201 7 WORKFORCE MINDSET® STUDY

Key findings on the

employment experience
EXECUTIVE SUMMARY

There are many factors that can shape a great

employee experience. Yet there are an equal
number of challenges your organization may face
when trying to create the ideal environment for
your people. Perhaps you’re unable to drive a
desired culture or articulate a differentiated
employee value proposition (EVP). Or maybe you
haven’t been able to align your human resources
and total rewards philosophies with actual
program design and delivery. And possibly you’ve
struggled to drive engagement and productivity
through a digital, multi-generational workplace.

If you’ve faced any of these challenges, you’ll

find valuable insights here. For the third year,
Alight Solutions’ Workforce Mindset® study sets
out to help employers make sense of what the
employee experience is like today, and—more
importantly—what is required to create an
experience where people and their
organizations thrive.
EXECUTIVE SUMMARY

We heard from more than 2,500 respondents representing the U.S. working
population about their work experiences. They answered more than 150
questions about themselves, how they feel about their employer, and what
they expect in an employment relationship. You’ll find the highlights of our
findings here -- exploring employee value proposition (EVP), total rewards,
manager effectiveness and technology. Here are a few points to start:

Employees aren’t feeling your EVP. While 83% of employees say having a
clear EVP is important, only 34% can describe it for their current employer.

They want more fun and flexibility. Right behind pay and benefits, fun and
flexibility are the attributes most likely to differentiate the employment
experience. (They’d like to see more innovation, too.)

Your people want respect. It’s what some of your employees seek most.
The other characteristics and values most desired by today’s employees are
balance, recognition-oriented, accountable and honest.

Today’s workforce craves flexibility. In fact, the majority of employees say it’s
the single most meaningful attribute - even more so than unlimited paid
time off and parental leave.

Managers are falling short. While 78% of employees expect managers to

discuss career and learning opportunities with them, only 37% agree that
managers do this well.

They understand less than you think. Though employees are experiencing
the “one-stop-shop” of their intranets, only half feel well informed or find it
easy to collaborate with other employees…and even fewer say HR systems
are effective.

1
 WORKFORCE MINDSET® STUDY

Looking at the employment experience

How we define EVP Companies possess different qualities as employers—some differentiating

An EVP is a broad collection of ambitions, (like being a fun place to work); some expected (like effective
captured in an authentic statement that
represents the true culture of an communication). Certain characteristics (like balance) are more desirable
organization. It sets the direction for than others. Together, these qualities and characteristics contribute to
creating a work environment that the overall employment experience. And at the center of that experience
supports an organization’s mission,
business goals, and brand promise, while is a company’s value proposition—whether clearly articulated or not.
empowering the organization to attract,
develop, and motivate the talent it needs
to achieve its objectives. Simply put, an
EVP embodies both what an organization
needs from employees and what Having a clear, compelling and differentiating EVP is important.
employees get in return. When it
resonates with the specific type of talent
a business needs, that’s what we like to Overwhelmingly, employees across generations (83%) agree that having
call “the match.”
a clear EVP is important to them. High performers (93%) feel this even more
strongly. Yet only one-third of employees can describe their company’s EVP.
That means two-thirds of employees are in the dark about what’s expected
of them and what they can get in return for their hard work.

Just how important is having an EVP that employees can articulate, that
differentiates and that they find compelling?
—Employees
— who could describe their company’s EVP are two times more
likely to be engaged.
—Employees
— who find their EVP unique or special compared to that
of other companies are three times more likely to be engaged.
—Employees
— who find their company’s EVP compelling are three times
more likely to be engaged.

When you create a unique and meaningful EVP, you’ll get more
from your employees.

All High performers Other performers

839381
Having a clear EVP is important to me1 83%
93%
81%

Figures represent those citing “strongly agree” or “agree” on a 6-point scale.

1

2 Alight Solutions | 2017 Workforce Mindset® study

 L O O K I N G AT T H E E M P L O Y M E N T E X P E R I E N C E

Employees see lots of room for

improvement.

The vast majority of employees see value in an EVP; however, they are
mixed about what they have today. Only 62% of employees find their
company’s EVP compelling, although 57% say it’s an important reason
they stay.

When asked what employees think of their current EVP, 70% wish they had
a better understanding of their company’s EVP, and nearly as many (65%)
wish it was more compelling than it is.

This data sends a strong message to employers about the need to articulate
an EVP that will resonate with employees and, more importantly, live up to
its promise.

Perceptions of company’s EVP1

All Emerging Millennials Established Millennials Millennials Gen Xers Boomers

707175736866+656170+6764+626966+676056+576561+625747
70% Millennials are more likely than their cohorts
I wish I understood our EVP better than I do
71% to value the purpose and distinctiveness of
today 75% their company’s EVP, but don’t understand it
73%
as much as they’d like.
68%
66%

65%
I wish my company’s EVP was better than it is
61%
70%
67%
64%
64%

62%
My company’s EVP is compelling to me
69%
66%
67%
60%
56%

57%
My company’s EVP is an important reason I
65%
stay at my company 61%
62%
57%
47%

Figures represent those citing “strongly agree” or “agree” on a 6-point scale.

1

3
 L O O K I N G AT T H E E M P L O Y M E N T E X P E R I E N C E

Workplace flexibility, relationships

and culture have a big impact on
the employment experience.

These factors stand out when it comes to the day-to-day employment

experience, reinforcing the importance of the human elements of
the workplace:

1. Workplace flexibility. Employees across generations rank workplace

or work hour flexibility, and the ability to effectively balance work
and personal commitments, as the main factor influencing their
work experience. In fact, 18% of employees rank flexibility as the
#1 most influential factor.
2. Relationships with managers and coworkers. More than half of
employees rank relationships with managers and coworkers as
impactful factors.
3. Culture. Second only to flexibility, 15% of employees rank culture
as the #1 most influential factor.

Top factors influencing the employment experience1

Workplace or work hour flexibility

Relationship with managers

57+53+52+49
57%

53%

Relationship with coworkers 52%

Culture of company 49%

Figures represent those ranking each factor a 1, 2, 3, 4 or 5, with “1” being the most influential factor on an employee’s day-to-day employment experience.
1

4 Alight Solutions | 2017 Workforce Mindset® study

 L O O K I N G AT T H E E M P L O Y M E N T E X P E R I E N C E

The desire for fun and flexibility

is on the rise.

When asked about characteristics that differentiate one employer from

the next, we found that the desire for fun in the workplace had moved
ahead of benefits in 2017. Providing better-than-average pay still tops
the list, while innovation as a differentiator also was on the rise from 2016.
Employees continue to expect communication, collaboration and valuable
work resources.

Top differentiators and expectations1

Top 5 2017: What differentiates employers Top 5 2016: What differentiates employers

1. Provides better-than-average pay 1. Provides better-than-average pay

2. Is a fun place to work 2. Provides better-than-average

benefits
3. Has a flexible work environment
3. Is a fun place to work
4. Provides better-than-average
benefits 4. Has a flexible work environment

5. Is an innovative organization 5. Is a strong fit with my values

Top 5 2017: Expectations of all employers Top 5 2016: Expectations of all employers

1. Communicates effectively 1. Communicates effectively

2. Encourages collaboration 2. Provides valuable tools and

and teamwork resources, including technology
3. Provides valuable tools and 3. Encourages collaboration
resources, including technology and teamwork
4. Has supportive and capable 4. Has supportive and capable
employees employees

5. Recognizes individual achievement 5. Provides meaningful work

Ranked by percentage citing each as differentiating or expected.

1

5
 L O O K I N G AT T H E E M P L O Y M E N T E X P E R I E N C E

Employees are feeling the pressure,

and further seek balance.

Employees describe their employers today as professional, customer-

focused, competitive and achievement-oriented—and as placing an even
greater emphasis on cost reduction than in the past. These pressures are
likely adding up for employees, inciting greater desire for balance and a
continued desire for recognition.

Top cultural characteristics of current and desired

employment experiences

Top 5 2017: Current characteristic Top 5 2016: Current characteristic

1. Professional 1. Customer satisfaction-driven

2. Customer satisfaction-driven 2. Professional

3. Competitive 3. Competitive

4. Achievement-oriented 4. Financially stable

5. Cost reduction-oriented 5. Profitable

Top 5 2017: Desired characteristic Top 5 2016: Desired characteristic

1. Balance (home-work) 1. Loyal

2. Employee recognition-oriented 2. Employee recognition-oriented

3. Accountable 3. Respectful

4. Honest 4. Accountable

5. Respectful 5. Honest

6 Alight Solutions | 2017 Workforce Mindset® study

 WORKFORCE MINDSET® STUDY

Total rewards and the employment

experience.

Compared to 2015, perceptions of the competitiveness of every total

rewards component has declined (except base pay and dental, which are
flat), with more employees saying the program value falls below or well
below that of other companies for which they might work.

When we look at total rewards overall, the news isn’t much better. In 2017,
76% say the overall total rewards program is the same as or better than
others, down from 84% in 2015. The reduced perception is consistent across
the generations. This decline in perceived competitiveness may explain why
employees lean towards value propositions that emphasize total rewards.

Perceived competitiveness of rewards

Well above/above About the same Below/well below

Total rewards overall

2017 39% 36% 24%
2015 40% 44% 16%
2017 42% 41% 17%
Paid time off programs
2015 42% 44% 14%
Workplace flexibility
2017 40% 33% 27%
2015 n/a
Retirement savings plan(s)
2017 39% 44% 17%
2015 37% 49% 14%
2017 38% 45% 17%
Medical & prescription drug insurance
2015 38% 47% 15%
2017 36% 36% 29%
Base pay
2015 37% 36% 27%
2017 36% 48% 16%
Vision insurance
2015 n/a
2017 35% 36% 28%
Career and development/training programs
2015 34% 44% 22%
2017 35% 49% 15%
Dental insurance
2015 33% 53% 14%
2017 33% 53% 14%
Life and disability insurance
2015 30% 59% 11%
2017 32% 41% 28%
Work/life programs
2015 36% 44% 22%
2017 31% 29% 40%
Incentives/bonus pay
2015 36% 34% 30%
2017 35% 37% 28%
Wellness or wellbeing programs
2015 n/a
2017 29% 38% 33%
Recognition programs
2015 n/a
2017 30% 34% 36%
Long-term incentives
2015 n/a

7
 T O TA L R E WA R D S A N D T H E E M P L O Y M E N T E X P E R I E N C E

Pay and recognition programs could

use more attention.

Of course, health, time off and The areas most often cited as below or well below the value of others
retirement are important, too. include incentives/bonus pay, long-term incentives and recognition—all of
About half of employees rank medical which tend to be performance- or achievement-based programs. Incentives/
and prescription drug coverage (57%),
bonus pay is especially important to consider, since the proportion of total
paid time off (54%) and retirement
savings plans (47%) among their top 5
pay for bonuses has tripled from 1990 to 2017 (4.2% to 12.8% of total pay)1.
most important programs. These are
important even for Millennials, Luckily for employers, high performers are more likely than other
although Millennials also rank employees to view their rewards as competitive. Only 22% (incentives/bonus),
workplace flexibility highly (47%). 20% (long-term incentives) and 15% (base pay) think those rewards are
behind other companies’. That may be a result of the recent trends toward
more differentiation in base pay and incentives. Companies might be the
proportion of total pay with the trade-off that high performers are happier
when it comes to their pay packages.

With “provides better than average pay” as a #1 differentiator and with 72%
ranking pay among their top 5 most important rewards, organizations
should keep in mind that pay can’t be ignored when it comes to investing
in and communicating total rewards.

Importance of pay rewards2

2017 2016 Millennials Gen Xers Boomers
7275677848+ 374552+ 4826+ 1926+ 2416+ 191814+
72%
Base pay
75%
67%
75%
88%

48%
Incentive/bonus pay
37%
45%
52%
48%

26%
Long-term incentives
19%
26%
26%
24%

16%
Recognition programs
19%
18%
14%
14%

Source: Aon Hewitt U.S. Salary Increase Survey.

1

2
Figures represent those ranking each in their top 5 when asked to rank a list of 14 rewards in order or importance.

8 Alight Solutions | 2017 Workforce Mindset® study

T O TA L R E WA R D S A N D T H E E M P L O Y M E N T E X P E R I E N C E

Flexibility is key.

With this increased desire for workplace flexibility, companies need to ensure
the overall package they offer includes and captures the environment,
culture and programs that support the effective integration of work and
personal commitments, especially for the generation taking over a large
part of the workforce. There’s no denying that flexibility is becoming
increasingly important to employees in 2017:

——61% say workplace or work hour flexibility would be the most meaningful
program if offered by an employer—double the rating of trendy benefits
like unlimited time off and four times higher than longer parental leave.
—— Workplace flexibility is also the #1 rated most influential factor likely to
impact a person’s day-to-day employment experience.
—— 59% say that a flexible work environment is an important differentiator.

And while employees’ opinion of their current workplace flexibility has gone
up since 2015 (72% think the workplace flexibility offered by their employer is
competitive or better than what others offer), there is often more that
companies can do to meet their employees’ desire for real flexibility.

9
 T O TA L R E WA R D S A N D T H E E M P L O Y M E N T E X P E R I E N C E

Employers are not promoting

rewards enough.

One reason people may not feel great about their total rewards or
individual programs is that managers and their companies are struggling
to communicate about them. Here’s what managers had to say when asked
if they had the tools, resources and information needed to have valuable
conversations with their direct reports about various reward components.

Managers have what they need to talk about1

54+55+55
Benefits and wellbeing programs 54%

How the company’s performance assessment and pay systems work 55%

Balancing work and personal commitments effectively 55%

Even with the right tools and resources in hand, only half of managers feel
it’s their responsibility to talk about these areas. Employees may be relying
on an increasingly self-service culture, with 68% of employees feeling they
know where to go to find information on pay, benefits and HR topics. This
means it’s incumbent on companies to provide engaging and relevant
information when it comes to the rewards they offer.

Figures represent managers who site “strongly agree” or “agree” on a 6-point scale.
1

10 Alight Solutions | 2017 Workforce Mindset® study

WORKFORCE MINDSET® STUDY

Technology and the employment

experience.

Technology is universal to nearly every experience we have in today’s

workplace—in fact, the three company characteristics viewed as highest
among expectations for any employer include communicating effectively,
encouraging collaboration and providing valuable tools. All of these have
a significant technology component.

Balancing work and personal commitments, accountability and efficiency

are the characteristics that have risen most in the past three years in terms
of their desirability among employees—again, all impacted significantly by
technology.

Finally, in the continued push to self-service, remote work, as well as the

leverage of more sophisticated artificial intelligence (AI) tools in HR,
technology will continue to impact the employment experience even further.

11
 T E C H N O LO G Y A N D T H E E M P LOY M E N T E X P E R I E N C E

Workplace technology is not delivering

on its promise.

Unfortunately, only half of employees feel well informed or find it easy to

collaborate with each other—even though nearly three-quarters say they
have a primary site (intranet) to go to for work information. Less than
one-third who have this type of intranet site say it is easy to access from
outside the network via mobile, or that it helps them to collaborate with
others. Yet 74% say access via mobile is valuable.

Collaboration and information support1

2017 2016 2015

It is easy for me to collaborate effectively with other employees

The amount of communication and information I’m expected to read and

understand in a given timeframe is generally reasonable

I feel well informed on matters that are

relevant to me
560+ 530+ 4849 3229+ 26+ 24
56%
56%
N/A

53%
N/A
N/A

48%
48%
49%

Bottom 5: How I’d describe my employer’s intranet2

Accessible from outside the company network 32%

Is easy to access from outside the company network 29%

Helps me reach or collaborate with others in the company 26%

Accessible on mobile device 26%

Is easy to read or navigate on a mobile device 24%

Figures represent those citing “strongly agree” or “agree” on a 6-point scale.

1

Employees could select all that apply; 5 of the 10 statements with the lowest percentage shown here.
2

12 Alight Solutions | 2017 Workforce Mindset® study

 T E C H N O LO G Y A N D T H E E M P LOY M E N T E X P E R I E N C E

HR systems are getting better, but

there’s lots of room for improvement.

When it comes to HR systems, there continue to be challenges. Less than

half of employees say HR systems are effective or easy to use, but at least
some say the systems have improved.

Perceptions of HR systems1

42+41+40+39
Our human resource systems are effective 42%

Our human resource systems are easy to use 41%

Our human resource systems have gotten more effective over the past 40%
few years

Our human resource systems have gotten easier to use over the past 39%
few years

Figures represent those citing “strongly agree” or “agree” on a 6-point scale.

1

13
 T E C H N O LO G Y A N D T H E E M P LOY M E N T E X P E R I E N C E

Social collaboration is making strides.

Enterprise social networks (ESNs) have been touted as a way to improve the
employment experience. In our study, nearly half of employees use an ESN,
with most of these using SharePoint. Three-quarters find their ESN valuable
and use it for a variety of things.

23+75+ 5+ 4+ 7+ 54+
Top 5: What enterprise social networks (ESNs) or related platforms
do you use at work?

23% 7% 5% 5% 4% 7% 54%

SharePoint Yammer Connections Slack Chatter Other None

(IBM)

Top 10: Enterprise social network primary uses

Finding answers to work-related questions

General communication with coworkers

28+2625+ 24+ 22+ 15+ 15+ 13+ 12+ 12+
28%

26%

Posting information 25%

Collaborating on a job or project 24%

Understanding what’s going on in the company 22%

Getting HR or benefits information or questions answered 15%

Learning new skills 15%

Updating my status 13%

Finding right personal skills 12%

Managing a community 12%

14 Alight Solutions | 2017 Workforce Mindset® study

WORKFORCE MINDSET® STUDY

Management and the employment

experience.

Like technology, the employee-manager relationship is critical to employee

engagement. In fact, the relationship or connection between employees
and their managers ranks second as an influence on the day-to-day
employment experience (see page 4). Of course, that relationship is a
two-way street—so this year, we asked managers about their relationships
with their employees and what would help them be better managers.

15
 M A N A G E M E N T A N D T H E E M P LOY M E N T E X P E R I E N C E

Managers play a strong role in making

the workplace more human.

Year over year, employees have consistently told us they want a strong
culture that embraces workplace flexibility and relationships—in short,
a more human workplace.

We hear a common theme about the key tenets of organizational culture

(often expressed in the EVP): “Success depends on people.” Yet only half of
employees say their managers value their input on things that affect them
or help them connect to others.

Manager-employee expectations and experiences

Yes, I expect my manager to do this I strongly agree or agree with this statement

reach team goals and expectations

894978+3787+4887+5166+35
My manager effectively manages our team to

My manager discusses career and learning

My manager provides input to help me

improve my performance or work experience
89%
49%

78%
37%

87%
48%

My manager values my input and opinions on 87%

matters that affect me 51%

My manager helps me connect to employees 66%

in other parts of the organization 35%

16 Alight Solutions | 2017 Workforce Mindset® study

 M A N A G E M E N T A N D T H E E M P LOY M E N T E X P E R I E N C E

Managers may not know what to do.

While managers often have the tools and resources to support

conversations with their employees, many don’t believe communication on
important HR and company programs and priorities is their responsibility.

I have the tools, resources and information

As a manager, it’s my responsibility to needed to have valuable conversations with
communicate with my direct reports about... my direct report(s) about these topics
6561+ 60+ 57+ 55+ 51+ 50+ 47+
How they are doing their job

Input and feedback they have about work,

work relationships, or company overall

What they like/dislike or engages/disengages

them about their job or the company

Balancing work and personal commitment

effectively

Career or development opportunities they

should pursue

Relevant business performance and market

6259+ 56+ 55+ 57+ 55+ 55+ 54+
65%

61%

60%

57%

55%

51%
62%

59%

56%

55%

57%

55%
information

How the company’s performance assessment 50% 55%

pay system works

Benefits or other wellbeing programs they 47% 54%

may want to consider or take advantage of

Managers say they want more time and support for building managerial
skills (34%) and coaching their employees (22%). In the end, it equates to
how managers’ responsibilities are prioritized. Once employers have a clear
point of view on where employee-manager connection and career
development fit in, strong communication to both managers and employees
and an infrastructure that supports development naturally follow.

Figures on the left represent managers who responded “almost entirely or mostly my responsibility,” and figures on the right represent managers citing “strongly agree” or “agree” on a
1

6-point scale.

17
 Workforce Mindset and the
employment experience

When we look across the results, definitive employee desires emerge.

—— Flexibility —— Respect
—— Relationships —— Self-service
—— Balance —— Recognition
—— Connection

Employees know what they want and often don’t feel like they’re getting
it all. While the common wisdom is that people are overwhelmed with
information, they actually want to feel more informed on the things that
matter to them in the workplace. They want to be inspired by their EVP.
They want to know more about what they have and how it compares.
And technology and managers are both falling short on all these fronts.

People crave a more human workplace. Organizations have the opportunity

to provide that with the value propositions they articulate, the programs
they deliver, the technology to bring it to life and the leadership to model it.
And they will see the payoff in a more engaged, connected and productive
workforce.

18 Alight Solutions | 2017 Workforce Mindset® study

So what does this mean for you? Here are some potential action items
for you to evaluate:

EVP
—— Consider what you want to be known for, map critical employment
experiences, and begin to align the current experience with what you
want it to be
—— Don’t neglect those elements that are most differentiating to employees,
such as flexibility, fun and rewards

Total Rewards
—— Show the value of your total rewards by using both tools to aggregate
total rewards value and timely program-specific communication
(for example, merit increase time may be a good time to remind
employees about the value of saving for retirement)
—— Spend more time on high-value communications that matter most
to people, such as personalized, mobile friendly, and interactive
communication

Technology
—— Conduct an audit of your ecosystem… what’s working, how engaged
are employees in the channels, how can they be more streamlined?
—— Prioritize improvements to technology that emphasize collaboration,
connection, and obtaining relevant information quickly to help them
be more productive and engaged

Managers
—— Don’t assume they know what to do. Give them the tools they need to do
their jobs well — specifically how to have engaging 1:1 conversations with
employees
—— Set clear expectations with them so they understand their role in
delivering messages across multiple topics

We hope the findings here put you on a path to consider your own
employment experience and what you can do to create an experience
that reimagines how your people and your organization thrive together.

19
Respondent Gender

demographics

50+50+N
50%
female

50%
male

2,615
respondents
employed full-
or part-time

1,000+
employees
per company

Generations

47+26+27N
47%
Millennials1

28%
Boomers

26%
Gen Xers

Emerging Millennials (born 1988–1996): 19%

1

Established Millennials (born 1979–1987): 28%

20 Alight Solutions | 2017 Workforce Mindset® study

Company size Tenure
13% 21%

13+22+201629N 21+26+192311N
1,000–1,999 <2 years

29% 11%
25,000 or more 22% 20 or more years
2,000–4,999

23%
10–<20 years

16%
10,000–24,999

19%
20% 26%
6–<10 years
5,000–9,999 2–<6 years

Industry Personal income

15%

15+12+75171814N 22+34+2915N
22%
health care <$35,000

14% 11% 16%

financial services public sector $100,000 or more
and insurance

17%
retail and
wholesale
trade

29%
$65,000–
$99,999
16%
manufacturing
and energy

5%
internet, media, entertainment 34%
and leisure $35,000–$64,999

7%
utilities and
telecommunications

11%
business services and
construction

21
 Alight’s mindset research

Alight Solutions’ Consumer Experience practice is pleased to offer

a suite of “mindset” research. Our research provides a comprehensive
view of what employees are thinking to help our clients understand how
to optimize the employment experience to drive employee engagement
as well as productivity and performance. For more information,
please visit alight.com.

The Workforce Mindset® Study described in this report is part of this

mindset series, along with:

Consumer Health Mindset® study

This study explores the health attitudes, motivations, and preferences

of consumers across the US. – particularly employees and their
dependents—as they use their employer-sponsored health plans
and wellbeing programs and maneuver through the broader health
landscape. The study aims to find out how employers and their business
partners deliver experiences that can give their consumers the practical
understanding—or savvy—to achieve greater outcomes for themselves
and their organizations.

Financial Mindset® study

This study examines U.S. employees’ financial and savings attitudes

and behaviors, including confidence, literacy and engagement, savings
intentions, retirement benefits and communication preferences. The
study aims to provide insight into what employers can do to improve
employees’ financial wellbeing, drive greater awareness of engagement
in financial benefits, and facilitate smarter planning and actions.

Alight’s Consumer Experience business is different by design. Part

HR firm, part creative agency, part business consulting—our 400+
strong colleagues create new experiences and deliver stronger
outcomes for the 40M+ lives we touch.We can help you combine
the analytical and the inventive to bring new experiences
to your people and their families. For more information,
please visit alight.com/what-we-do/consumer-experience/.

22 Alight Solutions | 2017 Workforce Mindset® study

About the authors

We in the Alight Solutions Consumer Experience practice are grateful to

have the opportunity to bring you insights into the employee experience for
the third year. Feel free to contact us if you would like to discuss any aspect
of the research or recommendations.

Laine Thomas Christin Devcich

Talent Best Practices Leader Research & Insights Consultant
+1.212.479.4051 +1.847.721.6134
laine.thomas@alight.com christin.devcich@alight.com

Anne Lloyd Laura Morin

Talent Best Practices Lead Research & Insights Consultant
+1.847.442.3618 +1.847.442.3771
anne.lloyd@alight.com laura.morin@alight.com

Ray Baumruk Pam Hein

Research & Insights Leader Strategic Advisory Consultant (Aon)
+1.847.442.3836 +1.847.442.3814
ray.baumruk@alight.com pam.hein@aon.com

We gratefully acknowledge the valuable contributions of many other

colleagues at Alight and our partners at Kantar Futures in creating
this report.
About Alight Solutions
As the leading provider of benefits
administration and cloud-based HR
and financial solutions, we enhance
work and life through our service,
technology and data. Our 22,000
colleagues across 14 global centers
deliver an unrivaled consumer
experience for our clients
and their people. 

We are Alight. Reimagining how

people and organizations thrive.

alight.com