Unlocking success: Qualtrics research reveals the four differentiated employee experiences in high performing organizations

High-performing organizations excel at creating positive employee experiences, but what sets them apart? The Qualtrics team identified key patterns that differentiate these top performers from the rest to provide leaders with valuable insights as organizations look to improve productivity, navigate uncertainty and prepare employees for the future.

Based on insights from over 27 million employee responses across more than 900 organizations, the Qualtrics research reveals the top four differentiators that HP organizations display:

• Employees see a clear, positive vision of the future
• Employees feel trust in the workplace culture cultivated by senior leaders
• Open, continuous conversation that shows transparency
• Resilience through supporting employees in adapting to change

“What makes organizations high-performing has a lot to do with activities that acknowledge what organizations truly are: groups of people working toward a shared mission,” says Qualtrics Chief Workplace Psychologist Dr. Benjamin Granger. “High performing organizations are aligned on their mission, build and maintain trust, listen to employees, and support employees through times of change. Organizations that emphasize these activities create superior employee experiences and financially outperform their competitors.”

Strategic alignment: Employees see a clear, positive vision of the future

HP organizations excel during disruptions because their workforce has a strong understanding of the company’s strategic vision. Employees in these organizations report that senior leaders provide a clear picture of the direction the company is headed towards (80% vs. 69%), feel motivated by this vision (76% vs. 64%) and believe in a promising future for their company (86% vs. 76%). This clarity helps them understand and act on the company's strategic objectives more positively.

“When employees and senior leaders share a vision and direction, organizations perform better,” says Granger. “To build this shared alignment, there must be frequent, transparent communications. Leaders must involve employees in decision-making and show employees how they contribute to the company’s success, and invest in performance management systems that drive actual change.”

Building trust: Employees feel trust in the workplace culture cultivated by senior leaders

Organizational performance thrives on the trust leaders build with their employees and customers. In HP organizations, employees rate their trust in senior leaders significantly higher than the global average (90% vs. 68%). This trust is cultivated when leaders are seen as competent, act in line with organizational values, and genuinely care for their employees. As a result, employees in these organizations have more positive experiences, show greater confidence in leadership decisions, align with organizational values, and believe in their importance to the company's success.

According to Granger, “trust is the bedrock of a positive employee experience. When it comes to earning employee trust, senior leaders should strive for trustworthiness - and in particular doing so by demonstrating their concern for the wellbeing of employees and customers alike. Leaders can start by asking for and acting on employee feedback, addressing employee concerns transparently, and maintaining grounded optimism during tough times.”

Personal agency: Open, continuous conversation that shows transparency

HP organizations excel in communication, fostering a transparent culture where information and ideas flow freely. Employees in these organizations rate their communication as significantly more open and honest compared to the global average (75% vs. 64%). This transparency is vital for psychological safety, making employees feel valued and confident that their input will lead to positive changes. In these organizations, employees believe their voices drive improvements, reflecting leaders' commitment to act on feedback.

“Open, two-way communication that gives employees opportunities to steer the conversation is a key characteristic of high-performing organizations,” says Granger. “Instead of relying solely on traditional surveys, organizations should use multiple channels to facilitate ongoing, honest conversations with employees. Constructive employee feedback is a powerful signal that employees trust leaders enough to be brutally honest. Leaders can encourage this transparency by ensuring strict confidentiality rules and publicly celebrating constructive feedback for the great gift that it is.”

Resilience: Supporting employees in adapting to change

As agility becomes crucial for organizational success, shifting from top-down decision-making to empowering employees is essential. HP organizations excel in this area, with employees feeling more supported in adapting to change (81% vs. 71%) and better informed about the reasons behind changes (75% vs. 64%). These organizations also resolve customer problems more quickly and support work-life balance more effectively, showing that focusing on employee support and adaptability leads to stronger performance.

“Change is inevitable, but high-performing organizations ensure that employees are prepared and supported during these times. They do this by clearly communicating a rationale and the personal impact of change on each individual employee. Demands on employees may inevitably increase during times of change, but high-performing organizations reciprocate and demonstrate to employees that they’re cared for and supported.”

By focusing on employee empowerment, organizations enhance individual performance and foster a culture of innovation and resilience. This approach ensures employees are motivated and aligned with the company's goals, driving long-term success and continuous improvement, paving the way for a company to become a HP organization.