The Economist Intelligence Unit brief: The Experience of Work

Getting the best out of employees requires a new IT mindset—one focused on experiences that push beyond digital transformation toward human transformation.

REPORT | 1m read
February 4, 2020

IT IS DIFFICULT TO OVERSTATE THE ROLE THAT STRONG LEADERSHIP PLAYS IN THE OUTCOMES ASSOCIATED WITH AN IMPROVED EMPLOYEE EXPERIENCE.

Retaining talent is the top issue on the minds of the C-suite and for good reason. Employees who are engaged in their work are proven to be more productive, innovative and self-starting. It’s no wonder that improving the so-called employee experience is a hot topic among business leaders across industries and functions. But what role does IT play? What role should technology play?

The Economist Intelligence Unit conducted a study that revealed IT has a much larger role to play in leading employee experience than is typically understood. In fact, IT and HR leaders feel equally responsible for the employee experience.

Figure 1
The benefits of experience: Business outcomes obtained or expected from an improved employee experience (% of respondents)

Our approach

The Economist Intelligence Unit surveyed 1,145 business executives from eight countries six sectors.

The Economist Intelligence Unit

The Experience of Work

Across industries and geographies, organizations are finding—and proving—that a better employee experience leads directly to improved business results, such as enhanced customer satisfaction, improved profitability, increased employee engagement and productivity, and lower workforce turnover.

Collaborators

Economist Intelligence Unit

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