Five ways to increase employee engagement, productivity, retention, and well-being in 2023

Across Asia Pacific and Japan, only 38% of workers say their employer delivers an employee experience (EX) that meets their expectations. Addressing this EX gap must be a top priority for employers in 2023 – and those that do will be rewarded with improved productivity and retention

Steve Bennetts and eorgie Mcintyre

Iment, and retention are some of the biggest focuses for HR, EX, and business leaders across Asia in 2023. And meeting the expectations of employees is critical in achieving them. Research from Qualtrics in the region shows when workers’ expectations are met, they are 2.1 times more likely to stay with their employer for longer, and 4 times more likely to go above and beyond what’s expected of them at work.

Encouragingly, findings from the same Qualtrics study – the 2023 Employee Experience Trends Report – suggest employers are on the path to fulfilling their EX goals. The percentage of workers who say their expectations are being met is up 16-points compared to two-years ago.

But despite moving in the right direction, there is still a way to go.

To stay on this path in 2023, it’s crucial organisations remain committed to the transformation journeys they’ve embarked on in recent years – especially as they navigate another year of change.

For example, as increasing numbers of organisations in Asia have moved beyond the annual employee engagement survey to programs capturing regular employee feedback across a range of topics there has been an uplift in EX metrics. Engagement in particular is up 8-points, as is well-being (+4) and inclusion (+4).

To help HR and people leaders continue making positive progress in meeting employee expectations next year, Qualtrics spoke with almost 11,000 workers across Asia to identify the five impactful changes they need to make:

Improving the employee experience for new employees

New starters are having a

MIDDLE MANAGERS AND JuNIoR EMPLoyEES REPoRt LowER LEvELS of wELLbEING, ENGAGEMENt, INCLuSIoN, INtENt to StAy, AND SAtISfACtIoN wItH PAy

more negative experience at work compared to employees who have been with the company for over 12 months. Across the region, workers who joined less than 12 months ago return lower engagement and intent to stay scores, and are less likely to say their expectations are being met. For instance, in Singapore there is a 12-point gap between new joiners and longer-tenured employees who say their expectations are met.

These findings are a contrast to the “new starter glow” employers historically expect to see, and reflect the significant challenges organisations face onboarding employees in rapidly changing and hybrid environments. To address this in 2023, employers need to listen at key moments across the employee lifecycle and across a range of EX drivers to understand the experiences and expectations of different cohorts within their team. This inclusive and holistic listening approach enables employers to understand what each group values most to define and deliver a tailored and meaningful EX for all.

Addressing EX inequality between leaders and their teams

There is a concerning disconnect in how senior and executive leaders in Asia rate their own EX compared to the teams they lead. The gap is particularly prominent in Australia and New Zealand where 55% of senior and executive leaders say their expectations at work are met compared to 33% of middle managers and junior employees.

In addition, middle managers and junior employees report lower levels of wellbeing, engagement, inclusion, intent to stay, and satisfaction with pay than their leaders. In many instances these gaps are increasing year on year.

It’s long been said that a one-size fits all approach is not conducive to a great EX – and these findings prove it. In response, organisations must capture and act on feedback from across their entire workforce to ensure different needs can be met. Within this, it is important leaders are equipped with regular employee insights and action guidelines to help them make decisions and drive positive change.

Prioritising employee growth and development

The belief career goals can be met at the employees’ current employer is one of the most pervasive drivers across all EX metrics in Asia, positively impacting engagement, inclusion, and retention. Growth and development is a fundamental part of EX, and employees can cultivate it in multiple ways.

To go above and beyond the traditional growth and development programs many employers offer, organisations can offer specific study initiatives aimed at furthering development. Formalising career pathways that are supported by mentorship, shadowing opportunities, and career action plans are also important. Regardless of the approach adopted, it’s important managers support the long-term career goals of their direct reports through regular, meaningful career conversations.

Aligning and regularly demonstrating company values

Across Asia, employees’ belief in organisational values is a key driver of nearly all the core EX KPIs – including engagement, inclusion, intent to stay, and reducing the risk of burnout. The importance of having values employees believe in and regularly see demonstrated is reinforced by a separate Qualtrics study where 94% of workers in India said they feel motivated to go above and beyond what’s expected of them when their employer’s mission, values, and vision align with their own.

To harness the value of aligned values, employers must embed them across the employee lifecycle to ensure they consistently show up throughout the organisation, and are demonstrated by leaders. Over time, this will help build a culture of valueoriented business where beliefs are practiced, not just preached.

Evolving workplace technologies, processes, and resources to improve employee well-being and productivity

After three years of significant change in ways of working, streamlining work processes and giving workers access to the resources they need to do their job –such as the right technology – has become a core driver of engagement, inclusion, and well-being.

Despite their growing importance, the Qualtrics study shows employee satisfaction with workplace technology and processes in Asia dropped in 2022. This worrying trend demonstrates the critical need for employers to continue evolving and refreshing their approaches and tools for the new ways of working being adopted.

To reverse this shift, it is critical organisations conduct regular listening activities to understand the current state of work processes and satisfaction with the tools available. This will help employers identify existing (and potential) bottlenecks to deliver solutions that better support employees in their work. As organisations implement new systems and processes, listening early and regularly through the change management process will also help deliver successful adoptions and programs.

Next steps

At the heart of keeping employees productive, engaged, and loyal in 2023 is deeply and continuously understanding how they are thinking and feeling. Equipped with these insights, employers can take targeted action when and where it matters to meet the diverse needs of their workforce. And against the backdrop of the ongoing talent shortage and expected economic headwinds in 2023, those that do this well are well placed to confidently navigate the journey ahead.