In today’s rapidly evolving work environment, understanding what employees need to perform at their best has become more crucial than ever. A new global study conducted by Fauna, a creative employee experience consultancy, in partnership with CultureCon, sheds light on this very topic. The WorkPossible study surveyed 5,411 employees across five continents to gather data on their experiences and identify what improvements are necessary for them to excel.
A dominant theme in the findings is the critical need for “headspace,” which refers to the mental clarity and time required for employees to perform effectively. About 59% of respondents highlighted a good work-life balance as a crucial element for an ideal workday. Additionally, 51% of employees identified increased flexibility, better well-being, and a balanced work-life structure as key enablers of their best work performance. Alarmingly, 58% of employees feel they lack the time needed to excel at their job, and 25% feel drained due to insufficient time to complete their tasks.
Hattie Roche, an advocate for balanced headspace, emphasizes the importance of valuing rest, preventing burnout, and understanding breaks’ necessity to enhance performance. Roche argues that this approach isn’t about reducing work effort but rather optimizing it by allowing employees to manage their workload effectively without feeling overwhelmed.
The study also reveals that the current employee experiences negatively impact performance. About 33% of respondents rated their experiences as low quality, and 29% feel their employers do not acknowledge them as unique individuals. Empowerment also emerged as a significant theme, with 61% of employees indicating that greater agency, ownership, and empowerment would lead to more positive work experiences. Empowered employees were twice as likely to report a good work experience compared to their less empowered counterparts.
Recognition and value at work were highlighted, with over half (52%) of respondents stating that being acknowledged for their work is essential for an ideal workday. However, only 46% felt they received high-quality recognition, and those who did felt more positive about their organization’s performance and culture.
A notable gap was identified between what employees need from their leaders and what leaders believe they should provide. Employees prioritized recognition, empowerment, and headspace, while leaders focused on clarity, listening, and human leadership. The study underlined a strong correlation between high-quality employee experiences and high-performing organizational cultures. Around 78% of employees who reported high-quality experiences also noted a high-performance culture, whereas 64% of those with poor experiences described their work culture negatively.
The study also addressed neurodiversity, finding that nearly half of neurodiverse individuals rated their employee experiences as poor, higher than the overall 33%.
Hattie Roche concludes by noting that none of the desired improvements—clear expectations, reduced complexity, and managing overwhelm—are unachievable. These are fundamental human needs, and addressing them can significantly enhance employee experience and business performance.
Overall, the findings reveal vital elements necessary for optimal performance, the disparities between current experiences and needs, and the benefits of addressing these gaps for organizational success.