One thing successful employee experience programs have in common – are you doing it?

Would you ever give a prospective employer (or even client) an incredibly boring answer to one of their questions in your interview?

That’s what I did recently when my now manager asked me what I thought was “the next big thing in HR in Australia”.

My response?

“I don’t believe organisations are ready for the next big thing... many are still so archaic in their practices”

I backed it up with the context that HR and Business leaders are still talking about having more regular performance reviews, or moving away from annual engagement surveys to something more frequent. I explained that many organisations still haven't got the basic fundamentals right to create an engaging employee experience.  

Underwhelmed by my own answer, it got me thinking – why is this?

What are the barriers for businesses to do something different that can benefit the organisation?

As I started to talk to my wider network about examples of initiatives (both incredibly successful and fabulous failures) there was a common theme - most hesitation comes from the fact that businesses don’t have a clear picture of how they are going to objectively measure the ROI and impact of enhanced employee experience initiatives.

Now I am not naturally data inclined (ask anyone who knows me well), but this is where I think the answer lies - successfully understanding both operational and experience data.

Take the example of Perpetual Guardian’s successful four-day working week trial that worked so well it is now the norm in their business.

As the program came to fruition, Perpetual Guardian set a series of benchmarks and data points, in order to measure the success of the initiative. Of course, they also had a CEO and leadership team that championed the change, a strong engagement strategy, clear guidelines and a structured approach. But where I think they really nailed was in the data and measurement.

It doesn’t sound so revolutionary when you read it – but how many businesses do you know truly understand and act on their data (both their operational data, and experience data).

Whether it’s introducing a four day work week, remote working, offshore functions or AI (whatever it is to drive better performance in your business); understanding the critical success factors, can help you approach the change with confidence.

So, next time you read about some “revolutionary” HR initiatives and think that it would never work in your business, consider what’s truly holding you back from doing something different.

Or perhaps you have an idea that’s ready to take off but you haven’t got the measurement strategy down pat?

Reach out to me – I can help guide you to take a data-driven approach for a measurable impact. Who knows, maybe the next time I’m asked what the next big thing is HR – your example will be the one I use! 

Talk to Davidson EX to find out how you can optimise your Employee Experience.

Alternatively, you can contact Katie Hamilton on (07) 3023 1058 or via email: katie.hamilton@davidsonwp.com

Share this content

The hidden edge: What volunteering taught me about leadership

by Paula Price • 27 April 2025
Senior executives are constantly navigating complex decisions, inspiring teams, driving results, and carrying the weight of corporate leadership. We are conditioned to lead — to solve, to direct, to deliver. But in this relentless drive to lead, we often forget the power of simply following. Over the years, one of the most transformative experiences in my professional development didn’t come from a boardroom, a leadership program, or a keynote at a summit. It came from volunteering. And more specifically, from being the manager of a number of high-performance rugby teams. At first glance, the role seemed simple: logistics, admin, support. Not exactly the stuff of strategic leadership. But there, on the sidelines, filling water bottles, washing jerseys, preparing paper work, and coordinating team meals, I rediscovered a truth that too many senior professionals lose touch with — the power of service, and the dignity of the roles that go unnoticed. These menial, often thankless tasks, were crucial to the team’s success. And in doing them, I was reminded of how often in our organisations we overlook the people who create the conditions for performance — the unsung operators, coordinators, assistants, and enablers. This experience fundamentally shifted the way I lead. I no longer see these roles as peripheral. I see them as the bedrock of any high-performing culture.  More importantly, stepping out of a leadership identity — even temporarily — gave me the space to remember who I am without the title. Not the CEO, not the CFO, not the strategist or the fixer — just a person in service of something greater than themselves. That humility is grounding. It makes you more empathetic, more observant, and more connected. And paradoxically, it makes you a better leader when you return to your day job.
A man and a woman are giving each other a high five in an office.

Keeping business operations on track with the right administrative talent

by Marketing Davidson • 23 April 2025
Behind every high-performing organisation is a team of administrative professionals who keep everything running smoothly.

Optimising supply chains with industry-leading talent

by Marketing Davidson • 10 April 2025
In today’s fast-paced business environment, procurement and logistics professionals are the backbone of efficient supply chains. As global challenges reshape industries, organisations must adapt by recruiting top-tier talent to ensure resilience, innovation, and sustainability.