Employee Experience–Led Work Transformation Improves Operational Value Opportunities
Description
Employee Experience–Led Work Transformation Improves Operational Value Opportunities
This IDC Market Perspective assesses how service organizations accelerate the value of organizational transformation of work and employee experiences (EX). When it comes to EX-led work transformation, some organizations are already on the maturity curve, while others may be at the beginning or optimizing off the end of major change. Services partners need to meet clients where they are while maintaining enough flexibility in their maturity assessments to adapt process recommendations from the client's unique starting point. EX-led work transformation involves components of IT infrastructure, HR management guidance, and business operations across finance and operational stakeholders and the line of business. Understanding where each stakeholder is with respect to its requirements for change is essential to assessing, mapping, modeling, and implementing change as a change partner."As organizations navigate through EX-led work transformation, many find it hard to know where to start," says Zachary Chertok, research manager, Employee Experience for IDC. "Overall, IDC has found that organizations delegate EX to HR (source: IDC's November 2021 Employee Experience Buyer Perception Survey, n = 507). As HR gets underway, most begin with implementing employee listening, feedback loops, and improved and channeled internal communications management systems. As HR begins to collect and assess feedback trends, it identifies several strategies for operational improvements but lacks the non-HR stakeholder buy-in to act on them beyond providing guidance."
Please Note: Extended description available upon request.
This IDC Market Perspective assesses how service organizations accelerate the value of organizational transformation of work and employee experiences (EX). When it comes to EX-led work transformation, some organizations are already on the maturity curve, while others may be at the beginning or optimizing off the end of major change. Services partners need to meet clients where they are while maintaining enough flexibility in their maturity assessments to adapt process recommendations from the client's unique starting point. EX-led work transformation involves components of IT infrastructure, HR management guidance, and business operations across finance and operational stakeholders and the line of business. Understanding where each stakeholder is with respect to its requirements for change is essential to assessing, mapping, modeling, and implementing change as a change partner."As organizations navigate through EX-led work transformation, many find it hard to know where to start," says Zachary Chertok, research manager, Employee Experience for IDC. "Overall, IDC has found that organizations delegate EX to HR (source: IDC's November 2021 Employee Experience Buyer Perception Survey, n = 507). As HR gets underway, most begin with implementing employee listening, feedback loops, and improved and channeled internal communications management systems. As HR begins to collect and assess feedback trends, it identifies several strategies for operational improvements but lacks the non-HR stakeholder buy-in to act on them beyond providing guidance."
Please Note: Extended description available upon request.
Table of Contents
10 Pages
- Executive Snapshot
- New Market Developments and Dynamics
- Organizational Challenges in the Context of Talent Needs and Objectives
- Future of Work: Flexible Work and Employee Experience Mature Together
- How to Measure Success: Agile Practices to Support XLAs
- Service Providers Model Success Toward Improving Organizational Metrics
- Advice for the Services Provider
- Learn More
- Related Research
- Synopsis
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