Employee Surveys

What do women (aged 30+ in sales) want? Why employee segmentation matters

Lydia Watson

How do you make your employees happy? Earlier starts, later starts, free lunches, a free bar? We all know that good employee experience is much more than any of that. But we also know that there’s no silver bullet. 

In any given organisation, you’ll likely have a range of different ages, ethnicities, sexes, and geographies – not to mention different roles, from IT to sales. That makes understanding what your employees want incredibly complicated.

What is segmentation?

If you’re a 30-something-year-old woman and you’ve ever seen an advert or received an email about pregnancy tests, wedding dresses, or homeware, then you’ve likely fallen into a particular segment of a company’s marketing efforts – even if they’ve got you all wrong. It’s all about understanding people’s common characteristics, so you can better target them.

It’s the logical extension of the reality that one size really doesn’t fit all – and that your attractive offerings will likely fall short if you don’t consider the complexity of the customer base you’re reaching.

Why is employee segmentation, and why does it matter?

It might seem too ‘Big Brother’-esque to apply in a workplace setting. But we’re talking about the general idea behind it, rather than the methods. This is about measuring employee experience with the same intention in mind: meeting the individual needs of different groups.

Think of it in terms of perks, like flexible hours or ‘pizza Fridays’. Research shows that you’re 3x more likely to have high engagement, if you provide personalised employee benefit programs – which stands to reason. What motivates the 40-50-year-old women in the senior team is going to be wildly different to the 20-something man in sales. 

How our Employee Experience Platform helps

How can you really understand the differing experiences of your workforce? It comes down to three areas: getting useful feedback from everyone, being able to sort through their responses, and equipping managers to do something about it:

  1. Short, smart surveys

If you send your 200-odd employees a survey and get 20 responses back, how useful is that data really going to be? You need to maximise the quantity and quality of feedback. Keep your surveys short, and your questions relevant, and you’ll see response rates skyrocket.

2.   Trustworthy analysis

With all those responses, you need a way to sift through it all – identifying what really matters. When you use a platform like ours, you can slice and dice the data however you need to – and quickly pick out common issues, thanks to our advanced language analysis tech.

3.   Action planning tools

Facilitating change is another thing. Put the power in line managers’ hands, by letting them see the results relevant to them (and only them). From there, they’ll have a clear route to driving change – and be motivated by their own need to succeed.

Ways of looking at the data on our platform:

  • Demographic segmentation: age, sex, ethnicity, orientation – you can view your survey data through these lenses to understand specific pain points
  • Department segmentation: understand if there’s one team that’s particularly struggling, whether marketing or customer service – don’t take your overall score at face value
  • Working status segmentation: the experiences of full and part-time workers will be different, as will that of paid and volunteer staff – so it’s worth digging deeper

Segmentation in action: comparing volunteer engagement and employee engagement

For not-for-profits, engagement is a tricky issue. For organisations with such a clearly defined purpose, one emotionally and morally driven, engagement is sometimes hard to pin down. And when a large proportion of their workforce are volunteers, understanding how to keep them motivated is especially tricky. 

We worked with Stroke Association to help them with this. Knowing how to engage volunteers starts with understanding if there’s any difference in their scores, compared to paid staff. Thanks to our platform, they quickly understood that segmenting their approach wasn’t a priority. And that gave them a clear path forward.

 

“As we looked to become more agile, understanding how our people felt became critical - feedback loops needed to be strengthened, and made more meaningful.”

Kyla Lacey-Davidson

Associate Director of People Experience

If you want to see how easy we make it to understand all of your people, and their varying needs, why not book a demo? It’s fast, free, and no commitment: 

It’s time to start the conversation

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