The Future of People Analytics

The Future of People Analytics

To remain competitive in today’s shifting landscapes HR leaders are witnessing their job function becoming more demanding and data-centered on a daily basis. But despite their willingness to adopt data analytics, they are largely failing at their new job – here are a few why.

Understand, Design, and Build your Ideal Employee Experience: A Practical Guide

— — —

Our world is accelerating – tech is supposed to simplify our lives but it seems to be doing the exact opposite. Nowhere is this more apparent than in our workplaces. In fact, only 33% of today's workforce is engaged. To help people manage this noise, some companies are taking innovative steps to provide a more conducive working experience. Here's a glimpse into how.   

Employers attract the talent they deserve and vice versa.  Taking this a step further, organizations comprised of certain people, in turn, attract and retain the customers they deserve. Companies are discovering that aligning these two focuses, customer-facing approaches with talent acquisition and development strategies, can result in lucrative gains for the entire organization.

This process – called the employee experience – has become mainstream over the past couple of decades due to three major themes.

  1. Technology is radically disrupting the markets we work in and straining traditional business models.
  2. Employees are demanding innovative work environments that cater to their personal goals and overall well-being.
  3. Employee bases are shifting (we’ll only use the word millennials once...).

To adjust to these external pressures, organizations are having to reevaluate, redesign, and realign their employee experience with new company objectives to drive growth and keep up with shifting landscapes. Every day a new job title of the person or division that is responsible for managing this transition process pops up: Chief Employee Experience Officer, Chief Culture Officer, Engagement & Talent Analytics, it goes on and on. The moral of the story is that companies are transitioning from a see and react mentality to a measure and predict philosophy to build more agile and proactive employee- and customer-centered businesses.     

The Psocratic index, alongside reports from Deloitte, Gallup, and countless others over the past two years, indicates why companies are focusing on the employee experience – essentially, companies with higher employee satisfaction and engagement rates dramatically outperform their peers. Gallup recently discovered that 70% of employees at the world’s top performing and most profitable organizations are engaged compared to only 33% of employees in the U.S. This translates to $350 billion in lost revenue annually!

To reduce this gap, and unleash the potential of our workforces, we need to do a better job of taking our customer-centric model and applying it internally to better understand and cater to the desires and drivers of the talent we want to attract and keep around.

The benefits are clear, but what exactly is the Employee Experience?  

Jacob Morgan, a regular Forbes contributor and author on workplace innovation, defines the employee experience as "the intersection of employee expectations, needs, and wants and the organizational design of those expectations, needs, and wants."

Similar to customer and user experience, the employee experience is the process of understanding the behavior and responses people have from the moment they learn about an organization to after they leave it, then taking this understanding and aligning it with company objectives to redesign how people interact with an organization at key moments to drive desired outcomes. In short, it’s all about building sustained relationships with the right people and growing together in a mutually beneficial way.


To cultivate this symbiotic relationship between an organization and its workforce, employers must understand, design, and build an Employee Experience that does the following:

  1. Maps out the employee experience to address key touchpoints.
  2. Makes sense of employee behaviors, desires, and drivers.
  3. Makes the experience social to build a culture that fosters collaboration, connection, and communication.

— — —

1st: Mapping out the Employee Experience from Beginning to End to Identify Key Touchpoints.

To design a better employee experience, organizations must understand how employees engage with an organization: i.e. the work they are doing, the workplace they are in, and the workforce they are apart of. How are employees responding positively or negatively to the recruitment cycle, on-boarding process, promotional periods & transitions, compensation & benefits, physical and social environment, recognition, and exit?

This is a simplified version — here is a useful link to apply it more broadly.

Once a comprehensive map is started, organizations can begin to identify key touchpoints along the employee experience for specific demographics and cohorts. Measuring information during these touchpoints allows companies to make informed changes to their recruitment cycle, people operations, and workplace culture to provide employees with catered experiences to address their desires and drivers (as if they were a target customer). IBM is one such company that used this approach to their advantage. After mapping out the employee experience for a few geographies they were able to save more than $130 million by identifying when employees were at risk of leaving and taking the right steps to prevent it from happening. Furthermore, by taking action at these key touchpoints they were able to strategically align IBM's goals and mission with those of their workforce to ensure that both were growing in tandem. 

Similarly to customer experience, mapping out the touchpoints for the employee experience doesn’t provide any value unless the behaviors and desires of the target audience are well understood, in this case, an organization's preferred talent.

— — —

2nd: Personalize the Employee Experience.

Companies that have a superior understanding of their target customer outperform their peers. Companies that have a superior understanding of their workforce and a customer- and employee-centric model define our top organizations.  

The first step to making the experience personal is to get to know your employees at a deeper level and uncover what motivates them to stay engaged and productive. Gaining insights into employee's personality and behaviors, and grouping key employee segments (like customer personas), provides HR managers with the information needed to start designing better experiences across key touchpoints for target audiences. Who are your best performers, and how do you identify and encourage them to stay engaged?

Just like organizations need to know the particularities of their customers and their desires and drivers, they must also have an intimate understanding of their own workforce and what drives them.

Companies are creating more robust talent and engagement analytics capabilities to keep an updated pulse to gain these insights. To do this, employees are asked frequent questions regarding personal and professional expectations, health motivators, social and team preferences, vision for the future, how they wish to contribute and grow with an organization, and what environment they tend to thrive in. While this information is a useful first step, it takes more than incoming data to create positive employee experiences.

Similar to customer-facing divisions, the employee experience has to be constantly updated to drive positive outcomes over time. Keeping this pulse necessitates new ways of communicating with employees, understanding behavior, and using data proactively to adjust and align the company mission with employee offerings.


As employers improve their understanding of what motivates employees to stay engaged and productive in their workplace, they can apply this knowledge to the various touchpoints that have been identified, ideally in real time.

Companies that use this approach, such as Airbnb, IBM, Cisco, and countless others, have taken it beyond engagement surveys and short-term solutions – like wellness campaigns – and instead use a holistic and proactive toolkit that ties in the overall culture and vision of the company to make continuous improvements.    

— — —

3rd: Use Employee Experience Design to Improve Team Connection and Workplace Culture by Placing the Emphasis on Collaboration, Not Individual Output.

Measuring the employee experience is not just about the individual, it also covers how people expect to interact with their peers and overall workplace environment. To understand this relationship, companies must be able to answer how employees prefer to collaborate with their team, how they want to communicate both horizontally and vertically within an organization, and what support systems and connections do they rely on to accomplish goals. With this information, organizations can design jobs, teams, and entire environments that attract and retain the best talent, and subsequently, the best clientele.

Designing the employee experience with a social connection in mind is key to improve communication, collaboration, and connection to drive a company’s growth and to build a culture that works. To use a worn out yet relevant analogy, employees at Facebook, Google, and Apple expect the whole employee experience to meet their expectations. To accomplish this, these tech leaders work tirelessly to create holistic workplace cultures and brand perceptions (that may be borderline cultish, we agree) that promote social innovation and collaboration, unequivocal reasons they report the highest satisfaction and profitability per employee.    

Designing a business that is customer-centered and mission-driven is the goal. The best way to do this is to align business objectives with a well-designed employee experience that is always being updated, personalized, and social. Once employees start to think and feel like target customers they can begin to build stronger and more empathetic relationships and products that translate to higher satisfaction, engagement, profitability, and connection for everyone involved. Plus, companies with this mentality are the most enjoyable places to work!

If this method is something that interests you we would love to hear your thoughts! Please leave a comment or reach out directly. 

Psocratic is a proactive behavioral health platform on a mission to advance workplace culture and wellbeing. Schedule a demo or say hello: 🙌

10 Ways to Maximize Workplace Employee Experience and Wellbeing Programs

– – –

Welcome to the age of acceleration where disruption to our workplaces is occurring daily (think of how we communicate today compared to just 5 years ago!). With this rapid transformation underway there is a lot of stress involved – for individuals, teams, and entire organizations – to adjust or risk falling behind. To mitigate this, top HR teams are continually improving the employee experience to attract and retain their best talent to stay ahead.

Building a nurturing and positive culture requires constant attention, refinement, and innovation. Salary, health benefits, and perks no longer attract top talent, especially millennials. People today expect the entire job experience to cater to their personal growth and lifestyle - in and out of work. To get this right, HR must understand the behavioral preferences, desires, and drivers of people and cater the employee experience to meet these demands.  

10 Best Practices to Boost Employee Experience and Wellbeing Programs:  

Lead by Example. While many employers understand the value of creating employee experience programs, they often make the mistake of implementing a workplace wellness program, engagement platform, or LMS to solve a problem they have instead of plan for the future. Employers need to demonstrate their commitment to enhancing the employee experience from start to finish for everyone involved.

A key first step is to not hold HR leaders solely responsible for the rollout and success of a any given program or overhaul. In addition to HR, team leaders and senior management have to lead by example to ensure that cultural initiatives are successful and being utilized across the organization.

As an added benefit, managers that prioritize their health and personal development will stand out as more creative, focused, and engaging leaders. Studies prove that they will more consistently hit deadlines and establish stronger lines of communication with peers. They will also set a contagious example for the rest of the company and the industry at large.

Give Employees a Say. Organizations should give employees a contributing voice and stake in their workplace culture programs to increase commitment and to design more effective and tailored initiatives. Involving employees is facilitated by designating program ambassadors, scheduling group strategy meetings, or through digital channels and feedback forums. This dialogue should include opinions from across the organization to make the program all-encompassing and inviting. When everyone from top executives to interns gets involved, it can galvanize the entire organization!

Appreciate that Everything is Connected. All work-related issues HR professionals face regarding engagement, wellbeing, attraction & retention, etc. are derived from the same root problem. HR’s reactionary responses to address these seemingly different challenges often over complicates the situation, leading to added stress and anxiety for everyone. Taking a step back to appreciate the bigger picture will further illustrate that these themes are all connected. Perhaps the ultimate goal is to increase customer relationships or build a more cohesive brand image. Once understood, HR can assess why certain problems arise and how best to approach them from a holistic and sustainable perspective. It seems overly obvious, but remember that most problems can be alleviated by making the workplace intrinsically healthy!


Design the Program to Fit Your Unique Needs. Employee experience programs are not “one size fits all”. Utilizing custom marketing, branding, and personalized messages will demonstrate that you care about your employee’s wellbeing and have invested the time to cater to their needs and environment. Maximize impact by changing the messaging of the program to fit seasonal or quarterly company initiatives, team or divisional goals, and even individual aspirations. Start strong by measuring baseline health motivation, personality, and engagement rates and then build-up from there.

Screenshot 2017-11-27 17.00.43.png

Make it Social. Organizations often attempt to increase engagement of employee-centered programs with incentives. Although helpful in certain scenarios, this generally results in short-term bursts of interest that fizzles out. A more sustainable approach is to incorporate wellbeing into the social fabric of the organization. Frequently used tools include social media, internal company platforms, team challenges, company sponsored initiatives, and social good & volunteer efforts.

Intelligently Market and Promote. Many organizations do not sufficiently publicize their workplace employee experience programs internally to their employees, leading to low utilization rates and diminished returns. HR teams must actively promote employee services to prospective and current employees across multiple channels. Utilizing company intranet and web portals is effective but broadening the reach to include email, social media, physical posters and flyers, and other modern communication channels will help to increase engagement and employee satisfaction while also promoting your brand as employee-focused and human-centric.

Constantly Review the Program. Workplace employee experience programs must be accessible and operational 24/7. To ensure this, organizations have to constantly measure employee engagement, program efficacy, and messaging. This requires a large amount of data reporting and analysis; a growing skill and attribute of top HR teams. Frequently reviewing the program will provide key insights and strategy on how to best adjust the messaging, content, and intervention to align core objectives.

Don’t Give Up! Plan to be nimble and change your approach every once in a while to re-engage employees and improve program efficacy. If you expect your employee engagement program to be a plug and play resource then it will fail. Participation will wax and wane. Remember to take a step back and keep the bigger picture in mind and be persistent. If people believe that the program is a long-term addition to the workplace, they will be more open to adoption.

If you expect your employee experience program to be a plug and play resource then it will fail


Start Early. Effective employee experience programs will provide key insights into the personality traits of your employees and overall workplace culture. This information can be used to guide recruitment strategy by highlighting what traits to look for in prospective candidates, as well as filling gaps within your culture. Advertising key aspects of your program during the recruitment process will also attract better talent and distinguish your offering from that of competitors. On-boarding assessments are a crucial tool for identifying the personality and motivation factors of employees and designing development plans that fit their specific needs. This gives employers an invaluable window into their workforce.

Take Action Now to Show That You Care. Employee experience platforms not only allow individuals to improve their own personal health, but they also demonstrate that employers are equally invested in their future development. Perception is integral and contributes to the positive experience from day one onwards.

An organization can be at the forefront of its industry by placing a much-needed emphasis on the employee experience of their employees. A positive purpose-driven workforce is the backbone of any successful company.

- - -

About Psocratic 

Psocratic is a behavioral AI building the future of work. Through soft skills development and social connection we help our customers unleash the potential of their workforces. 

Our integrated development programs leverage leading-edge behavioral & managerial psychology, big data technology, and proactive intervention plans to transform HR departments into the revenue, savings, and business strategy generators of the future.

By delivering customized engagement and soft skills services for employees, predictive analytics & reporting for managers, and a continuous layer of support and measurement for leadership, our approach keeps organizations ahead of the curve.

Psocratic is a proactive behavioral health platform on a mission to advance workplace culture and wellness. Schedule a demo or say hello: 🙌