Any HR leader, if prompted, could tell you that employee experience (EX) is simply what an employee encounters at work. But what does that really mean, and more importantly, how does it feel? Research shows that the quality of EX influences not just engagement, but retention, productivity, and even revenue growth. The key is recognizing that EX is more than perks or benefits. It is built through daily interactions, the support employees receive, and the tools they use to perform their jobs.
When I worked as an HR leader, employee experience was one of the biggest priorities not just for me, but for my leadership team. They cared deeply about what it felt like to work at the company, and they tasked me with ensuring that the tools, the processes, and the people surrounding our employees enabled them, not hindered them. Every element of EX can be viewed through that lens: does it add or subtract? In the research outlined below, gathered as part of the 2025 Lighthouse Research & Advisory Employee Experience Study in partnership with Insperity, you’ll see just how that plays out in the workplace today.
Three Levers That Shape the Employee Experience
1. Managers
Managers are at the heart of how employees perceive their workplace. When managers are supportive, employees notice. In fact, 80% of employees with supportive managers plan to stay in their jobs, compared with just 34% of those with unsupportive managers. On the flip side, employees in unsupportive cultures are nearly six times more likely to say their managers are “just going through the motions.” These data points underscore that managers are not just people leaders; they are culture shapers.
2. Resources and Support
Beyond managers, employees evaluate the broader support system provided by HR. This includes onboarding, recognition, and access to feedback. Workers who describe their onboarding as “an overall mess” are four times more likely to plan to quit. That statistic makes it clear that EX begins on day one. Recognition, performance conversations, and career support reinforce whether employees feel seen and valued. Without these, even the best hiring efforts can unravel quickly.
3. Technology and Culture
The systems employees use are not just operational—they are cultural touchpoints. Employees at companies with a supportive culture are far more likely to say that technology helps them perform better, with 55% reporting that their tools make them more effective at work. That means a clunky, outdated platform is not just an inconvenience; it signals a lack of investment in the workforce. Conversely, seamless streamlined technology reinforces the idea that employees’ time and contributions are valued.
The Business Case for a Positive Experience
The ripple effects of culture and EX extend well beyond engagement scores. A negative culture eats away at 10–20% of productivity on average, while a positive culture boosts productivity by about 20%. The difference is striking: companies with supportive cultures are 71% more likely to see productivity improvements, 28% more likely to increase revenue, and 54% more likely to retain their people. These numbers highlight why EX should not be viewed as a “soft” HR concern. It is directly tied to business performance.
Practical Takeaways for HR Leaders
So what can leaders do to create a high-quality employee experience?
- Invest in managers. Equip managers with the training and tools they need to be supportive. Their role is pivotal in how employees perceive the culture.
- Focus on the first 90 days. Onboarding is a litmus test for EX. Clear processes, personalized support, and early wins help new hires feel confident and committed.
- Evaluate technology as part of EX. Do not think of platforms as just infrastructure. Consider how tools enable collaboration, reduce friction, and reflect company values.
Moving Forward
Employee experience is not a single initiative or program. It is the sum of manager relationships, organizational support, and technology-enabled culture. When done well, EX becomes a strategic advantage that drives retention, performance, and growth.
To explore more data and strategies, download the full report here.
Ben Eubanks is the Chief Research Officer at Lighthouse Research & Advisory. He is an author, speaker, and researcher with a passion for telling stories and making complex topics easy to understand.
His latest book Talent Scarcity answers the question every business leader has asked in recent years: “Where are all the people, and how do we get them back to work?” It shares practical and strategic recruiting and retention ideas and case studies for every employer.
His first book, Artificial Intelligence for HR, is the world’s most-cited resource on AI applications for hiring, development, and employee experience.
Ben has more than 10 years of experience both as an HR/recruiting executive as well as a researcher on workplace topics. His work is practical, relevant, and valued by practitioners from F100 firms to SMB organizations across the globe.
He has spoken to tens of thousands of HR professionals across the globe and enjoys sharing about technology, talent practices, and more. His speaking credits include the SHRM Annual Conference, Seminarium International, PeopleMatters Dubai and India, and over 100 other notable events.
