The Work Experience: Practices of WorldatWork Members
Practices in The Work
Experience
December 2002
Introduction & Methodology
In November 2002, a random sample
of WorldatWork members received a survey about their organizations’ practices
in The Work Experience. The Work Experience, as defined by WorldatWork, is the
elements of rewards that are important to employees but may be less tangible
than compensation or benefits. It includes acknowledgement or recognition of
effort/performance, balance of work/life issues, cultural issues, development
opportunities and environmental factors.
Of the 1,765 surveys sent, 265 members
responded, a 15% response rate. Respondents’ demographics closely match
those of all members, making the sample representative of WorldatWork members
as a whole. In general, WorldatWork members work for large companies, at the
headquarters location and hold jobs at the manager level or above.
Summary of Findings
Ninety percent of responding organizations
have at least some of the work experience elements as described by WorldatWork.
Of those with programs, the most common “formal” program is training
and development (87%) closely followed by employee recognition programs (79%)
and work/life programs (62%).
Figure 1:
Which of the following elements of The Work Experience are formally delineated
or discussed in your organization's compensation/total rewards package or philosophy?
(Check all that apply.)
Departments responsible
for The Work Experience
Work experience programs are housed
in various departments within human resources as well as with department and
line managers. In general, training and development is most often housed within
a formal training and development department (81%). Compensation departments
are often responsible for recognition programs (50%). However, line managers
are also responsible for recognition programs (49%).
The benefits department and employee
relations department are jointly responsible for work/life programs (41% and
42% respectively) while department and line managers are responsible for culture
(61%), work environment (78%) and recognition programs (49%) as mentioned above.
The majority of write in “other” departments were the human resources
department in general.
Table 2: Departments responsible
for programs within the work experience
Responsible Department
Work Experience Programs
Recognition Programs
Work/Life Programs
Culture
Training & Development
Work Environment
Compensation Dept.
50%
12%
13%
4%
10%
Benefits Dept.
12%
41%
13%
6%
20%
Employee Relations Dept.
28%
42%
41%
14%
38%
Work/Life Dept.
1%
12%
7%
0%
10%
Training & Development Dept.
6%
7%
25%
81%
15%
Dept./Line Manager
49%
32%
61%
40%
78%
Other
17%
10%
29%
10%
22%
Program Measurement
Measurement of programs within the
work experience varies greatly from program to program. Nearly two-thirds of
respondents measure employee satisfaction of one or more work experience programs.
The majority of those who measure employee satisfaction measure for training
and development programs (84%) as well as recognition programs (63%). However,
less than half measure employee satisfaction with work/life, environment
and culture (47%, 48% and 49% respectively).
Figure 3: Programs within the work
experience measuring employee satisfaction
Of those respondents measuring
employee satisfaction, training and development generally receives the highest
rating (34%), followed by culture (23%).
Figure 4: Program receiving highest
employee satisfaction rating
Less than one-third (30%) of respondents
measure return on investment of one or more of their work experience programs.
Of those who do measure ROI, training and development is measured the most often
(30%). Culture and environment ROI is measured the least often, by less than
five percent of respondents.
Figure 5: Percent of respondents
measuring ROI of work experience programs
Whether they formally measure ROI
or not, most respondents believe their training and development programs provide
the greatest ROI (39%).
About
WorldatWork
WorldatWork, formerly the American Compensation Association and the Canadian
Compensation Association, is the world's leading not-for-profit professional
association dedicated to knowledge leadership in compensation, benefits and
total rewards. Founded in 1955, WorldatWork focuses on disciplines associated
with attracting, retaining and motivating employees. In addition to providing
professional affiliation, WorldatWork offers highly acclaimed certification
(CCP®, CBPTM and GRP®) and education
programs, the monthly workspan® magazine, online information
resources, surveys, publications, conferences, research and networking opportunities.
