Employee Experience

Users / SaltWire Network - Sales Team

WorkInsights Report

Prepared by Michael DeVenney July 2022

1. Leadership Direction

You are leading your organization to a bigger future, bringing people together to achieve an outcome that matters.

Strategic Initiative

The first step is clarity, and you have identified your key initiative to be:

The successful introduction of the WorkInsights Analytic product offerings to SaltWire sales consultants

The Difference

This initiative will make a difference, which you outlined to be:

  • Increase overall revenues and revenues per sales consultant
  • Change the type of conversation and business for sales consultant to relationships more than transactions
  • Change the perception of sales consultants in the marketplace as business consultants for broader needs of the client
  • Deepen the relationships with clients for the sales consultant and SaltWire as a company

The Impact

As your organization achieves success with this initiative, the impact will be:

The benefit for SaltWire would be a significant step forward in ability to have deeper conversations and relationships with larger clients, opening further opportunities. Sales consultants would build their competencies to broader range of discussions and value for clients, increasing motivation and sense of success.

Leadership Insights

The following insights reflect the perspectives of your employees, describing the context of the working environment they experience at present to answer the critical questions enabling you to optimize the collective performance of your people in healthy ways to translate your objectives to results.

You gain a three-times advantage to succeed with your strategic initiative through proactively shape employee experience to develop an adaptive, engaged, and committed workforce.

The next step is to map the employee experience for your organization. Are people aligned to contribute their best to achieve the goal you have for the business?

2. Employee Experience

You have set compelling goals for your organization. And, research shows, almost 60% of the potential success of businesses rests with the strategic direction that you set. 

At the same time, the direction is communicated to managers and the workforce, and the intention is to align everyone with a commitment to the outcome of the goal. The ability to connect people throughout the organization to the goal is critical, as results are due to the greatest extent to the collective performance of people, with 85% of outcomes explained by how people interact and work together.

Employee experience is the translation of leadership decisions to workforce performance, the culture of the organization in action. A further two numbers highlight the importance of culture … 78% of goals will not be achieved with 72% of the cause of being culture.

Despite the critical importance of culture as the root cause of derailed, delayed, or disappointing results, identifying the critical factors affecting culture have remained a mystery. Until now. 

Your WorkInsights Employee Experience Report removes the mystery, describing the working environment, how people think and feel about being a part of the culture, the value they see in committing to the community that is your company. 

You gain clarity of the brand for your business for prospective and current workers.

Employee experience measures and maps the context of the culture, defining the mindset, how interactions and working together affect how people think, feel, and act. It provides a tangible understanding of how likely workers are to commit with confidence to working together to achieve the strategic goal.

Employee experiences matters.

Calculating Employee Experience

Employee experience in the form of collective performance is a result of the perspectives of decisions made and their impact on the working environment, what it is perceived as important. The shape of the working environment, what is valued, creates dynamics, the feeling of working in the culture, leading to the mindset that people have, the identity of the organization. 

The mindset of your organization leverages or limits the capacity for people to collaborate and work collectively together, describing the readiness for people to adapt to change and perform at their best with commitment. 

Our approach to employee experience connects the functions and levels of the organization to highlight the alignment around the core purpose, that strategically brings people together.

Imagine if you proactively shape the employee experience to support people to be at their best together, knowing what to do, wanting to do, and being able to do it. The insights contained in this report provide you the data to achieve that goal.

Your Employee Experience

Employee experience describes what it is like to be part of your working community. It measures and maps the context of the culture, defining the mindset of the culture, how interactions and working together affect how people think, feel, and act. It provides a tangible understanding of how likely workers are to refer the business to friends and colleagues, and, most importantly, why, or why not. And it highlights the emotions that are inspired by the business for employees. A simple analytic with depth of meaning, framing the identity of the organization.

Knowing will make a positive shift in how effectively you bring talent to your company, provide the experience that will motivate them to stay, and tell others.

Net Employee Promoter Score

Net Employee Promoter Score

-46.3%
Detractors
0-6
56%
Passives
7-8
34%
Promoters
9-10
10%

Employee Experience Leverage Factors

  • Great people
  • Enjoy the work
  • Positive teams

Employee Experience Limiting Factors

  • Need better employees (calibre)
  • Clear sales organization
  • Resources

What single factor has the highest impact on all other aspects of employee experience?

  • Our leaders make sense of the issues happening around us

What are the opportunities to create the most positive impact on enhancing employee experience?

  • Opening opportunities for employees to ask others for help +63.4%
  • Ensuring employees do not feel rejected for being different +55.4%
  • Ensuring employees do not act deliberately against others +55.0%

How would the present position of employee experience define the brand of the organization?

Connection to the Purpose of the Organization

Purpose is the organizing principle of the organization, anchoring the business, enduring, and giving people meaning and identity.

54.6%
How clear is the purpose of your organization to people?
Clear sense of purpose
14.6%
Moderate sense of purpose
36.6%
Low sense of purpose
48.8%

Commitment to the Strategic Goals of the Organization

Commitment outlines the belief of people in the meaning of the direction of the organization, and their voluntary willingness to contribute their best.

Are people committed to contributing their best to achieve the goals?

91.2%
Are people committed to contributing their best to achieve the goals?
Highly committed
87.8%
Somewhat committed
12.2%
Not committed
0.0%

Do people believe in the direction?

62.7%
Belief in Direction
Totally agree
34.1%
Somewhat agree
34.1%
Do not agree
31.8%

Alignment of People to the Success of the Organization

When people are aligned, working from the same page, the capacity of performance is multiplied, increasing the potential for achieving success.How aligned are people to the positioning of the organization?

62.9%
Alignment to the positioning of the organization
Fully aligned
34.1%
Somewhat aligned
29.3%
Not aligned
36.6%

What are your initial insights on the ability of your organization to achieve a high level of collective performance?

What do you want to explore further?

Decisions

How decisions are made can leverage or limit people’s capacity to achieve success within the organization. Decisions are the starting point to understand the context of the culture, and how people perceive what is important.

The goal of decision-making is clarity – ensuring everyone understands, what, how, and why specific directions and actions are happening as they are, resulting in people having a coordinated, cohesive, and compelling appreciation of how they can contribute to success.

Decisions have a significant impact on all aspects of your organization’s success.

The perspectives of people as to the coherence of decisions is framed by three factors.

  1. Positioning - the interpretation on how executive decisions show judgment in setting the direction and where attention is focused for the organization.
  2. Leadership - the interpretation on the ability of leaders to connect with the workforce and create trust and understanding in decisions made.
  3. Communication - the interpretation of the ability of leaders to communicate the decisions effectively to managers and the workforce to align people to the direction of the organization through the decisions made.

Positioning: How Decisions Position the Organization

The decisions that position the organization frame for people what is important and how you are going to make success happen. Clarity and consistency around the purpose is at the core of how people assess the sound judgment of decisions made by leaders.

54.6%
How clear is the purpose of your organization to people?
Clear sense of purpose
14.6%
Moderate sense of purpose
36.6%
Low sense of purpose
48.8%
68.0%
How clear is the strategy of your organization to people?
Fully understand
39.0%
Somewhat understand
39.0%
Do not understand
22.0%

Within the strategy of the organization, people assess four aspects to see the future potential and energy of the organization.

Strategic Direction
Innovation
60.6%
Digital Readiness
64.4%
Customer Focus
71.9%
Capacity
49.8%

The way people perceive the four aspects of strategy describe the comparative advantage they see for the future success of the organization – is the strategy focused on innovation and digital readiness to stay relevant, is there customer focus to meet the needs of those served, and is the capacity there to deliver on the value proposition?

The perspectives on how decisions position the organization provides clarity for people of where the organization is going, what they need to know, and do they belief in the vision.

Leadership: How Leadership Creates Trust in Decisions Made

Leaders are the connectors of decisions to actions, and how people interpret the intent of the decisions made. Leaders provide the support, guidance, and encouragement for focused and sustained effort for people to contribute and collaborate to achieve the strategic goals of the organization – and reach their full potential together.

How engaged are people in the leadership of the organization?

67.7%
Engagement with Leadership
Highly engaged
37.9%
Engaged
33.0%
Not engaged
29.1%

How do people assess the fundamental capabilities of leaders?

Perspective on Leadership Capability
Leaders are authentic and aware of impact on others
64.4
Leaders are respectful of how others think and feel
65.1%
Leaders are open to the perspective of others
62.5%
Leaders make informed and thoughtful decisions
65.9%
Leaders communicate a compelling & consistent message
79.0%
Leaders are focussed and deliberate
73.2%

How do leaders meet the needs people have?

The ongoing change and turbulence of the external environment has added three critical needs to what people are looking for from leaders.

65.6%
How well do leaders meet the needs of people
Making sense of things
66.6%
Forward-thinking
65.1%
Showing empathy
65.1%

The outcome of the perspectives of people in how leaders engage them with their capabilities and capacity builds the foundation of the working environment, trust in leadership.

How do people trust the organization's leaders?

67.6%
Average trust in leadership
High Trust
40.7%
Moderate Trust
34.1%
Low Trust
25.2%

Communication: How Decisions are Communicated to Connect with People

The intent of decisions is interpreted by people, looking for a consistent message and coordination with purpose and strategy.

How Effective is the Communication of Decisions?

65.7%
Effectiveness of Decision Communication
High effectiveness
34.1%
Moderate effectiveness
32.5%
Low effectiveness
33.4%

Decisions set the expectations of people for the organization and the way they work. How leaders connect people to the decisions made helps people make sense of their contribution, or not. Employees want to see decisions that are strategic, supported by leadership that can be trusted, and communicated in a way that connects.

The key impact of decisions is setting the level of alignment for the working environment to support collective performance.

What is the level of alignment for the organization?

Leadership provides the workforce with connection of the moving parts of the organization to support clarity around what is important. With effective leadership employees understand how to best use their skills and time to work on what is most important to the vision and associated goals and what actions take priority to deliver results. Without alignment, people work on what is in front of them and do not realize the benefit of leveraged collective effort.

62.9%
Alignment
Fully aligned
34.1%
Somewhat aligned
29.3%
Not aligned
36.6%

Where do you see alignment, or misalignment, in perspectives on decision-making in the organization?

Decisions are the foundation of shaping the culture of the organization. From the data provided for your organization regarding the employee experience of positioning, leadership, and communication, what are the insights you have gained?

What do you want to know more about?

Environment

Decisions set the framework for what work is done and how, indicating the behaviors valued – the culture of the organization. The working environment describes what people perceive as being important, and the way to interact with each other and contribute to the outcomes of the organization. 

Culture, best described as the self-sustaining set of behaviors and attitudes about how work is done, is shaped by three essential qualities.

  1. Psychological Safety - This is the foundation for teams and the workforce to interact effectively together, without this, collective performance cannot be optimized.
  2. Interactions - This outlines the behaviors that frame the culture, what is seen as the values and valued, and how to work as teams to be a part of the culture.
  3. Attitudes - This outlines if the working environment is giving people what they need to stay with the organization.

Psychological Safety

Psychological safety is a combination of the level of acceptance, the standards of accountability, and the freedom to speak openly that people feel within the working environment. Can I be myself here? Am I able to say what I feel without risk? Without psychological safety teams do not function to their potential. It is the fundamental platform of performance effectiveness.

64.4%
Psychological Safety
Highly safe
23.0%
Safe
28.5%
Unsafe
48.5%
What makes up psychological safety?
My workplace is supportive and free of prejudice
74.4%
My role challenges me to learn and grow
72.0%
Employees are able to discuss problems and tough issues
68.0%
Employees can be rejected by others for being different
66.6%
It is sometimes difficult to ask other employees for help
63.4%
It is safe to take risks
62.4%
My unique talent and skills are valued and utilized
59.0%
No one on the team would deliberately act in a way to undermine me
57.7%
Mistakes are remembered and often held against employees
56.3%

Interactions

How do people interact with each other, across teams and functions, and what is behaviors are valued?

70.7%
Trust in Interactions
High Trust
46.6%
Moderate Trust
39.3%
Low Trust
14.1%

Most Valued Behaviors in Culture (what we want):

  • Teamwork
  • Collaboration
  • Adaptability
  • Driven
  • Dedicated

Description of Culture (what we have):

  • Friendliness
  • Challenging
  • Disconnected
  • Frustration
  • Ambition

The combination of the perspectives on interactions forms the true brand of the organization. What are the attributes of the organization’s brand?

Attitudes

The factors highlighted below frame the sense of community in the organization as a place for growth and development.

74.3%
Autonomy
High autonomy
14.6%
Moderate autonomy
36.6%
Low autonomy
48.8%
59.0%
Voice
High voice
39.0%
Moderate voice
39.0%
Low Voice
22.0%
70.2%
Opportunity
High opportunity
14.6%
Moderate opportunity
36.6%
Low opportunity
48.8%
64.4%
Learning
High learning
39.0%
Moderate learning
39.0%
Low learning
22.0%

The perspectives of the working environment by employees indicate the degree of the culture being a community of contribution, where people can be comfortable and bring their best to the organization, with healthy interactions. What are the insights you have gained?

What do you want to know more about?

Dynamics

As a result of the shape of the working environment, what is worked on and how, the tone of the organization is defined and to what degree people will contribute their productive energy to the vision and goals.

Dynamics describe the form that productive energy takes, how employees apply their skills and abilities to the work of the organization.

Employee experience is influenced by three forms of energy.

  1. Engagement – the relationship employees have with the organization.
  2. Stress - the response to pressures and demands of our working life, especially if they are perceived as threatening or dangerous.
  3. Resilience – the ability to adapt and respond to adverse conditions in healthy ways.

Engagement

Does the employee experience create a high level of engagement?

60.1%
Engagement
Highly engaged
41.0%
Engaged
24.7%
Not engaged
24.3%
What makes up engagement?
My manager is a good role model for me
81.7%
I know what I need to be successful in my role
78.8%
My manager shows a genuine interest in my career
76.3%
I am proud to work for the organization
73.5%
I believe there are current opportunities for me within the organization
70.2%
I am energized by the compelling vision of the organization
64.8%
I would recommend other people to work for the organization
60.0%
I am recognized for my unique talent and skills
59.8%
I rarely think to look for another job
36.3%

Understanding why people are disengaged:

  • Lack of clear vision
  • Lack of clear and fair performance management system
  • Lack of agreement with direction of business
  • Driven
  • Dedicated

Stress

What is the degree and triggers for stress that employees’ experience?

Stress is the response to pressures and demands of our working life, especially if they are perceived as threatening or dangerous. High levels of stress perceive as harmful can result in challenges to physical and mental wellbeing and inhibit our ability to work at our best. The negative impact of perceived stress has been growing dramatically in recent years resulting in almost 64% of the workforce feeling they are working at a level of perceived harmful stress that they can no longer maintain. What is most important, though, is that stress is based on perspective and, therefore, the response to the same dynamics can be shaped to be more positive. The first step is to understand the perceptions of stress for the workforce.

The table below outlines the perceptions of employees to pressures and demands in the form of stress.

Overall Stress Level

59.1%
Stress is harmful
0-6
No
10%
7-8
Neutral
22%
9-10
Yes
68%
Experiencing high stress
0-6
No
17%
7-8
Neutral
24%
9-10
Yes
59%
Little capacity to cope
0-6
No
29%
7-8
Neutral
32%
9-10
Yes
39%
Stress will last
0-6
No
29%
7-8
Neutral
44%
9-10
Yes
27%

Is there the perception of stigma around mental health challenges in the working environment?

50.2%
Stigma around mental health
High Stigma
17.1%
Moderate Stigma
26.8%
Low Stigma
56.1%

What are the factors triggering the negative response to stress in the working environment?

Factors triggering the negative response to stress in the working environment:
Maintaining financial security
68.8%
Managing your expectations
66.6%
Maintaining your mental health
61.5%
Setting priorities for work
59.8%
Getting what I want from my role
59.8%
Managing your time
57.1%
Staying focused on priorities
55.4%
Maintaining physical health
53.2%
Having time with family
49.8%

Resilience

How resilient do people feel in the experience of the working environment?

Resilience is the ability to recover from or adjust to misfortune or change, to be able to bend and not break in the face of adversity. Resilience is a strength that enables people, and therefore, organizations, to rebound after setbacks, embrace and support change, manage disappointments, and thrive in the new normal of uncertainty, ambiguity, and disruption at an accelerated pace.

70.3%
Resilience
Resilient
45.1%
Somewhat Resilient
37.0%
Not Resilient
17.9%
Organizational Resilience Factors
Confidence
78.8%
Connection
74.4%
Control
74.3%
Competency
69.8%
Coping
64.8%
Composure
59.8%

The dynamics of the working environment highlight the impact on people, whether they feel healthier or not from the interactions with others, their response to the expectations of the culture, and the motivation or pressures of their own work. What are the insights you have gained?

What do you want to know more about?

Mindset

How people think, feel, and act.

The dynamics of the working environment, resulting in a combination of productive energy, stress, and resilience, creates an organization mindset, the lens of how people think, feel and act together. The mindset is shared way of beliefs as to how situations are handled, the way we sort out what is going on and what we should do, and the attitudes we take.

Mindset reflects the unspoken approach employees, and the organization will take to any situation, positive or negative. The mindset can be open or protective, encouraging or discouraging, or combinations and as unseen can be a critical challenge to moving an organization forward.

Is the mindset of the employee experience open for growth and development, or fixed?

Growth Mindset

72.4%

Fixed Mindset

27.6%

The mindset of an organization is a merging of different elements in terms of how people think (from reactively to proactively based on the level of focused attention, healthy expectations and informed judgment), how people feel (from vulnerable to resilient based on the level of independent identity as a person, rather than a role or title, capable confidence and sense of control), and how people act (from distracted to deliberate based on the degree of focused effort, positive attitude and directed motivation).

Thinking
Reactive - Proactive
Feeling
Vulnerable - Secure
Acting
Distracted - Deliberate
62.4%
Focused Thinking
76.3%
Independent Identity
78.8%
Directed Effort
63.4%
Healthy Expectations
72.0%
Capable Confidence
74.4%
Positive Attitude
67.1%
Informed Judgement
74.3%
Sense of Control
68.8%
Purposeful Motivation
64.3%
74.2%
74.0%

The mindset of the organization is one of acting with directed effort, feeling with independent identity, and acting with positive attitude.

Acting is first, followed by feeling, and then supported by thinking.

Meaning

The level of energy and effort people contribute to the achievement of organizational goals is largely attributed to the sense of purpose or meaning they feel they have at work. When an employee feels like they are making a positive impact or difference, and are doing something that matters, motivation and performance becomes self-driven in the workplace.

The organization can create a greater sense of meaning for people, significantly enhancing the working environment and energizing people with self-confidence, boosting individual and collective productivity. When employees know their work makes a positive impact or value for customers, the organization, or the community, what they do becomes more rewarding and gives rise to greater performance.

Within an organization, a person’s purpose or sense of meaning can be attributed to their ability to do something that matters, and how they are making a difference. This is especially true if what they are doing is something that has not been done before by themselves or the organization. Without meaning work is just that – work – and people will not be engaged or committed to bring their best contribution.

69.5%
Meaning
Highly meaningful
49.6%
Somewhat meaningful
26.4%
Not meaningful
24.0%
Organizational Meaning Factors
I understand how I create value for the customer
80.2%
I know how my role contributes to the success of the organization
78.8%
The work I do is personally meaningful
71.7%
The vision of the organization motivates me
68.8%
There is a shared understanding of success throughout the organization
62.7%
There is a strong sense of purpose bringing the organization together
54.6%

Belonging

Helping employees feel a sense of belonging is crucial to shaping a diverse, inclusive working environment. People want to know they are part of a community, accepted for who they are. Without belonging, a feeling isolation can develop creating barriers to innovation, collaboration, and engagement – and without belonging, people are more likely to start looking to depart from the organization. Belonging is what holds people together with the organization.

70.1%
Belonging
Strongly belong
49.7%
Somewhat belong
23.2%
Do not belong
27.1%
Organizational Belonging Factors
Jokes related to race, ethnicity, or gender are not tolerated in the workplace
85.6%
I can bring my true identity to work
76.3%
My workplace is supportive and free of prejudice
74.4%
There is fair opportunity for me
70.2%
The organization consists of a diverse workforce
67.3%
Hiring of new employees and contracting of suppliers shows diversity in selection
66.6%
The training I receive at work helps me understand the different needs
61.5%
Leaders and managers include members of diverse identity groups
58.8%

The mindset represents the collective perspective of people in the organization, and do they see future opportunities and an environment supportive of reaching their potential, or do they question their place in the culture and look for other options.

Net Employee Departure Rate

Net Employee Departure Rate

46.3%

What factors are influencing employee departure?

  • I am not getting what I want from my role with the organization 42.8%
  • I am challenged by other employees not supporting me 34.1%
  • I feel I am rejected for being different at times 22.6%

What would keep people staying in their roles?

  • Leaders make sense of the issues happening around us +63.4%
  • Employees are recognized for the unique skills and talent +55.4%
  • The organization sets tasks consistent with goals +55.0%

The mindset of the working environment is the intersection of culture and contribution, does the perspective of employees on the culture create the place and space where they can contribute at their best. Do they find meaning, feel they belong, and see a future? What are the insights you have gained?

What do you want to know more about?

Performance

The potential performance of the organization, the capacity to meet specific strategic initiatives, is a function of how well people can work together to contribute their collective talents and skills, all an outcome of the employee experience. 

Leadership provides direction for employees, connecting the moving parts of the organization to support clarity around what is important through decisions. With effective decision-making, direction is translated to the culture that shapes the working environment, the behaviors, attitudes, and capacity of people working individually and together. From a healthy working environment, people will feel a strong sense of productive energy, being engaged in their work and the collective success of the organization. A mindset will be framed that sees potential and the opportunity for people to contribute at their best.

With all levels of the organization aligned, people understand how to best use their skills and time to work on what is most important to the vision and associated goals and what actions take priority to deliver results. Without alignment, people work on what is in front of them and do not realize the benefit of leveraged collective effort.

Performance is measured as an outcome of the four factors.

Are people committed to bringing the best work to the organization?

77.0%
Committed to contributing
Highly committed
61.0%
Moderately committed
23.2%
Not committed
15.8%

Are people working with agility, adapting to meet the changing needs of the organization?

Agility is critical in how people perform together to enable the organization to respond proactively to the shifting external landscape.

73.7%
Net agility score
Highly agile
51.2%
Moderately agile
29.8%
Lacking agility
19.0%

Contributing to the lack of agility:

  • Difficulty in asking others for help
  • Feeling I may be rejected by others for being different
  • Feeling mistakes will be remembered and held against me

How effectively do people feel they can work at their best together?

75.8%
Collective Performance Score
High performing
46.3%
Average performing
36.6%
Low performing
17.1%

Supporting High Performance:

  • Believe there are career opportunities for me in the organization +71.6%
  • Believe the organization offers the right product and service offerings to clients +67.4%
  • The expectations for my work challenge me enough so I learn and grow +62.6%

Limiting Performance:

  • Believe employees can be rejected for being different -41.9%
  • High level of stress in managing expectations -32.7%
  • Feel stress will last longer than in the past -28.9%

How do people want to work together?

What are your insights from the ability of people to work at their best together?

Are people ready for change?

The overall impact of the perspectives of people on the employee experience they have with the organization is shown in their capability, collaboration, and commitment to work together at their best. Their perspectives indicate their readiness to change, critical for an organization to be successful.

Workforce Potential

Workforce Potential Rating

73.5%

Decisions set the framework for what work is done and how, indicating the behaviors valued – the culture of the organization. The working environment describes what people perceive as being important, and the way to interact with each other and contribute to the outcomes of the organization. 

Culture, best described as the self-sustaining set of behaviors and attitudes about how work is done, is shaped by three essential qualities.

69.8%
Capable
Highly capable
39.0%
Moderately capable
43.9%
Not at all
17.1%
70.2%
Collaborative
Highly collaborative
48.8%
Moderately collaborative
34.1%
Not at all
17.1%
77.0%
Committed
Highly committed
61.0%
Moderately committed
23.2%
Not at all
15.8%
64.8%
Are people ready for change?
Ready for change
29.3%
Questioning of change
43.9%
Not ready for change
26.8%

Influencing Change:

  • Leaders make sense of the issues happening around us
  • Employees work collaboratively to achieve organizational goals
  • Employees have access to the information needed to perform their jobs well

Resistance to Change:

  • Feeling intense stress around maintaining financial security
  • Employees can feel rejected for being different
  • Feeling intense stress around maintaining mental health

What single factor has the highest impact on all other aspects of employee experience?

  • Our leaders make sense of the issues happening around us

What are the opportunities to create the most positive impact on enhancing employee experience?

  • Opening opportunities for employees to ask others for help +63.4%
  • Ensuring employees do not feel rejected for being different +55.4%
  • Ensuring employees do not act deliberately against others +55.0%

What are your key insights from the perspectives of people of how they experience working with the organization as employees?

What changes will have the greatest positive impact on the ability of the people to working collectively at their best to achieve the strategic initiative?

What are the two most important changes to make from the present shape of employee experience to enhance the success of the organization?

What are the first actions you want to take from here?