Career opportunities, compensation, culture and values drive Employee Satisfaction and differ the most between Seniors and Juniors!
Nicolas BEHBAHANI
Global People Analytics & HR Data Leader - People & Culture | Strategical People Analytics Design
?? The gap in sentiment scope between Senior and Junior has been widening since the past 2 years.
?? The disparity has grown significantly after the pandemic: In 2021, senior?employees?rated their companies 2.4% higher than their junior counterparts,?while?the difference increased to 4% by November 2023.
?? The difference in sentiment between junior and senior employees is largest for career opportunities (7.8%), culture and values (7%) and C&B (6,3%) scores.
Compensation, Culture & values and career opportunities are the largest contributors to overall employee satisfaction, according to a new interesting research published by Revelio Labs using data ?? from thousands of US companies.
?Employee satisfaction varies widely between senior and junior employees
Researchers found that employee satisfaction varies widely between senior (Managers categories and above) and junior employees.
?Disparity depends on share of non-corporate employees
?? Researchers found also the disparity between senior and junior employees is the highest at companies with a higher share of non-corporate employees, such as USPS, Walmart, and McDonald’s.?
Meanwhile at tech companies, such as AWS, Intel and Meta, junior employees have more positive sentiment than senior employees.
?Career opportunities and Culture & values explained the difference in sentiment
Researchers discovered that the difference in sentiment between junior and senior employees is largest for:
?? Career opportunities (7.8%)
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?? Culture & values (7%)
?? Compensation & Benefits (6,3%)
?? These results show that these factors are the largest contributors to overall employee satisfaction.
?Stress, management, and salary are big concerns
Researchers also noticed that stress, management, and salary are greater concerns among junior employees than senior employees.
??Finally researchers conclude that one way that managers can address sentiment divergence is by fostering an ongoing dialogue among different employees about workplace issues and concerns to bridge the gap between junior and senior employees.
?? They encourage managers to add "talking more to junior employees"
?? ???? ???????????????? ????????: This wonderful research demonstrates that the feeling of employees is not uniform in each organization and that it depends on different factors, namely seniority in the company and position in the hierarchy. Managers have a key role in maintaining employee engagement and they can act on the 3 main factors highlighted by this research, namely career development, compensation and the company's values and culture.
Thank you ?? Revelio Labs researchers team for these insightful findings:
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Thank you for sharing our research, Nicolas BEHBAHANI!
Unleashing talent potential with real-time people analytics: Empowering HR & leaders to enhance employee experience, save time, and cultivate a culture of high performance and well-being through personal leadership
10 个月Nicolas BEHBAHANI, Both George Kemish LLM MCMI MIC MIoL MIoD and Dave Ulrich bring valuable additions to this research. In a recent podcast that I had to host with two Gen Z experts, we mainly discussed the differences within generational sentiments within work. They expressed that each generation has a "role," to play and that is to bring about social innovation. Work processes have an expiration date, and particularly Generation Z openly questions this, especially what they inherited from Generations X and Y in their upbringing. Generation Z is even more explicit in conveying their message and propels behaviors that reside in each of us. The longing for living a meaningful work life where you are fairly rewarded, have grow opportunities, receive guidance and be seen is evident.
Driving Performance, Solving Challenges, and Elevating Employee Experiences
10 个月Nicolas BEHBAHANI Thank you for the post ??. In my view, infusing the core values of the organization into HR practices, performance management, and daily employee interactions is crucial for cultivating the best employee experience. Whilst shaping the employee experience strategy, I believe it's essential for HR to treat the workforce with the same respect and individual attention that they provide to their customers and clients.
Human Resources Director | Strategic HR Leader | Change Mangement | MBA
10 个月Very interesting and important topic ....to consider in talent managememt practices and teams performance. Thank you for sharing
Industry Veteran | Exploring Future of Work | Great Manager’s Coach & Mentor
10 个月Excellent research share Nicolas BEHBAHANI. The growing gap between generations is evident & understandable. ??♂? Just finished reviewing an Executive Access Research (EAR India) report highlighting the top four factors for Job Seekers: (1) Company Culture (2) Growth potential (3) Empowerment (4) Compensation - in that order. ?? Mr. Ronesh Puri of MD-EAR states that the sought-after traits in potential hires are: (1) Adaptability (2) Growth Mindset (3) Resilience (4) Innovation & Empathy. ? Employee Satisfaction - Personalization appears to be the solution when individual needs differ, as underscored by such research. Having open discussions during recruitment about specific needs (Total Rewards) & revisiting them annually is vital. 'Different strokes for Different Folks' - & with technology, tailoring experiences is not just possible but necessary.