Was 2024 the year that EX died?
Lee Smith
Minutes
17th December 2024
Employee Experience
Human centred
Workplace Experience
Human centred
Workplace Experience
In recent years, Employee Experience (EX) has been hailed as the
cornerstone of progressive, people-first organisations. The idea that
businesses should focus on the well-being and development of their workforce
has gained traction, particularly post-pandemic, with many leaders
acknowledging that happier, engaged employees are more productive, creative,
and loyal. Research evidence certainly underpins this. Yet, as we reach the end
of 2024, the reality for many workers seems increasingly different. Many large
organisations appear to have turned their backs on the very principles that
once defined the employee experience revolution. So we have to ask, could this
year mark the death of EX?
Backpedalling on progress
In a world where businesses once prioritised flexibility, mental health
support, and employee well-being, many now appear to be shifting toward
short-term profit motives, sidelining long-term investment in their people. The
backdrop of economic instability, driven by inflation, supply chain
disruptions, and geopolitical strife, has led to a retrenchment in the policies
that once defined the progressive, people-friendly workplaces of recent
years.
We only have to look at some of the most lauded employers in the world to see this trend in action. Take the example of Meta, the parent company of Facebook, which made headlines when it laid off thousands of employees in rapid succession in late 2023 and 2024. Once lauded for its impressive employee perks—on-site wellness programmes, free meals, and generous paid leave policies—Meta’s approach has shifted dramatically. The company has scaled back on many employee-centric benefits, citing the need to stabilise its financials. Employees are now being asked to take on more work with fewer resources, and perks once synonymous with the company’s culture have been reduced or eliminated entirely. What was once viewed as a progressive company has, in many ways, become emblematic of the changing tide in employee experience.
Similarly, Amazon, which famously introduced a host of employee benefits such as mental health resources and higher-than-average hourly wages, has faced scrutiny in 2024 for its renewed focus on productivity at all costs. Amidst declining stock prices and a global slowdown, Amazon's leadership has doubled down on demanding even more from its workforce, while scaling back on certain employee initiatives. The company has rolled back its flexible work policies and introduced more stringent monitoring of workers' performance in warehouses, pushing employees to meet ever-higher targets. This shift reflects a wider trend: a desire for short-term financial returns rather than long-term investment in the workforce.
Even in the more traditional sectors, companies like Wells Fargo have faced public criticism for back-pedalling on employee well-being initiatives. In the past, the financial institution was recognised for its efforts to support employees’ mental health and provide opportunities for career growth. Yet, in 2024, amid regulatory scrutiny and economic pressure, the bank has shifted focus back to bottom-line growth, slashing benefits like mental health days and further embracing a more demanding, performance-driven culture.
Here in the UK, BT Group, once considered a leader in employee-centric practices, has faced a similar challenge. As one of the country’s largest telecommunications providers, BT had long prided itself on its commitment to flexible working, mental health support, and a culture of inclusivity. However, in 2024, BT made the controversial decision to scale back its remote work policies, a move that drew significant backlash from employees who had grown accustomed to the flexibility introduced during the pandemic. The company argued that the shift back to office-based work was necessary to “rebuild team cohesion” and address productivity concerns. However, many employees saw this as a direct contradiction of the more progressive, human-centric culture that had been cultivated during the pandemic era.
BT's decision highlights the larger trend of organisations that once embraced people-first policies now retreating in favour of traditional, top-down management styles. The COVID-19 pandemic was a pivotal moment for many organisations, showing that employees could be both productive and engaged while working remotely. Yet as businesses look to recover financially, some are reverting to old models that prioritise physical presence over work-life balance and employee autonomy.
We only have to look at some of the most lauded employers in the world to see this trend in action. Take the example of Meta, the parent company of Facebook, which made headlines when it laid off thousands of employees in rapid succession in late 2023 and 2024. Once lauded for its impressive employee perks—on-site wellness programmes, free meals, and generous paid leave policies—Meta’s approach has shifted dramatically. The company has scaled back on many employee-centric benefits, citing the need to stabilise its financials. Employees are now being asked to take on more work with fewer resources, and perks once synonymous with the company’s culture have been reduced or eliminated entirely. What was once viewed as a progressive company has, in many ways, become emblematic of the changing tide in employee experience.
Similarly, Amazon, which famously introduced a host of employee benefits such as mental health resources and higher-than-average hourly wages, has faced scrutiny in 2024 for its renewed focus on productivity at all costs. Amidst declining stock prices and a global slowdown, Amazon's leadership has doubled down on demanding even more from its workforce, while scaling back on certain employee initiatives. The company has rolled back its flexible work policies and introduced more stringent monitoring of workers' performance in warehouses, pushing employees to meet ever-higher targets. This shift reflects a wider trend: a desire for short-term financial returns rather than long-term investment in the workforce.
Even in the more traditional sectors, companies like Wells Fargo have faced public criticism for back-pedalling on employee well-being initiatives. In the past, the financial institution was recognised for its efforts to support employees’ mental health and provide opportunities for career growth. Yet, in 2024, amid regulatory scrutiny and economic pressure, the bank has shifted focus back to bottom-line growth, slashing benefits like mental health days and further embracing a more demanding, performance-driven culture.
Here in the UK, BT Group, once considered a leader in employee-centric practices, has faced a similar challenge. As one of the country’s largest telecommunications providers, BT had long prided itself on its commitment to flexible working, mental health support, and a culture of inclusivity. However, in 2024, BT made the controversial decision to scale back its remote work policies, a move that drew significant backlash from employees who had grown accustomed to the flexibility introduced during the pandemic. The company argued that the shift back to office-based work was necessary to “rebuild team cohesion” and address productivity concerns. However, many employees saw this as a direct contradiction of the more progressive, human-centric culture that had been cultivated during the pandemic era.
BT's decision highlights the larger trend of organisations that once embraced people-first policies now retreating in favour of traditional, top-down management styles. The COVID-19 pandemic was a pivotal moment for many organisations, showing that employees could be both productive and engaged while working remotely. Yet as businesses look to recover financially, some are reverting to old models that prioritise physical presence over work-life balance and employee autonomy.
The short-termism trap
What’s at the heart of this shift? At its core, many businesses are
opting for short-term solutions to address the volatility of the global market.
The immediate need to cut costs, increase productivity, and meet investor
expectations has led organisations to reconsider people-centric policies. In
times of uncertainty, companies often believe that retrenching from “luxuries”
like flexible work, employee development programs, and wellness initiatives
will protect their bottom line. Unfortunately, this often leads to a cycle of
burnout, disengagement, and turnover—further harming the business in the long
run.
The argument that organisations cannot afford to invest in employee experience during tough times is horribly shortsighted. History has shown that when employees feel supported and valued, they perform better, remain loyal, and become advocates for the company. There is a wealth of evidence to back this up and, for me, the business case is bulletproof. The failure to see beyond short-term profits means businesses miss the opportunity to create sustainable, resilient workforces.
The argument that organisations cannot afford to invest in employee experience during tough times is horribly shortsighted. History has shown that when employees feel supported and valued, they perform better, remain loyal, and become advocates for the company. There is a wealth of evidence to back this up and, for me, the business case is bulletproof. The failure to see beyond short-term profits means businesses miss the opportunity to create sustainable, resilient workforces.
The enduring call for human-centric organisations
Despite the worrying back-pedalling we’ve seen in 2024, the movement
toward human-centric organisations isn’t dead—it’s just evolving. Those who
believe in the power of EX must continue to push back against the tide of
transactional, bottom-line-focused leadership. The businesses of the future
will still need to adapt to economic pressures, but this does not require
abandoning their employees. In fact, it may be more crucial than ever to invest
in EX initiatives that foster engagement, creativity, and loyalty.
If anything, the disruption of 2024 has underscored how necessary it is to rethink the balance between profitability and people. In the face of economic turmoil, companies must recognise that a happy, engaged workforce isn’t a “nice-to-have” but a critical element of long-term success.
As we look ahead to 2025 and beyond, it’s clear to us that the employee experience movement will endure. Those organisations that remain true to their human-centric values—intentionally designing great experiences, offering flexible work, prioritising mental health, building employee autonomy, and creating spaces for growth—will be the ones that thrive in the long run. The death of EX is not inevitable. It is a challenge that will define the next generation of leaders.
The call to action is clear: it’s time to reinvest in the people who power your organisation, for they are the ones who will ultimately determine whether your company succeeds or fails. The question isn’t whether EX will die—it’s whether we, collectively, have the courage to ensure it doesn’t.
If anything, the disruption of 2024 has underscored how necessary it is to rethink the balance between profitability and people. In the face of economic turmoil, companies must recognise that a happy, engaged workforce isn’t a “nice-to-have” but a critical element of long-term success.
As we look ahead to 2025 and beyond, it’s clear to us that the employee experience movement will endure. Those organisations that remain true to their human-centric values—intentionally designing great experiences, offering flexible work, prioritising mental health, building employee autonomy, and creating spaces for growth—will be the ones that thrive in the long run. The death of EX is not inevitable. It is a challenge that will define the next generation of leaders.
The call to action is clear: it’s time to reinvest in the people who power your organisation, for they are the ones who will ultimately determine whether your company succeeds or fails. The question isn’t whether EX will die—it’s whether we, collectively, have the courage to ensure it doesn’t.
If you’re an EX believer and you want to make a bigger
difference inside your organisation, sign up to The EX Space today,. You’ll
have access to a wealth of tools and resources, as well as a vibrant global
community of 400+ EX pioneers.
www.theex.space
www.theex.space
