Employee Experience (EX) Measurement

WEBCAST: CX Leaders as Change Agents

July 26, 1pm Eastern

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Successful organizations don’t just invest in technology; they invest in outcomes.

Qualtrics provides industry-leading experience management technology. Walker complements it by helping you design and implement successful employee experience management programs including engagement, lifecycle (onboarding, exit, etc.), pulse, and ad hoc.

With 30 years of specialization in experience management, Walker delivers white-glove professional service for every level of program complexity to help optimize it for success:

  • Qualtrics EX platform configuration
  • Survey programming
  • Messaging
  • Participant management and hierarchies
  • Translations
  • Dashboard building and sharing
  • Historical data imports
  • End user training
  • Executive reporting and action planning workshops
  • Using EX to impact CX

Knowing where you are is the first step to determining where you are headed.

Some companies are starting from scratch. Some are looking to refresh their existing approach. Others may be emerging from a merger or acquisition. No two companies are alike, so we listen to you to learn about your company and understand your current goals. Then we roll up our sleeves to work with you to build a solid employee experience strategy.

Walker helps you assess, plan and embed an employee experience management strategy that is tailored to your company’s specific needs.

  • Strategic planning
  • Program architecture
  • Employee engagement
  • Culture transformation
  • Data analysis services

Employee Experience Case Studies

Walker has conducted employee experience management activities for more than 100 companies. Surveys have been conducted in dozens of languages and for sets of employees ranging from 20 to 20,000.

  • Flexible, Custom Reports

    A global public relations and marketing agency wanted to know which parts of its employee experience work well and which need improvement. Walker conducted the agency’s Asia-Pacific and Latin America employee surveys for more than a decade. With a short turnaround time and massive amounts of data, Walker quickly made it digestible for the agency by creating hundreds of Excel and PowerPoint offline reports by country, by brand, and brand by country.

  • Executive Presentations

    An exclusive resort, consistently rated among the top in the US, took employee engagement seriously. Though the resort consistently had high scores, the CEO took decreases in any category seriously. He considered employee comments and suggestions and made changes based on many. To prove the resort’s commitment to employee engagement, the CEO had Walker conduct briefings about the feedback we collected to 40-50 executives to be sure they understood the findings and recommendations based on the findings.

  • Customized Action Plans

    A global payment services company was experiencing a period of change and wanted to commit to providing an excellent employee experience. More than 20,000 employees around the world took part in a full survey, then a pulse survey and another full survey.

    Reports from the surveys could be viewed by department, region and other options. The company made macro-level changes based on consistent themes that emerged. Walker created action plans for each manager. These included five areas to work on with three things to think about for each of those five areas. The action plans included space for managers to fill in action steps, who was responsible for each and the date each was complete.

  • Putting Results to Work

    After presenting employee experience results to a large car auction company, Walker conducted action planning workshops with each of the company’s four divisions, helping them design strategy to work on problem areas and increase employee engagement. Walker is now repeating the survey to assess the effect of the changes.

  • Serious About Improvement

    Walker conducted a study for a regional property management company and found that 45% of its employees were engaged. While this is a strong score, the company pushed to get over 50% of its employees engaged. The company made changes based on Walker’s advice and succeeded in improving its company culture. When Walker conducted the survey again three years later, employee engagement had risen to 57%.

  • Eager for Engagement

    A large athletic apparel company was enthusiastic about employee engagement. After Walker conducted a broad employee survey each year for several years, the company decided to increase the frequency of surveys to respond faster to employee sentiment. They decided to include a questionnaire to measure employee loyalty plus one additional area each quarter.

    After realizing that quarterly results came in too quickly to be analyzed, planned for and acted upon, the company started surveying on a semiannual basis and was pleased with the rate of information and adaptation.

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