Employee Experience

Continuous assessment and management of employee engagement, well-being, and satisfaction

We help you design and measure the Employee Journey. We collect continuous feedback, identify pain points, and work with you to build an improvement plan that acts where it matters most.

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Experiència de l'empleat oficina Employee Journey Online surveys Consultancy and action plan

Hundreds of companies trust Openmet

Advisory services in design, methodology, assessment, diagnosis, and action plan

The employee experience encompasses the different emotions, perceptions, and opinions that employees feel and hold during their interactions with the organization. We help you define them.

 

  • Employee Journey: a chronological description of the most important interactions, emotions, and stages that employees go through with the organization over time.
  • Touchpoints: a detailed description of each of the interactions that people experience throughout the Employee Journey.
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advantages

We support you in detecting, measuring, and improving every employee's experience

Quick problem detection

We quickly detect issues affecting employee engagement, loyalty, and satisfaction—whether company-wide or specific to a department, role, etc.

Continuous feedback

Our employee experience experts advise you on the methodology, the process to follow, and the system for gathering continuous feedback from employees.

Diagnosis of strengths and improvements

We analyze and present the results of the employee experience assessment, identifying strengths and areas for improvement so you know how to enhance their experience.

Sector benchmark

We position your results against companies of your sector and size to identify where you stand out and where you have room to improve. Benchmark across 125+ companies and 100,000+ people.

Comprehensive expert guidance

We support and accompany you throughout the entire process to ensure everything runs smoothly and you get meaningful results that help your company improve.

Openmet Feedback Manager results platform

We give you access to our employee experience software, which lets you receive alerts, visualize metrics and KPIs, filter and compare results, track trends over time, generate and export reports, and create SWOT analyses, among other features.

HOW WE WORK

An agile method with expert guidance

We support you throughout the entire process with our own technology and strategic consultancy.

1

We define the Employee Journey Map

We help you define the Employee Journey Map, which captures the most important stages of this experience.

2

We define surveys and metrics

We help you define the surveys and metrics. You’ll be able to measure eNPS and identify pain points, which will help you understand what and how to improve.

3

We manage the survey distribution

We manage the distribution of online surveys, with high aesthetic and functional adaptability. We integrate with your systems so they can run automatically.

4

Openmet Feedback Manager results platform

Through Openmet Feedback Manager, our powerful Business Intelligence data analytics system, you’ll be able to track and analyze results in real time.

5

Support on improvement areas and action plans

We support you in identifying areas for improvement and advise you on action plans.

Access the Openmet Feedback Manager demo

Try our software: you’ll receive a sample survey by email and access to the Openmet Feedback Manager environment to review the results.

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YOUR PARTNER

Why Openmet?
You need a partner, not just software

20+ years of real-world experience

Over two decades transforming the employee experience in organizations across every sector.

500+ companies vouch for us

The trust of hundreds of clients certifies the strength and reliability of our methodology.

Proprietary technology

Exclusive Business Intelligence software to analyze results and make data-driven decisions.

Expert guidance

More than a platform. We're a consultancy specialized in employee experience that helps you execute and measure every improvement.

AI-augmented consultancy

More time with you, less spent on document production. We let artificial intelligence work in the background so we can focus where we add value.
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TESTIMONIALS

What do the clients who trust Openmet say?

We chose Openmet because they’re specialists in organizational feedback: it shows in the depth of the methodology, the quality of the questions, and the way they structure the analysis of results.

Eva Dardalengas HR | People and Competencies Development

Start improving your employees' experience at your company today






    FAQS

    We answer your questions about employee experience

    What is employee experience?

    Employee experience is the sum of the perceptions, emotions, and experiences a person accumulates throughout their relationship with an organization, from their first interaction as a candidate to the day they leave.

    It encompasses every interaction with the company, including recruitment, onboarding, day-to-day work, development opportunities, relationships with managers, and offboarding.

    Actively managing the employee experience enables organizations to attract and retain talent, increase engagement, and strengthen their employer brand.

    What is an employee experience study?

    An employee experience study is a comprehensive assessment that measures how employees experience each stage of their journey within the organization.

    Unlike a traditional employee engagement or workplace climate survey, an employee experience study maps the entire employee journey and identifies the moments that have the greatest positive and negative impact on the overall experience.

    At Openmet, we combine surveys, data analysis, and our own proprietary methodology to identify precisely where value is created and where it is lost throughout the employee journey.

    Why is it important to measure the employee experience?

    Because what isn’t measured can’t be improved.

    Organizations that measure the employee experience can identify friction points early—those that may lead to disengagement, absenteeism, and turnover—and take action before problems escalate.

    Moreover, data helps organizations prioritize investments. Instead of launching generic well-being initiatives, they can focus resources on the stages and moments that have the greatest impact on their people.

    Companies that actively manage the employee experience consistently achieve stronger results in employee retention, productivity, and customer satisfaction.

    Which stages of the employee lifecycle are measured?

    At Openmet, we measure the key stages of the employee journey, including attraction and recruitment, onboarding, learning and development, career progression and internal mobility, and offboarding.

    Each stage has its own metrics and critical moments that shape the employee experience. The study identifies which stages are performing well and which require improvement, enabling organizations to design targeted action plans for each phase of the employee lifecycle.

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    Latest articles

    News, tools, techniques, and advice on employee experience

    Como mejorar el clima organizacional

    7 Keys and Practices to Improve Organizational Climate

    The search for excellence and improving aspects of organizational climate is paramount for businesses to run smoothly today and we will never tire of saying it. In 2013, we published a study on work environment in Spain with a sample of over 30,000 workers. As a result of this study, we were able to find out the basic demands of workers in relation to organizational climate. The seven key conclusions on areas for improvement in the organizations of the study were:1. Reconciliation between work and private life2. Communication3. Recognition4. Career development plans5. Innovation6. Training7. Leadership styles In this article, we will look at the main areas for improvement in organizations (Reconciliation between work and private life, Communication and Recognition) and the typical practices of companies for working on these areas: Improving organizational climate. Reconciliation, communication and recognition   1. Reconciliation between work and private life To Reconcile work and private life,  we see practices such as flexible working hours, summer working hours, continuous workdays on Fridays, continuous workdays on the days before public holidays, continuous workdays at Easter, day or afternoon off on birthdays, extended maternity/paternity leave, work meetings with limited start and end times, permission to take time off for school meetings/tutoring, etc.Social benefits that can also help reconciliation include:physiotherapy and massage service during working hours, free parking, worker support services for formalities, subsidized meals and nursery vouchers. 2. Organizational communication Communication is the basic pillar of any organization and one of the main areas for improvement. It is essential for: coordination between departments and within the department itself, knowing the opinions of customers and workers, knowing the aims and development of each person and/or department.The most common and useful practices in this area include:Opinion polls, evaluation tools (performance and competencies), activities to propose ideas to promote innovation, interdepartmental breakfasts, sessions to share best practices, ideas and suggestion boards, etc.One of the most efficient practices in communication for departments is what we will call “The Breakfast”. The idea is to reserve a few minutes each week for the whole team to meet in the back office and have breakfast together after a brief presentation of the week’s goals and a review of the previous week’s actions. This space is used to talk about informal topics (the weekend, children, etc.) but also to chat with colleagues about the projects, problems and solutions arising in day-to-day business. As it is a relaxed moment, it also encourages familiarity and communication with the head of the department. All this over coffee, pastries, sandwiches and fruit.   3. Job recognition Recognition in the working environment is a practice that can take place through a number of people: a direct supervisor, the general management of the company, our colleagues, customers, suppliers, the media, etc.The actions that we may be recognized for include:A job well done, helping a coworker, good customer service, working at the organization for a number of years, attracting new customers or partnerships, improving internal processes, contributing new ideas to improve the company, etc.Many practices for recognition are put in place in companies, including: monetary compensation, extra days’ holiday, gifts, extra activities (trips, celebrations, breakfast with the Director-General, etc.), internal promotions, both publicly (bulletin boards, thank-you notes, corporate e-mails, events, etc.) and/or privately. Having developed these three points in this post, we should emphasize the importance of taking all these aspects – centered around optimizing and improving the work environment in organizations – into consideration for the smooth running of the business.Openmet can help you meet all these goals with guidelines and tasks that are tried and tested in the industry to turn your business into a booming one.   In future posts, we will deal with the other points so stay tuned to our social networks to find out first-hand all the news on the importance of organizational climate. […]Read More… from Employee Experience
    nps openmet

    Improving an NPS Survey

    The use of the Net Promoter Score (NPS) in surveys and studies on customer satisfaction, loyalty and experience is widespread and becoming increasingly popular. As discussed in another blog post, it has both advantages and disadvantages. In this post, we are going to give you some simple strategies to include in NPS surveys, allowing for a better analysis of the results and a more effective action plan for improvement. How can we improve NPS surveys? NPS surveys have limited reliability and do not allow for a powerful analysis of customer satisfaction, loyalty and customer experience. Indicators based on averages of several questions have been shown to be more reliable and accurate than NPS and give a better insight into the reasons for customer satisfaction and loyalty. So an easy way to improve our NPS survey is to include some additional questions on satisfaction with basic attributes of the product or service (e.g. customer service, price, appearance, etc.). We don’t have to add a lot (maybe 4 or 5 initially) and we can randomly rotate them so that, for example, only one is shown. This keeps the size of the survey small and means that we don’t overwhelm customers. These additional questions will be a goldmine because they will allow us to: Find out the satisfaction with each attribute, so we can learn exactly where we need to improve. Calculate aggregate indicators from averages of the answers to questions on attributes, ensuring greater accuracy and reliability. Understand how the NPS relates to each attribute and its relative importance. If we create Importance-Satisfaction decision charts with the NPS question, we will know which “key” or attribute we need to act on as a priority to improve our NPS. A second strategy for improving the analysis of results of NPS surveys is to segment customers. This can be done with data that we have before the customer responds (data stored in our CRM or customer database), or by including another additional question. This segmentation data will allow us to: Filter and compare customers by segment to find out, for example, if customers in the north have a higher NPS than in the south. The plan of action will then be more accurate and hit “where it hurts”. Statistically analyze the results and learn which segmentation variables have more variation and can therefore be a priority target for action. Weight the results so that the opinions of some customers (for example, type A, with higher revenues) “weigh” more than others (type C, for example, with lower revenues). A weighted analysis can give us a more accurate and reliable picture of the actions needed to improve company performance. Conclusion NPS surveys are a popular and effective system for measuring customer satisfaction and customer loyalty but they are not a magic bullet. By including a few additional questions in the survey, we can alleviate some of its shortcomings and obtain more relevant data for an improved analysis of the results and a more effective plan of action for improvement. More information on Customer Satisfaction. […]Read More… from Employee Experience
    Como medir el clima laboral

    Evaluating and managing the organizational climate

    The importance of the organizational climate There are many different definitions of what the organizational climate of a company is. Perhaps the most simple and helpful is that provided by a renowned specialist in the field, Robert Stringer, who, in his 2002 publication Leadership and Organizational Climate defined organizational climate as the collection and pattern of environmental determinants that arouse motivation. Following this definition, the final aim of the organizational climate is to explain the reasons why people working in an organization feel more or less motivated when carrying out their professional obligations. It is very important to be aware of the underlying motivational reasons so that we can work to improve them. All studies certify the strong relationship between motivation of employees and company results. Companies, and this is true for both SMBs and large companies, must measure and manage the work environment in order to achieve better economic results. In the case of small companies, the human factor is often even more important, since in many cases these companies do not have the same economic potential, market inertia or brand power as large corporations. As we already explained, as well as measuring the climate, you can and should manage it in order to modify it in the way that suits you best. Thus, once we have the results that explain the current situation, we can create a plan for the organizational climate that we want for the year to come and then influence the underlying factors that will help you to reach your objectives. During the next years, you can adapt your goals and correct your direction according to the development of the company. The method for managing the organizational climate is similar to that used to draw up the budget for the coming year except that in the case of the work environment you are dealing with intangible elements that cannot be measured, interpreted or managed in the same way as that used for more tangible aspects of business. The evaluation and management of the organizational climate is an essential component of business management and an indispensable part of the most respected business management methodologies (Balanced Scorecard, EFQM, etc.). Work environment surveys The usual method for evaluating the organizational climate involves the use of surveys for employees (sometimes these can be complemented with personal interviews). Since it can be complicated to design and implement organizational climate surveys (requiring knowledge on work environments, psychology, statistics, and survey methods), and so, many companies decide to subcontract this task to specialised service providers who already have the know-how, tools and software needed to carry out projects of this type. One of the key aspects when carrying out a work environment survey is the anonymity. The methodology used must preserve the anonymity of the people surveyed, which is important if we wish to ensure that responses are as honest as possible. Externalizing the project to a service provider is an additional guarantee of anonymity for employees. In general, organizational climate questionnaires are made up of three types of questions: 1.- Demographic and segmentation questions: These give us information on the person surveyed which can then be used to enrich the group analysis of results. 2.- Work environment questions: Allow us to evaluate the factors that determine motivation. This is the most important part of work environment surveys, and must contain questions that will evaluate the factors that make up the company’s work environment. Most companies that carry out work environment studies already have certain survey questions which can be adapted to the individual needs of their clients. 2.- Open questions: These allow companies to obtain more qualitative information on the work environment which helps to adapt the results obtained from other questionnaires. Companies often use an organizational climate survey to ask other questions that many not be strictly related to work environment but also help to improve organizational management. Organizational climate surveys often include questions and factors for evaluating employee satisfaction regarding various departments (e.g. IT or HR), and other matters of interest to the company. It is important to set out clear temporal objectives when starting an organizational climate survey. An organizational climate evaluation project can rarely be completed in less than one or two months since there are various stages to be completed: Survey design phase: The factors, questions, answer scale, sample (if used), segmentation variables and format (e.g. anonymity) must be established. It is also helpful to design the dashboards that the company will use to manage the work environment. These dashboards will explain the relationship between the questions and motivational factors. Communication phase: Setting out and implementing the employee communication strategy. This is an important stage in order to make the employees co-participants in the work environment project. This also maximises participation in the survey and eliminates possible fears regarding anonymity. Surveying phase: Questionnaires used to be printed on paper. Today these are being replaced by electronic surveys which allow for greater speed, comfort and cost savings. Survey software makes it easy to combine questions on paper with online data capture, through websites created to answer questionnaires. Employees can access websites with private ID codes from their place of work or any online access point. Analysis and communication of results: Get results, produce reports and set out the strategy to follow. Once management has analysed the results it is important to inform all employees about them. This helps to keep them involved in the project, providing additional information and perhaps better participation in future surveys. Interpreting results and work environment management The software not only automates the survey itself but allows the results to be viewed on request both during and after the survey. The response statistics are automatically calculated, as is the dashboard with the indicators (factors, calculated based on answers) which provides an added-value view of the results. Organizational climate surveys often contain a lot of questions (often more than 50) which makes it difficult to locate and visualise possible strong or weak points in the work environment. It is therefore important to implement a system of automatic indicators (KPIs) which make it easier to see results and understand how to improve the organizational climate. The technology can generate reports automatically (e.g.: Word or PDF format) and can analyse data by sections. This means that differences in groups can be seen, allowing us to dissect problems and opportunities. This also allows us to see evolutions, which help us to understand ROIs (return of the investment): knowing if the strategies we have followed (e.g. investment in a certain aspect of the work environment that was bad the previous year) have taken effect or have improved staff motivation levels. Organizational climate software must also guarantee anonymity of those who participate in the survey. This involves hiding the information that may jeopardise anonymity, allowing for visualisation of data above the anonymity threshold (e.g. for groups of over six people). This can all be done in comfort and online, without the need to install anything on the company computers. As well as analysing the results using the software it is important to perform a qualitative analysis on the content of the open-answer questions as well as ad-hoc statistical calculations. This qualitative analysis should be carried out by the company and an organizational climate expert, usually from an external company. The participation of management is necessary in order to situate results in an appropriate context. The organizational climate expert will provide the necessary HR and statistical expertise, and provide the option of comparing results obtained with other cases and companies (benchmarking), which allows for a deeper comprehension and analysis of the motivational factors that lie behind the work environment model. Both parties can cooperate in designing the strategy to follow in order to achieve the organizational climate objectives going forward. Conclusion In today’s business world, organizational climate is indispensable for strategic planning, allowing companies to manage employee motivation in order to achieve better economic results. Thanks to modern technology which allows companies to carry out surveys at a reasonable cost, and to view results quickly and easily, organizational climate surveys are becoming increasingly common among companies of all types. […]Read More… from Employee Experience
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