Perceptyx

“Our CEO David Baiada started doing weekly town halls where he’d pull up our survey results and say, ‘Here’s what you folks are saying. You’re not feeling safe, you’re not feeling comfortable? Okay, let me address that now. You don’t know where to go for supplies? We’re going to take action on that.’ The survey results completely changed the way leadership was able to communicate to the employees.”

“Overwhelmingly, when we surveyed whether employees felt comfortable going back into the office, the answers came back no — they weren’t comfortable yet,”

“The surveys we administered during COVID were pivotal in shifting that mindset, and everybody was sent home for a very long time. Support office employees who typically sat in the corporate headquarters were sent home and worked remotely, and to this day we have more flexibility in terms of deciding about that.”

“Previously, we would survey once a year and share the results during a webinar,”

“I think there was a fear that participation would decrease, a huge fear around survey fatigue,”

“The voices of our field employees weren’t coming through as we needed them to, and that was crucial for us,”

“Something that’s important for anyone else reading about our situation is that we had just transitioned over to Workday, so we needed a provider that could integrate with Workday and all of the other systems we use. We have many systems we use for our field and office employees, and some vendors were not comfortable with that. But Perceptyx listened and said, ‘We can handle it, we’ll make this work, we’ll integrate where we need to.’ And that proved to be a huge piece of the puzzle.”

“Just seeing a dashboard for comparisons was, at least for us, like we were in a whole new age,”

“This is our company philosophy and the ever-present guiding force in our daily work. We wanted Perceptyx to really take that to heart. They were the first vendor that understood what we were trying to do, and it went far in starting conversations.”

“[Perceptyx has] made [action planning] so easy, it’s so seamless.”

“It is imperative to run pulse surveys during a merger and respond to that data before going into the next merger.”

“Merger fatigue is real,” acknowledges Miller. “We have to prioritize our investment in time to ensure that we are not losing momentum around teammate engagement and actioning on the insights we had, amid a lot of different distractions. In the instance of back-to-back mergers, we have to be mindful of the future integration but also continue attending to the teammates who have joined in the not-so-distant past.”

“Senior and executive leadership has a responsibility to support the success of the integration,” says Miller. “Thanks to Perceptyx’s platform, we can measure engagement, where we see hotspots, where we’re seeing risk to retention, and where we’re seeing far-reaching positive impacts.”

“The lessons learned from our listening strategy have literally been written into our playbook for future state M&A,”

“The most powerful thing we heard is, ‘You listened. You leveraged this information and did something with it. That reaffirmed the commitment to the combined organization and retention in the long term,’”

“By employing a listening strategy and leveraging a platform that gives you objective data, it’s invaluable to informing your people strategy,” says Miller.”

“The most powerful thing we heard is, ‘You listened. You leveraged this information and did something with it.' That reaffirmed their commitment to the combined organization and boosted retention in the long term. The lessons learned from our listening strategy have literally been written into our playbook for future state M&A.”

“The results are compelling: a consistent activation rate of 78.7% and daily AI Coach engagement. This demonstrates that when managers receive personalized, bite-sized nudges instead of complex, generic reports, they excel. We are effectively closing the gap between employee feedback and the precise actions that sustain high levels of employee engagement. Embracing AI has been a powerful catalyst for human-centric leadership on a global scale.”

“It's important that we not only ask for feedback around our employees' experience, but take action to continuously improve that. By leveraging AI-powered nudges and coaching, we’ve closed the gap between gathering feedback and taking action. These tools provide our managers with the personalized, scalable guidance they need to drive meaningful change and support their teams’ growth every single day.”

“When CEOs talk about cultural compatibility during mergers, it can often be overstated. There are invariably going to be differences in cultures, regardless of similarity.”

““The experience I’m going to get here, the software I’m going to get, the white gloves service I’m going to get…I know the level I’ll receive. And even if there is a cheaper alternative, I want to keep expanding this relationship.””

““Having data access to this extent has driven both macro and micro change,””

““it feels like you have an I/O consultant on your team, that they’re helping and thinking about Cengage instead of just doing a job they were contracted for.””

““People get it. We don’t have executives asking us for cuts of data. Everybody with access can utilize it. When we are trying to improve our dashboards in other areas, I keep saying, ‘How do we make [this dashboard] like Perceptyx?’ Because Perceptyx has a thoughtful, flexible platform that allows people to get exactly what they need, even if they only have five seconds, but it’s also deep enough to give you what you need if you’re taking five hours to look at and digest the data.””

““You need to know the data you want, so you have a real vision for your listening program — not because Perceptyx couldn’t help an organization get to that point, but because, as in our case, knowing what we needed quickly got us to a true partnership, a place where we see each other as peers and equals,””