report captured is that technology plays a
critical role in improving employee experience in talent acquisition.
10
Most preferred way to measure employee experience
in the talent acquisition process
80
60
62%
40 40% Key areas in improving employee experience in
25% 23% 29% talent acquisition (Rate importance and readiness
20
on a scale of 1-5, 5 being the highest)
Feedback Ratings Employee Employee Ratings or
forms engagement review sites feedback on Imp Readiness
scores professional and
social media
platforms
0 1 2 3 4 5
Hiring drives/ 3.67

Outreach
Employee experience index in talent acquisition process 3.25
(1 being lowest & 10 being highest)
0 1 2 3 4 5 6 7 8 9 10
Application 3.76
Process
3.32
4.17
16% 75% 9% Selection
Process
3.44
Empathize Create Materialize
Assessments/ 4.10
Candidate job
Role of technology in improving employee experience in fit 3.41
talent acquisition (1 being lowest & 10 being highest)
0 1 2 3 4 5 6 7 8 9 10 4.22
Interview
process
3.44
6% 56% 37%
11
Employee experience in Talent Acquisition
Industries at a glance
Here is a comparative analysis of Employee experience in Talent Acquisition in five industries,
namely Professional Services, Consumer Products, Life Sciences, Banking, and Automotive.
Most preferred way to measure employee experience in the talent acquisition process
Professional Consumer Life

Method Services Products Sciences Banking Automotive
100
90
80
70 67%
60
54% 57%
53%
50 46% 43% 43%
40 37% 37% 38% 36% 37% 37%
30 30% 31% 31% 29% 31% 31%
26% 22%
20
15%
10
0% 0% 0%
Feedback forms Ratings Employee Employee Rating or
engagement review sites feedback
scores professional
and social
media
platforms
Across all the industries, we found that employee feedback

forms is the most preferred way to measure employee
experience, followed by Employee engagement scores and
Rating or feedback from, professional and social media
platforms
12
Employee experience index in the talent acquisition process
Scale Stage Professional Consumer Life Banking Automotive

Services Products Sciences
2 Empathy Stage 74% 22% 31% 30% 22%
6 Create Stage 21% 74% 69% 62% 57%
9
Materialize Stage 5% 4% 0% 8% 21%
10
Professional Services lags behind other industries and stand at Empathy stage
when it comes to offering employee experience in talent Acquisition process.
13
Key areas in improving employee experience in talent acquisition Imp Readiness
(Rate importance and readiness on a scale of 1-5, 5 being the highest)
Method Automotive Life Banking Consumer Professional

Sciences Products Services
Hiring drives/ Outreach 3.92 3.84 3.15 3.44 3.42

3.14 3.15 3.95 2.96 3.26
Application Process
3.85 3.38 3.46 3.66 4.16
3.35 3.46 3.68 3.18 3.5
4.28 4.08 3.15 4.03 4.44

Selection Process
3.28 3.15 4.31 3.29 3.77
Assessments/
4.21 4.07 3 4.18 4.33
Candidate job fit 3.28 3 3.86 3.44 3.72
4.5 4.23 3.46 4.07 4.5

Interview process
3.64 3.46 4.04 3.11 3.4
The top area that emerged out in talent acquisition process to improve employee
experience is Hiring Drives and Outreach. The finding suggest, organizations should take a
more focused approach in creating brand that attract candidates.
14
Role of technology in improving employee experience in talent acquisition
Scale Method Professional Consumer Life Banking Automotive

2 Not important 0% 4% 8% 0% 0%
6 important 47% 52% 62% 46% 5o%
9
Very Important 53% 44% 30% 54% 50%
10
It is very evident that technology plays a key role in creating a great employee experience in talent acquisition
process. Over 88% companies across industries acknowledges the importance of technology in creating a EX.
15
Learning &
Development
For a long time now in HR, we have
been over-indexed on talent
acquisition, finding the right people and
building talent pipelines, and not
investing enough on what happens to
that talent once they're hired.
As competition for a skilled workforce increases and as the

workplace becomes more complex, HR professionals seek
to create a compelling employee experience – one that
focuses less on what employees do and more on what
motivates them.
For example, Deloitte’s Employee Experience Framework [2]

that defines how the company can meet the key aspira-
tions of their employees (now and in the future) are:
meaningful work, supportive management, positive work
environment, growth opportunity, and trust in leadership.
But how do you measure if you are giving your employees
a great experience in their journey of growth, learning and
development?
83 percent of organizations that participated in the survey

said that they measure employee experience in their L&D
process using the feedback they have received from
employees. Improved Employee Performance (58 percent)
and Learner Engagement Scores (52 percent) also define
the successful employee experience of an L&D process.
[2] https://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-cons-reimagine-and-craft-the-employee-experience.pdf
16
66 percent of organizations said that they are still moving towards offering a great experience to candidates throughout the talent acquisition
process. Only 17 percent organizations feel they have a great experience strategy in place for their L&D process.
Diving deep, it is revealed that Appeal to a Multi-generational Audience, Learner Engagement, and Learner Needs Identification are the top
opportunity areas for designing a world-class learner experience.
Just like TA, the research saw an overwhelming response towards technology being a key player in easing employee experience in L&D.
Top ways to measure employee experience in the L&D process

100
83%
80
60
52% 58%
40
41%
21% 27%
20 16%
Feedback Learner Audit by Improved Improved Employee Employee

from engagement external employee safety or Retention Promotion
employees scores professional performance decline in
compliance
issues
Employee experience index in the L&D process

0 1 2 3 4 5 6 7 8 9 10
17% 66% 17%

Empathy Create Materialize
Stage Stage Stage
17
The key opportunity areas for designing a world-class learner experience?
(Rate importance and readiness)
5
4.10 4.17 4.22
4 3.81
3.25 3.22 3.39
3.11 Imp
3
Readiness
1
Learner need Learner Appeal to a Easy to use

identification - engagement - multi-generational learning tools
Importance Importance audience Importance
Role of technology in improving employee experience in L&D

0 1 2 3 4 5 6 7 8 9 10
7% 51% 42%
Empathy Create Materialize
Stage Stage Stage
18
Employee experience in Learning & Development:
Industry-wise analysis
Most preferred way to measure employee experience in the L&D process

100
90
85%
80 78% 80% 79%
74%
70 67%
63% 64% 63% 62% 60% 64% 63%
60 57%
50 46% 43%
40 37% 38% 40% 37% 36%
30
32% 29% 26% 23%
20 16% 16% 14% 16% 15% 12%
10 7% 8% 12%
5%
Feedback from Learner Audit by external Improved Employee Employee Improved

employees engagement professional employee retention promotions safety or
scores performance decline in
compliance
issues
The top three preferred ways to measure employee experience

in the L&D process across industries were:
Feedback from employees Improved employee

performance
Employee retention
19
Employee experience index in the L&D process

2 Empathy Stage 11% 26% 8% 32% 21%
6 Create Stage 84% 74% 54% 52% 79%
9
10
Unlike talent acquisition, organizations across industries have matured

when it comes to integrating experience in an employee's learning journey.
20
Most preferred way to measure employee experience in the talent acquisition process Imp Readiness

Learner need 4.38 3.91 3.84 3.74 3.27

identification 3.07 3.02 3.32 2.85 4.50
Learner
4.57 3.81 3.42 3.78 3.23
engagement 3.00 3.02 4.25 3.15 4.47
Appeal to a 4.21 3.70 3.34 3.44 3.12

multi-generational
audience 3.21 2.93 4.26 3.04 4.44
Easy to use
4.29 3.67 3.31 4.11 3.19
learning tools 2.93 3.02 4.23 3.33 4.46
Learner engagement turned to be the most important factor in

driving employee experience, followed by easy to use learning tools.
21
Role of technology in improving employee experience in L&D
Scale Index Professional Consumer Life Banking Automotive

2 Not important 0% 0% 0% 0% 0%
6 Important 63% 48% 62% 57% 50%
9
Very Important 37% 52% 38% 43% 50%
10
Technology is a key enabler in offering a great learning experience, which is also a key area of concern among organization s across
industries.100% of the participating companies across industries acknowledges the importance of technology in creating a EX in learning.
22
Performance
Management
When it comes to evaluating employee
performance, outdated processes are
being replaced by new norms. Companies
are ditching the annual performance
review (traditionally accompanied by
forced ranking systems) and revamping
their employee feedback processes
entirely.
If you look at the impact a performance review has on someone’s

career and their desire to stay within a certain role, it becomes a crucial
part of the employee experience. And yet, so many of us dread having to
go through it.
Currently, the majority of Indian organizations are measuring the

experience of their performance management process through
Employee Feedback (79 percent). Timely completion of Performance
Forms (74 percent) is also considered as one of the metrics for
measuring the success of a performance management process.
On the basis of the feedback, only 17 percent Indian organizations are

completely satisfied with their performance management process.
Measuring and Tracking Goal Progress, Ratings and KRA Assessments,
and Rewards Processes are the key areas that need more focus in
improving employee experience in performance management.
Again, technology turned out to be an enabler in easing employee

experience in performance management.
23
Most preferred way to measure employee experience Employee experience index in the performance management
in the performance management process process (1 being lowest & 10 being highest)
0 1 2 3 4 5 6 7 8 9 10
80
60
62%
40 40%
25%
20
21% 63% 16%
Feedback Timely Audit by Empathy Create Materialize
from completion of external
Stage Stage Stage
employees performance professional
forms
Key areas in improving employee experience in the Role of technology in improving employee experience
performance management process (Rate importance and in the performance management process (1 being lowest &
readiness on a scale of 1-5, 5 being the highest 10 being highest)
0 1 2 3 4 5 6 7 8 9 10
Imp Readiness
5
4.25 4.05 4.09 4.16
4
3.32 3.25 3.39 9% 48% 43%
3
2 2.85 Not important Very

important important
1
Measuring Performance Coaching Ratings and KRA

and tracking check-ins conversations assessments
goal progress
24
Employee experience in Performance Management:
Most preferred way to measure employee experience in the performance management process
Method Professional Consumer Life Banking Automotive

Feedback from employees 68% 78% 85% 84% 71%
Timely completion of
performance forms 7% 78% 77% 80% 86%
Audit by external professional 37% 19% 15% 20% 14%
Employee experience index in the performance management process (1 being lowest & 10 being highest)
0
2
Empathy Stage 21% 22% 23% 16% 29%
3
6
Create Stage 68% 63% 39% 72% 57%
7
10 Materialize Stage 11% 15% 38% 12% 14%

25
Key areas in improving employee experience in the performance management process Imp Readiness

Measuring and tracking 4.43 4.62 4.04 4 4.47

goal progress 3.21 3.23 3.24 2.88 3.32
Performance check-ins
4.43 4.38 4 3.92 4.33
3.00 3.46 3.08 3.22 3.5
Coaching 4.36 4.46 3.96 3.81 4.44

conversations
2.43 2.92 2.92 2.85 3.28
Ratings and KRA

4.64 4.31 4.08 3.69 4.22
assessments 2.86 3.08 3.64 3.30 3.50
Rewards Process
4.64 4.23 4.12 3.96 4.59
2.64 3.31 3.72 3.33 3.67
A starking finding made out of this study is that the importance and
readiness gap compared to other functions of HR, is wider in
Performance Management across industries.
26
Role of technology in improving employee experience in the performance management process

2 Not important 0% 19% 8% 0% 8%
6 Important 68% 74% 38% 46% 48%
9
Very Important 32% 7% 54% 54% 44%
10
Like any other function, technology too is a driving factor to improving

experience across performnce management function.
27
HR
Operations
Just like other functions of HR, measuring employee
experience in the HR Operations process too was largely
driven by the feedback received from the employees.
On the basis of the feedback,

only 17 percent Indian organizations
are completely satisfied with their
HR operations.
Communication Process, Process Optimization, and Ease of

Use of Technology Solutions are the top opportunity areas
in improving employee experience in HR Operations.
Understanding the role of leveraging technology in

enhancing the employee experience in the HR operations
area, we found that India Inc. falls into the “create stage”, i.e.
they are leveraging technologies in HR operations but have
to achieve ROI in terms of employee experience.
Diving deep into industry analysis, Banking and Professional

Services are the top two industries whose readiness index is
greater in the areas of Communication Process, Process
Optimization, and Ease of Use of Technology Solutions.
These areas, as mentioned earlier, are the key top opportu-
nity areas of HR Operations that can improve employee
experience.
28
Most preferred way to measure employee experience Employee experience index in HR Operations
in the performance management process (1 being lowest & 10 being highest)
100
0 1 2 3 4 5 6 7 8 9 10
80
81%
60 57%
40
28%
20 19% 64% 17%
Feedback Timely Audit by Empathy Create Materialize
from completion of external
Stage Stage Stage
employees performance professional
forms
Key areas in improving employee experience Role of technology in improving employee experience
in HR Operations (Rate importance and readiness on in HR Operations (1 being lowest & 10 being highest)
a scale of 1-5, 5 being the highest)
0 1 2 3 4 5 6 7 8 9 10
Imp Readiness
5
4.22 4.22 4.35
3.92 3.94
4
3.20 3.16 3.18
3.56 3.46 8% 47% 45%
3
2 Empathy Create Materialize

Stage Stage Stage
1
Ease of use Process Administrative/ Compliance Communi-

of technology Optimization HR challenges challenges cation
solutions process
29
Employee experience in HR Operations:
Satisfaction with the HR Operations process
Most preferred way to measure employee experience in HR Operations

100
90 88%
80 79%
74% 74% 77%
70
63% 63% 64%
60
54% 52%
50
40
32% 36%
30 26% 29%
20
23%
15% 16%
10 11% 8% 7%
Feedback from Timely completion Audit by external Automation of

employees of performance professional basic reports, and
forms satisfactory ticket
resolution
Feedback from employees and timely completion of

performance forms constitutes the most preferred way to
measure employee experience in the various HR operations
processes.
30
Key areas in improving employee experience in HR Operations

2 Empathy Stage 0% 12% 0% 8% 21%
6 Create Stage 58% 50% 46% 72% 57%
9
10
s it is clear from the data, Life Sciences and Professional Services are
leading the employee experience index as compared to other industries.
31
Key areas in improving employee experience in HR Operations
Imp Readiness

Ease of use of 4.57 4.69 4.50 3.85 4.42

technology solutions 2.57 3.38 3.59 3.04 3.21
Process Optimization
4.43 4.23 4.52 3.89 4.44
2.93 2.85 3.66 2.93 3.28
Administrative/HR 4.14 3.69 4.54 3.56 4.17

2.71 3.00 3.64 2.93 3.22
Compliance
4.36 3.85 4.56 3.89 4.17
assessments 3.29 3.15 3.63 3.33 3.50
Communication
4.64 4.38 4.54 4.04 4.50
3.21 2.92 3.61 3.07 3.72
Measuring and tracking goal progress and rewards turn out to be the two most important
areas in performance management where delivering exceptional experience is critical.
32
Role of technology in improving employee experience in HR Operations

2 Not important 0% 11% 0% 4% 0%
6 Imortant 58% 59% 54% 44% 43%
9
Very important 42% 30% 46% 52% 57%
10
86% organization recognize the importance of technology in

carrying out smooth and experience driven HR operations.
33
Employee
Experience:
34
Putting people first
in the Automotive Industry
The battle for automotive talent is at an all-time high.
Incoming employees – Millennials and Generation Z –

have a different set of expectations, motivators and
standards for their employers as compared to previous
generations. Coupled with the new and broadening skill
sets needed to address the convergence of automotive
and technology, in addition to the rise of future
transportation technologies, it’s no surprise that
competition for this talent is fierce.
With outside pressures threatening long-established

organizations such as those in the automotive industry, in
addition to an increased pool of employer options, it is
critical for companies to create an authentic, trusted
brand that embodies its employees’ experiences.
According to our study,

currently, the Automotive
industry, on an EX index is
at “Create Stage”.
Bifurcating the analysis on different employee lifecycle

journey we found:
35
Talent Acquisition Learning
Talent&Acquisition
Development
TA readiness index on satisfaction with experience strategy for L&D readiness index on satisfaction with experience strategy for
different aspects of talent acquisition: 2.68/5 different aspects of L&D: 3.05/5
Role of technology in elevating employee experience in TA function: Role of technology in elevating employee experience in L&D function:
0% 50% 50% 0% 50% 50%

Not Imortant Very Not Imortant Very
Important Important Important Important
TA employee experience index: Create L&D employee experience index: Create
0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 6 7 8 9 10
22% 57% 21% 21% 79% 0%

Empathize Create Materialize Empathize Create Materialize
Stage Stage Stage Stage Stage Stage
36
Performance Management HR Operations
Function HR Operations readiness index on satisfaction with experience
strategy for different aspects of tHR operations: 2.94/5
PM readiness index on satisfaction with experience strategy
for different aspects of talent acquisition: 2.82/5 Role of technology in elevating employee experience in HR Opperations:
Role of technology in elevating employee experience in PM function:
0% 43% 57%
0% 48% 47% Not Imortant Very
Important Important
Not Imortant Very

Important Important
PM employee experience index: Create
0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
21% 57% 22%

29% 57% 14% Empathize
Stage
Create
Stage
Materialize
Stage

Stage Stage Stage
Immediate focus for Automobile industry:

TA forms the first step of your employee life cycle and hence attracting
and hiring talent needs a greater focus on creating a full-proof
employee experience strategy at TA stage. Right now the Automobile
industry, rates itself on 2.68 (on a scale of 5) on the TA readiness with
experience strategy for different aspects of talent acquisition.
37
Employee experience
creating a competitive
edge for banking industry
Employee experience is proving to be a competitive edge
for the Banking Industry. The banking and financial services
sector today faces the same ongoing challenges of
uncertainty as many other industries. However, in banking
services this is coupled with continuing low levels
of trust among consumers.
The sector is also experiencing ongoing structural changes,

including non-traditional financing
and industry consolidation.Whatever the changes,
employees are key to the successful evolution of financial
services sector organizations as they adopt the new
practices required to succeed.
Our study found that the Banking

Industry is increasingly focusing on
creating moments that matter!
While the study indicates that the industry is still at a Create

stage, the sectors is acknowledging the importance of
delivering a consistent experience across the employee
lifecycle as compared to other industries:

journey we found:
38
Talent&Acquisition
Development
TA readiness index on satisfaction with experience strategy L&D readiness index on satisfaction with experience strategy
for different aspects of talent acquisition: 3.96/5 for different aspects of talent acquisition: 4.01/5
0% 46% 54% 0% 50% 50%


Employee experience index in the talent acquisition process
0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
30% 62% 8% 32% 52% 16%

39
strategy for different aspects of HR operations: 3.62/5
for different aspects of performance management: 3.32/5 Role of technology in elevating employee experience in PM function:

0% 44% 52%
0% 46% 54% Not
Important
Imortant Very
Important
Not Imortant Very PM employee experience index: Create

Important Important
Employee experience index in the HR operations process
PM employee experience index: Create 0 1 2 3 4 5 6 7 8 9 10
Employee experience index in the performance management

process (1 being lowest & 10 being highest)
0 1 2 3 4 5 6 7 8 9 10 21% 57% 22%

Stage Stage Stage
16% 72% 12%

Immediate focus for Banking industry:
Stage Stage Stage The overall readiness of the banking industry with respect to creating
employee experience across the employee life cycle stands at 3.72, on a
scale of 5.While the banking industry is moving fast on the processes,
and culture, there is a scope of improvement when it comes to using
technology that will bring value to individual employees and optimize
various processes in HR to create a good employee experience.
40
Technology will prove
to be a driving force to
elevate EX in Consumer
Products sectors
There is an undeniable link
between customer experience
(CX) and employee experience –
and brands can’t improve one
without improving the other.
Though employee experience and CX should ultimately

share a mutually dependent “chicken and egg”
relationship, brands looking to improve their CX and drive
a corresponding increase in ROI should first focus on
creating the best employee experience possible.
Especially in today’s technology-driven world, consumers

want to buy from brands that celebrate the human
experience. Brands with a human “heartbeat,” so to speak,
are in tune with the short-term and long-term emotional
impact products and purchasable experiences have on
consumers.

journey we found:
41
Talent&Acquisition
Development
TA readiness index on satisfaction with experience strategy L&D readiness index on satisfaction with experience strategy
for different aspects of talent acquisition: 3.10/5 for different aspects of talent acquisition: 3.09/5
4% 52% 44% 0% 48% 52%


Employee experience index in the talent acquisition process Employee experience index in the L&D process
(1 being lowest & 10 being highest) (1 being lowest & 10 being highest)
0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
22% 74% 0% 26% 74% 0%

42
Function
PM readiness index on satisfaction with experience strategy HR Operations readiness index on satisfaction with experience
for different aspects of Performance Management: 3.11/5 strategy for different aspects of HR Operations: 3.06/5
Role of technology in elevating employee experience in PM function: Role of technology in elevating employee experience in HR Operations:
19% 74% 7% 0% 59% 46%

PM employee experience index: Create HR Operations employee experience index: Create

Employee experience index in the Performance Management Employee experience index in the HR Operations process
process (1 being lowest & 10 being highest) (1 being lowest & 10 being highest)
0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 6 7 8 9 10
22% 63% 15% 12% 50% 38%

43
How Life Sciences sector
can get their workforce
support and trust during
the uncertain times like
COVID-19
The life sciences industry is at
the epicenter of developing
the tests and treatments for
COVID-19 and getting them to
the people around the world
that need them.
At this critical time, life sciences companies are also

challenged to continue to advance treatments across
therapeutic portfolios while ensuring supply, employee
well-being, business continuity and unwavering
innovation.
Hence, a supreme employee experience is more than

critical for this industry right now.

journey we found:
44
Talent&Acquisition
Development
TA readiness index on satisfaction with experience strategy L&D readiness index on satisfaction with experience strategy for
for different aspects of talent acquisition: 3.24/5 different aspects of L&D 3.19/5
0% 62% 30% 0% 62% 38%


0 1 2 3 4 5 6 7 8 9 10
0 1 2 3 4 5 6 7 8 9 10
31% 69% 0% 31% 69% 0%

45
strategy for different aspects of HR Operations: 3.06/5
for different aspects of Performance Management: 3.2/5 Role of technology in elevating employee experience in HR
Operations function:
0% 54% 46%
0% 38% 54% Not
Imortant
Very
Important Important
Not Imortant Very PM employee experience index: Create

Important Important
Employee experience index in the HR Operations process
0 1 2 3 4 5 6 7 8 9 10
Employee experience index in the Performance Management
0 1 2 3 4 5 6 7 8 9 10 0% 46% 54%
Stage Stage Stage
23% 39% 38% The life science industry is dynamic and fast-paced. The pressure to stay in
compliance, maintaining competitiveness and taking advantage of
Empathize Create Materialize opportunities for innovation starts by doing a checkup on three key areas in
Stage Stage Stage your organization:
Measuring your employee experience outcomes
Is your technology investment based on employee experience as a metrics
Is your experience consistent throughout the employee life cycle
46
Professional
Services
At this moment we see groundbreaking disruption taking
place across most industries. When you take a look at the
Fortune 1000 over the last 40 years, starting from 1973 you
see that major changes have taken place. By 1983,
one-third of these companies had fallen off the list. By 2013,
only 30 percent of the original companies are still on the list
This pace of change will continue

to increase as only a third of today’s
major companies are expected to
survive the next 25 years.
Professional services like accounting, legal and consulting

have so far not been highly impacted by these technology
developments, but all signs are there that real change is
coming and that the industry is at the gates of a digital
transformation process. The biggest impact might not just
come from new ways of organizing and delivering
professional services, but also the very nature of the
“practical expertise” that professionals deliver are being
challenged.
Again, not crafting great employee experience will prove to

be a detrimental factor in coping up with the ongoing
transformation and the ways of work.

journey we found:
47
Talent&Acquisition
Development
TA readiness index on satisfaction with experience strategy L&D readiness index on satisfaction with experience strategy for
for different aspects of talent acquisition: 2.78/5 different aspects of L&D: 4.46/5
0% 47% 53% 0% 63% 37%

TA employee experience index: Empathy L&D employee experience index: Create

0 1 2 3 4 5 6 7 8 9 10 0 1 2 3 4 5 6 7 8 9 10
74% 21% 5% 11% 84% 5%

48
strategy for different aspects of HR Operations: 3.38/5
for different aspects of performance management: 3.45/5 Role of technology in elevating employee experience in HR Operations:

0% 58% 42%
0% 68% 32% Not
Important
Imortant Very
Important
Not Imortant Very HR Operations employee experience index: Towards Materialize

Important Important
Employee experience index in the HR Operations process
0 1 2 3 4 5 6 7 8 9 10
Employee experience index in the performance management
0 1 2 3 4 5 6 7 8 9 10 0% 58% 42%
Stage Stage Stage
21% 68% 11%

Immediate focus for Professional Services industry:
Stage Stage Stage TA forms the first step of your employee life cycle and hence attracting
and hiring talent needs a greater focus on creating a full-proof employee
experience strategy at TA stage. Right now the Professional Services
industry, rates itself on 2.78 (on a scale of 5) on the TA readiness with
experience strategy for different aspects of talent acquisition.
49
Building a
“culture where
employee feel valued”
50
Priorities for
small businesses
Right now, candidates have more options for employment than at
any point in recent history. In other words, it’s a candidate’s world
and we’re just living in it. And for small businesses, that means that
if you want to fill your open roles, you need to set yourself apart –
and you need to have a great company culture to do that.
Now, we’ve heard a lot of praise for the company cultures of tech
giants like Google and Netflix or retail monoliths like Zappos (just to
name a few). But, let’s get real: small businesses can’t do anything
with these examples. You don’t have huge HR teams with expansive
budgets, built-in (and beloved) brand recognition, or all the perks
like doggy day care centers, onsite barber shops or any other over
the top benefits those companies are offering lately.
In our research, Mind the Gap: 2020 Outlook for Employee

Experience, we surveyed 209 unique small businesses with an
employee size less than 500.
While studying these 209 small

businesses, we found that building
an organizational culture where
employees feel valued is the top
most priority for these companies
to drive their employee experience
agenda.
51
Top five action steps to enhance
employee experience in 2020
80
72%
60
60% 59% 59% 55%
40
20
Building an Improving Aligning HR Improving Adopting

organizational leadership focus strategy to employee innovative new
culture where on employee business productivity & employee
employees feel experience performance engagement
valued methods
As it can be seen from the findings that the focus of smaller businesses is to build an employee-centric culture and getting a leadership focus on
employee experience contrary to larger organizations whose ultimate focus is on Aligning HR strategy to business.
The late former CEO of GE once said, “No company, small or large, can win over the long run without energized employees who believe in the mission
and understand how to achieve it.” Welch stressed on that the leadership focus on employee experience is a driver of a business success. And it is
being very well being acknowledged by smaller businesses. 60 percent of small businesses plan to get their leadership focus on EX in 2020. In fact,
delving deeper into the survey results, 64 percent revealed that they have a leadership buy-in for the 2020 EX priorities.
Readiness to deliver EX priorities (on a scale of 1 to 5, 5 being the highest)
Method 1 2 3 4 5
I have the leadership buy-in to take 4% 9% 23% 42% 22%

these priorities to business outcomes
My HR team has the skills & capabilities

to achieve these priorities 3% 18% 35% 30% 12%
My organization culture is tuned to

implement actions required to achieve 4% 15% 33% 32% 15%
athese priorities
52
Employee experience outlook
for small businesses- 2020
Who should own the employee experience strategy? 2. Does your workplace design impact your employee experience?
Managing employee experience in small businesses
We observed that parameters of workplace design, namely,
has been a shared responsibility of Functional Heads,
Visual/Acoustic privacy, Space, andTechnology did impact employee
CHROs, and CEOs.
experience. However, Exposure and Size are the top parameters in small
businesses that really impact their employee experience.
1. Who is responsible to design and deliver on 3. Impact of workplace design in improving employee experience
the mandate of employee experience? (On a scale of 1-10)
10% Parameters 0 to 4 5 to 8 9 to 10
Does not have Impacts EX Impacts EX
Line Managers much impact considerably
20%
CEO
Location (accessibility) 17% 57% 26%
25% Owner
Technology (right tools) 16% 61% 22%
Functional 21%
Head
CHRO
Exposure (visual/ acoustic

privacy)
16% 70% 14%
16% 8%
HRBP
COO
Size (space)
13% 67% 20%
53
Role of Technology How important would you say is the employee experience
while deciding on the budgets for HR technology?
Having access to right tools and technology (83%) is
one of the driving factors of improving employee
experience.
However, one of the practices that might be a
roadblock towards leveraging technology to achieve
greater employee experience 3% 9% 34% 54%
is the metrics decided on selecting or investing in
technology.
Not Neutral Imortant Very
Only half of the participating organizations said that EX Important Important
is very important while deciding on the investment in a
technology.
Smaller businesses are increasingly moving from empathy to delivering EX throughout employee life cycle:
Employee Experience throughout employee lifecycle (1 being lowest & 10 being highest)
Scale Method Talent Learning & Performance HR

0
Acquisition Development Management Operations
2
Empathy Stage
13% 21% 15% 17%
3
6
Create Stage 65% 62% 68% 65%
7
Materialize Stage
10 14% 17% 17% 18%
54
Conclusion
According to a research[3], companies with
great EX outperform the Standard & Poor’s
(S&P) 500 by 122 percent. Exceptional EX,
however, is not about giving employees
unlimited choices. Nor is it characterized by
onsite foosball tables, climbing walls or
artisanal coffee. It is about giving employees a
set of options that will help them achieve their
full potential and drive business value.
Mind the Gap:

Bridging the Employee
Experience Gap, a research
by People Matters and
SAP SuccessFactors offers
key insights and action
plans for C-suite and HR
teams to calibrate their
employee experience
journey.
55
Several recommendations emerge for cultivating more
positive employee experiences and achieving better outcomes:
01 Technology
Technology emerged as a critical means to
02 Moments that Matter
Most companies address ‘Moments that Matter’ with a
enhance employee experience. New decades-old, top-down approach. This paradigm is
communication, data collection, and based on treating workers alike and having HR serve as
feedback capabilities are harnessing the the primary conduit to a standard set of work related
power of technology and culture initiatives to experiences including recruiting, onboarding, training,
position employees as culture builders. promotion and retirement. As work and workforces have
Through technology, HR becomes less grown more complex, it is clear that ‘Moments that
prescriptive and more consultative. Thus, Matter’ do not occur solely at specified career milestones.
escalating experience plans! Employees experience critical moments on a continual
basis like workplace design, sharing feedback, growth
opportunities, measuring the experience outcome, etc.
03 Upskilling HR
Remaining competitive with a highly productive workforce now means creating an EX that excites and engages. To operationalize
the design of those experiences, HR needs to reinvent their ways of thinking and working. 53 percent organizations shared that
their HR team does not have the requisite skills & capabilities to achieve employee experience priorities.
Leading companies are already recognizing that employee experience is the new battleground for competitive advantage.
Companies looking to create a competitive edge have a valuable tool at their disposal. It is the playbook they have used to
improve CX. By applying principles of customer-centricity to their talent management practices, they can create more relevant,
personalized EX that drives business outcomes. The rule is simple: Better employee experience; better customer experience!
56
Demographics
A. Industry
25
20
21% 19%
15
10% 10% 11% 9%

10 8%
5
5% 5%
2%
Automotive & Banking, Construction Consumer Life IT & ITES Manufactur- Power & Professional Telecomm-
Ancillaries Financial & Mining/Oil & Products Sciences ing & Heavy Utilities Services unication
Services & Gas/Metals Industries
Insurance
(BFSI)
B. Employee Size C. Industry Type

500 -1,000
27% 10%
4%
Startups
Small and
1,001- 5,000
35% Medium-Sized
Business
38%
5,001- 10,000
16% Indian Company
6% Industry
10,001- 20,000
9% Public
Sector Units
Greater than 20,000

42%
13% Multinational
Company
57
EXPERT
VIEWS
Technology to drive Organizations need
employee experience to ‘think’ like their
& productivity employees’
Amit Das Sakaar Anand

Director HR & CHRO, Bennett Head of HR, BNY Mellon
Coleman & Co (Times Group) Technology, India
Transparent & high touch envgagement

is needed across the board
Krishna Raghavan
Chief People Officer,
Flipkart
58
Technology to drive As we progress towards the “new world of
work”, there is a compelling need to
create a landscape, where employees
Keeping this in mind, some of the critical
steps taken by us as a part of our focus
areas are:
employee experience feel engaged and empowered with

unique and pleasant experiences. These
vast experiences help an organization
Leverage technology to drive employee
experience & productivity
& productivity ignite passion in their workforce.
Times Group is a 200-year-old start-up

Build future ready talent
with a 10,000+ workforce comprising of Remain an employer of choice

individuals of different age, education,
background, skill, etc. While this diversity A robust communication strategy to
has been a strength, it poses unique drive employee alignment with
challenges of preference. We have over organization’s imperatives
five generations of talent as part of our
Amit Das workforce, and we realize that even if the Integrate a design thinking mindset
Director HR & CHRO, Bennett fundamental need is the same the throughout the organization
Coleman & Co (Times Group) method of delivery desired is different.
As we progress towards the “new world
of work”, bold and authentic leadership
Employee experience has Changing business, blended with an agile mindset will
become the “only choice”.
changing approaches
become a strategic priority Even as a business group, we are at an
Even in the current scenario with the
outbreak of Covid-19, being an essential
inflexion point: 1) Never has the market
today. It has also become a landscape seen as dramatic a change,
service we have to ensure business
continuity, while some of our employees
as we are seeing today.2) The
“Brand Currency” that assists competitive landscape is changing, as
from editorial, production and
distribution still have to come to work
global giants are competing in all media almost 90% of our workforce is seamlessly
in attracting the right talent, businesses (advertising, music, video, working from home by using technology
etc.). 3) Fundamental consumer tools.
deeper customer behaviors are changing, as consumers
spend more and more time in the digital
engagement and thus, world.
It is crucial for us to adopt an agile

impacts the bottom line. mindset that helps build an anti-fragile
organization. There is a need to revisit
legacy structures, and ways of working
An average employee spends almost one to become a more digitally networked
third of their life at work and hence it workplace. Incremental changes will
becomes critical that organizations think need to give way to “Transformation of
about experience and engagement. the 3 W’s - Work, Workforce and
Workplace”.
59
The role of technology Well-being: One of our initiatives, a mobile
app based Red Button - a 24x7 medical
emergency service. In the same space,
Employee experience has become a we have been running mobile-app
strategic priority today. It has also based step-a-thons, virtual yoga
become a “Brand Currency” that assists sessions, wellness sessions by experts
in attracting the right talent, deeper (internal & external) that are streamed
customer engagement and thus, LIVE across 80+ office locations and on
impacts the bottom line. An average employee mobile phones.
employee spends almost one third of
their life at work and hence it becomes Connect with purpose: We leveraged
critical that organizations think about technology & provided an online
experience and engagement. platform to our employees, which
aggregates a list of opportunities for
making a positive societal impact.
With the right technology, Celebrating BCCL Values: At BCCL, we

proudly live and demonstrate our CLASIC
we can track and monitor (Collaboration, Learning Agility,
Accountability & Risk Taking, Speed,
better. Data analytics bring Innovation and Compassion & Care)
values.
new and refined “insights”. As we move forward, I am incredibly
optimistic that technology will leverage
the abundance of data sets to create
Drag and drop Dashboards are fast sharper insights for creating value for the
becoming “Insight Boards”. You know who enterprise. More importantly, we will be
is consuming what HR Process and/or able to create unique experiences for the
Product with what frequency. We can new, digitally conscious employee.
build predictive models of consumption
for better utilization of resources.
60
Organizations need
to ‘think’ like their
employees’
The experience challenge
The biggest challenge is, are we treating the people the way they want to be treated?
While we want the experience to be consistent and at the same time be customized
such that it celebrates an employee’s individuality. And all this needs to be done in a
Sakaar Anand way that it reflects the vision and mission of the organization. We are looking to
Head of HR, BNY Mellon extensively leverage technology to deliver a people-centred, productive, integrated,
Technology, India
data-driven and feedback-focused experience, which can be continuously improved.
The HR team needs to ‘think like the employees’, challenge the status quo and
experiment - with a willingness to fail but fail fast & forward.
Today, every industry has

become highly human
The role of technology
capital intensive. The
Technology can help us digitize the end-to-end employee life cycle. When one lands on
biggest asset that any a company’s career page, they are greeted by a chatbot which answers the basic
queries and helps the candidate make an informed decision. If the same person ends
company has, though not up getting an offer, a pre-onboarding app is sent over to keep the person engaged
during the notice period. The same app gets converted into a bot again when the
quantified on a balance person joins the company to help finish a lot of onboarding activities and get inducted
into the company seamlessly. The bot can be used to maintain continuous
sheet, is its peopl engagement with the employee instead of doing once a year engagement survey.
Online learning platforms can be integrated with the job architecture and the
competency matrix to help the employee access current skill gaps and chart a
personalized learning path. Basic tenet remains the same – companies need an
This asset walks out of the door every engaged set of employees to win and retain loyal customers. The question in front of us
evening and it’s important to have them is this: How we do it using artificial intelligence (technology) to augment cognitive
walk back the next morning. Any aspect of intelligence and not replace it?
the company that an employee deals with
needs to lead to a distinctive, remarkable This new age experience is defined from a person’s perspective, by putting the
and inspirational experience. individual at the centre. This will enable a relationship which will start pre-employment
and last post-employment.
61
Transparent & high touch
engagement is needed across
the board
Need to continuously
improve experience
Understanding and improving the employee experience is critical
Krishna Raghavan in today’s competitive global environment. For Flipkart, upholding
Chief People Officer, and role modeling our culture and values externally and internally
Flipkart across all touchpoints is pivotal to our employee experience. A
strong employee experience helps drive a strong customer
experience and keeps the employees motivated to strive for the
best. To truly succeed, organisations need to build employee
COVID-19 has presented experience on the strong foundation of culture, engagement,
wellness and growth.
organisations with a crisis situation At Flipkart, our values define the culture. This includes Audacity in our
which is unprecedented and needs solutions, even in this unprecedented environment, thinking along
with a Bias for Action to resolve short term and long term problem
statements, keeping our customers, partners, employees at the
to be managed personally and center of our decision making with Integrity, transparency and
empathy. This helps build trust and deeper relationships.
professionally, in ways we haven’t
before.
We want to ensure that there is continuous and transparent

communication to help our employees get clear visibility into the
future, while we support them with the right tools they may need to
stay productive and at the same time inspire them to go the extra
mile needed for the tough times. It is an important priority to
maintain an open dialogue with all our employees. As our
employees work remotely, we are ensuring that initiatives are rolled
out to keep employees motivated, engaged and productive.
62
Engagement and experience
We’re ensuring that we engage our Employee experience is important as we
employees on a daily basis and look at our new hires or candidates in the
encourage them to stay connected with pipeline as well. We are keeping an open &
each other. Our launch of #21Days of transparent dialogue with all our
Wellness has interesting initiatives candidates in the pipe, honouring all offers
including #FitFromHome challenge that and pivoted to ensure that we have a
enables employees to stay physically positive, thoughtful and high touch New Hire
and mentally fit as they work from home. Onboarding Virtual Experience. For the
Dedicated Webinars on very relevant Interns from B-Schools & Engg Schools to
topics, extending our Flipkart Fitness whom we have committed to a learning
Club online, Weekly Digests to help and beneficial internship over the summer,
employees feel connected with the we have modified our internship program
various updates from across the to meet those objectives virtually.
organization, encouraging employees
across the organisation to take a 'Digital From a learning perspective, we've
Chai Break' and guiding them in customised digital learning sessions for this
scheduling their work day. We're month to include topics such as tips to
encouraging parents with older children conduct a great virtual meeting, managing
to get them involved in scheduling their time effectively and strengthening
priorities for the day and keep them resilience for success. These initiatives
engaged in this regard. We believe that ensure that our employees feel motivated
this approach will help them balance and energised as they work remotely. The
priorities while working from home. various learning modules enable them in
fast Flipster parents are also encouraged to working efficiently from home, along with
who bring their young kids to greet colleagues imbuing a sense of pride and
d/or during video meetings, who are more accomplishment, as they learn new skills.
can than happy to see them; which is building
tion a strong sense of togetherness! We also Last but not least, we are leveraging the
have an active online community where power of social media to enable our
Flipsters have been posting pictures of employees to share their #workfromhome
their #WorkFromHomeLife , which is experiences & the amazing work that they
helping people stay connected in a are doing in these unprecedented times
positive spirit. through stories on Instagram, Facebook &
LinkedIn.
63
About
us
About
SAP SuccessFactors
SAP SuccessFactors is a global provider of cloud-based human
resource software and fully integrated human capital management
(HCM) systems. It covers everything from core HR, payroll, and people
analytics to the four pillars of talent management: recruiting, learning
and development, compensation, and performance management.
About
People Matters
People Matters is Asia’s largest and world’s fastest growing digital
media and community platform in the arena of people and work. With
over 300K community members we bring the talent fraternity abreast
with new ideas, trends, technological innovations, expert viewpoints
and new pathways that raise its collective consciousness and help in
finding all the answers pertinent to people and work.
PEOPLE MATTERS
SAP SUCCESSFACTORS
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MIND

A PEOPLE MATTERS AND SAP SUCCESSFACTORS RESEARCH

06 The 2020 outlook for employee experience in India

07 Top five key trends in employee experience 2020

09 Employee experience throughout employee lifecycle

16 Learning & Development

34 Employee experience Industry outlook 2020

50 Building a “culture where employee feel valued”

The COVID-19 pandemic has quickly re-prioritized the

While conducting this research, we aimed at understanding the three questions:

What is the current state of the employee experience in India

Finally, how to measure the success of your employee experience strategy

01 Top action steps India Inc. will take in 2020

My HR team has the

04 Does your workplace design impact

Impact of workplace design in improving employee experience (On a scale of 1-10)

Location Technology Exposure (visual/ Size

The employee experience is the

Our study found some interesting insights in the key aspects of

Throughout the talent acquisition process, the research disclosed that

Hiring drives/ 3.67

Professional Consumer Life

Across all the industries, we found that employee feedback

Scale Stage Professional Consumer Life Banking Automotive

2 Empathy Stage 74% 22% 31% 30% 22%

6 Create Stage 21% 74% 69% 62% 57%

Method Automotive Life Banking Consumer Professional

Hiring drives/ Outreach 3.92 3.84 3.15 3.44 3.42

4.28 4.08 3.15 4.03 4.44

4.5 4.23 3.46 4.07 4.5

Scale Method Professional Consumer Life Banking Automotive

6 important 47% 52% 62% 46% 5o%

As competition for a skilled workforce increases and as the

For example, Deloitte’s Employee Experience Framework [2]

83 percent of organizations that participated in the survey

Top ways to measure employee experience in the L&D process

Feedback Learner Audit by Improved Improved Employee Employee

Employee experience index in the L&D process

17% 66% 17%

Learner need Learner Appeal to a Easy to use

Role of technology in improving employee experience in L&D

Professional Consumer Life

Feedback from Learner Audit by external Improved Employee Employee Improved

The top three preferred ways to measure employee experience

Feedback from employees Improved employee

Scale Stage Professional Consumer Life Banking Automotive

2 Empathy Stage 11% 26% 8% 32% 21%

6 Create Stage 84% 74% 54% 52% 79%

Unlike talent acquisition, organizations across industries have matured

Method Automotive Life Banking Consumer Professional

Learner need 4.38 3.91 3.84 3.74 3.27

Appeal to a 4.21 3.70 3.34 3.44 3.12

Learner engagement turned to be the most important factor in

Scale Index Professional Consumer Life Banking Automotive

6 Important 63% 48% 62% 57% 50%

If you look at the impact a performance review has on someone’s

Currently, the majority of Indian organizations are measuring the

On the basis of the feedback, only 17 percent Indian organizations are

Again, technology turned out to be an enabler in easing employee

2 2.85 Not important Very

Measuring Performance Coaching Ratings and KRA

Method Professional Consumer Life Banking Automotive

Feedback from employees 68% 78% 85% 84% 71%