1. Business outcomes: Measurable, quantifiable goals an organization wants to achieve.
2. Workplace experience: The sum of a human’s lived experiences at work and how the workforce feels about their organization. Essentially, how work impacts life and outlook, including the job itself, coworkers, mission, work-life balance, and personal growth.
3. Technology capabilities: With a clear sense of their intended business outcomes—and a deep understanding of the optimal workplace through lived experiences—companies can implement and sustain the systems or platforms that enable the digital workplace.
4. Digital mindset and adoption: Companies understand that in order to effectively set and meet business objectives, their digital workplace must be equipped to mature, embracing an agile mindset of continuous improvement.

1. Basic: An organization’s digital workplace is not designed to deliver on desired outcomes, and the worker experience and technology capabilities tend to be siloed and disjointed.
2. Developing: The organization’s capabilities are developing through using fewer platforms, but some tools may be redundant. The worker experience is somewhat connected across siloes.
3. Expanding: The workforce experience is integrated across the enterprise, and technology is streamlined, providing intuitive, integrated, and personalized user experiences. Workers have greater connectivity and experience is more personalized.
4. Leading: Workers are fully connected, and the organization is able to achieve complex outcomes in their digital environment. The experience is seamless, hyper-personalized, and continuously improved.

Basic to Developing

• Basic Before: The manager’s team is siloed, causing them to feel disconnected from the organization as a whole and dampening their enthusiasm, productivity, and engagement in their day-to-day work.
• Developing After: The manager can step back and focus on teambuilding and goalsetting, which better positions them to create assets that improve the bottom line.

Developing to Expanding

• Developing Before: A financial services organization has teaming solutions with many social and collaboration tools, but redundancy and limited features make it hard for a new employee to feel a sense of inclusivity or belonging. They feel overwhelmed and don't know where to direct questions.
• Expanding After: They onboard quickly and become an engaged employee because seamless technology and practices have been put in place. This encourages connection and fosters positive workplace culture across the company.

Expanding to Leading

• Expanding Before: Content is centralized and personalized, but the HR agent’s organization still has siloes, limiting them from offering the level of cross-functional support that best serves employees and job candidates.
• Leading After: Because the HR agent is doing the work they are uniquely qualified for alongside other engaged employees, they feel more engaged. Meanwhile, their productivity is increased, and employees report higher satisfaction interacting with HR.

People power outcomes. Technology should make it easier for them to do their jobs.

The right technology fosters a worker experience that feels:

• Personalized and intuitive
• Connected
• People-focused
• Proactive and intelligent
• Continuously innovated
• Service-centric for workers

The digital workplace connects employees to their organization’s mission and increases collaboration across physical and digital spaces.

Technology helps employees:

• Complete basic task without hassle
• Connect with their team and break out of siloes
• Improve well-being and sense of belonging

What this achieves for your workforce—and your business

Workforce

• Self-service for support functions (e.g., HR and IT)
• One entry point to do their jobs, communicate, and connect
• More time spent on meaningful, collaborative, and “deep” work

Business

• Increased productivity across the organization, including HR, IT, and beyond
• More productive, engaged workforce
• Customers served better and faster

Worker well-being dictates the bottom line.

53% of employees are more likely to prioritize health and well-being over work than pre-pandemic.

Nearly half of those who left jobs gave personal well-being, mental health, or work-life balance as the top reason.

Without consumer-grade technological capabilities, companies risk:

• Brain-drain
• Low employee engagement
• Lost revenue

The right technology encourages meaningful relationships to fuel business success.

Compared to employees with “poor” team relationships, those with “thriving” relationships reported:

• Almost 20% better well-being
• 14% higher productivity
• 22% higher likelihood of staying at their current company another year

Your digital workplace strategy is a roadmap to navigating the evolving worker-employer relationship.

The best workers will go where they can have the best work experiences.

Here’s how to support your people:

1. harnessing tech to deliver consumer-grade digital expriences that attract and retail top talent
2. increasing the time your teams spend on high-value work

Invest in your digital workplace now to foster future resilience.