Perceptyx: Bespoke Survey Programs to Fuel Deep People Analytics

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John Borland, Co-Founder & CEO, PerceptyxJohn Borland, Co-Founder & CEO
In the business world, much has been spoken of the need for a continuous feedback loop between employees and their organization; but oftentimes, companies maintain the status quo and neglect to really understand the needs of their workforce. In today’s tight labor market, enterprise organizations should be rethinking their survey strategies to understand what drives engagement among employees, taking action where appropriate to keep employees engaged and reduce attrition. To do this, HR organizations need more than data; they need rich insights derived from deep analysis of their people data. Armed with this insight, leaders can drive real, meaningful action, engendering trust and removing barriers to employee engagement.

This is what drives Perceptyx. Their mission is to help people and organizations thrive by giving leaders the tools they need to identify and remove barriers to employee engagement. Since their founding in 2003, Perceptyx has been a pioneer in the employee survey and people analytics market, developing analytic tools such as their Positive Divergence Analysis™ engine. This engine, completely transparent to the end user, compares unengaged employees against the population of those who are engaged, illuminating specific barriers to engagement deep within the organization in real-time. Arming HR and business leaders with actionable insights, Perceptyx adheres to one of their core values: making their clients heroes.

The Perceptyx team believes that a strategic HR organization’s survey program should match the company’s own unique culture and needs.

We have built a phenomenal internal team based on our culture and core values which we have leveraged to help our clients and partners

To that end, they’ve built an infrastructure that allows them to innovate new and unique solutions that align to their clients’ needs, culture, and brand. By understanding the obstacles, struggles, and the evolution of their client’s business lifecycle, they are able to recommend and implement a custom-tailored survey strategy ranging from annual to daily, capturing the moments that matter across the employee experience. “We have built a phenomenal internal team based on our culture and core values which allows us to be extremely responsive to our clients,” adds John Borland, the co-founder and CEO of Perceptyx.

No one-size-fits-all solution can effectively meet the needs of every organization, and Perceptyx’s experience as the people analytics and employee survey provider for more than 20% of the Fortune 100 confirms this. One of Perceptyx’ clients with over 130,000 employees required an entirely new employee listening program wherein daily metrics could be collected and fed into executives’ dashboards. Due to the flexibility and maturity of their system, Perceptyx was able to quickly deliver a daily continuous listening program that collected data from 1,500 employees every day on an ongoing basis, with data and insights continually fed to the company’s internal dashboarding system. This not only allowed executives to keep a very close eye on the pulse of the organization, it also enabled them to make better decisions with greater speed and confidence.

As their own way of listening and improving, Perceptyx works closely with many of their largest clients through a Client Advisory Council, evaluating their own direction and gaining a more in-depth understanding of the unique needs of the large enterprise. Following their recent expansion into the European market, Perceptyx remains focused on equipping HR practitioners with deep analytics that are easy-to-use and deliver insights in real-time.
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Temecula, CA

John Borland, Co-Founder & CEO

Perceptyx revolutionizes the staff survey and analytics sector, provides company-level polls and analytics for employees. With its unique technology platform and its custom-made, flexible strategy, Perceptyx enables customers to gain insights deep inside large and complex organizations that lead to significant actions aimed at improving business results. Together with its profound intellectual curiosity and innovation culture, Perceptyx challenges the status quo, which helps people and organizations prosper. Perceptyx strikes a balance of technology and service by providing real-time insight using software-as-a-service technology, customizing it to match the unique culture and product of a brand

Perceptyx News

Back to School Blues: Perceptyx Finds Work Productivity Expected to Decline As More Schools Switch to Remote Learning

TEMECULA, Calif. - Perceptyx, the leading employee listening and people analytics platform for enterprise organizations today released new data showing productivity for working parents is set to decline at the start of the school year, as the recent surge in COVID-19 cases has led to schools moving to complete or part-time distance learning.

More than 60 percent of working parents believe that carrying out distance learning from home will place an extremely difficult burden on their family, while over half report they will be both distracted to either a “moderate” or “great” extent on days when their children are learning from home and that their work productivity will decline. Over 40 percent are also worried either a “moderate” or “great” extent about their job security due to their children learning from home.

Perceptyx previously reported a considerable increase in productivity and a decrease in the desire to return to the physical workplace near the end of May, just as the school year was coming to a close.

“Undoubtedly, school decisions will impact parents’ willingness and even ability to work in the physical workplace, leading to a potentially significant decline in productivity as work-at-home parents are once again forced to play the roles of employee, parent, and teacher during the workday,” said Brett Wells, Director of People Analytics at Perceptyx. “To mitigate the negative impact remote school can have, including the potential exodus of working parents, we recommend employers reevaluate their return-to-work strategies and leave policies, and consider adding new benefits to support employees and their new reality in any way they can.”

While school this fall will undoubtedly look different in every situation, the largest portion of parents are still uncertain about sending their children to a traditional classroom. Surprisingly, a quarter (26%) report they are not sending their kids back to school at all, while forty percent say it will depend on the school district's plans. As of the end of July, 41 percent say their school district has not communicated a clearly defined return-to-school strategy.

When it comes to mothers and fathers, Perceptyx found that there was not a great disparity between roles when it came to distance learning having a negative effect. The data did find, however, that working mothers who are in senior leadership positions (e.g., executives/vice presidents) are most at risk of feeling the extra burden, pressure, and challenges that distance learning brings to their workday. They are more than 1.5 times more likely to report they do not intend to stay at their current employer for at least the next 12 months as compared to fathers.

“It is clear that for working mothers in senior leadership positions, we risk losing decades of progress towards breaking the “glass ceiling” because of the demands of distance learning,” Wells noted.

Working parents aren’t the only ones who will be impacted by remote learning this fall, as non-parent co-workers report that they are feeling the disruption even now before the return to school.

39% of non-parents believe their co-workers who are parents are more distracted.

29% of non-parents believe their co-workers who are parents are less productive.

25% of non-parents say their workload has both increased and become more difficult to manage because of their co-workers who are parents.

Perceptyx also found that how an organization supports employees faced with distance learning plays a huge role in retaining these individuals. Ninety-two percent of employees who strongly agree their organization is providing the flexibility and support to work from home when children are at home intend to stay at the organization for at least the next 12 months. This drops to 66 percent for employees who do not agree their employers are providing flexibility and support.

“To adequately support working parents, organizations must be willing to consider cases at the individual level,” continued Wells. “Open and honest conversations are paramount, and a well-crafted employee listening and action plan can enable organizations to identify support areas that employees will value the most. Through these discussions and discoveries, organizations can create new ways forward.”