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Employee Experience Built on Motivation Science

Employee experience is shaped by things surveys rarely capture. Marlee helps organizations see what those things are — using the Marlee Motivational Analysis, grounded in 25 years of research and measuring 48 distinct work motivations with up to 98% analysis reliability, to give leaders a precise view of what shapes how every person experiences their work.
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Trust by Individuals and Teams in 194+ Countries

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194+ countries · 25 years of research · Up to 98% analysis reliability

The Limits of Measuring Employee Experience

Employee experience has become a sophisticated measurement discipline. Organizations run pulse surveys, analyze sentiment trends, and benchmark against industry peers with increasing precision. The sophistication of the measurement has not translated into equivalent improvement in what is being measured.
The result is that experience improvement becomes a project rather than a practice. Organizations run listening programs, publish action plans, and repeat the cycle, without addressing the motivational conditions that shape how each person experiences their work every day.
At a certain scale, every employee experience initiative runs into the same wall: leaders cannot improve what they do not understand at the individual level. Knowing that experience scores dropped in Q3 does not tell a people manager what to do differently in their next 1:1.
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How Marlee Improves Employee Experience Through Performance

What shapes employee experience is largely invisible to the tools built to measure it. Surveys capture sentiment after the fact. Marlee works differently — measuring the 48 motivations that determine whether a person feels understood, effective, and valued at work, with up to 98% analysis reliability.
Marlee's understanding of employee experience starts with the Marlee Motivational Analysis — a 25-year research foundation that measures 48 distinct work motivations with up to 98% analysis reliability. Rather than asking people how they feel, it surfaces what shapes how they work, giving leaders a precise, actionable view of what creates a positive experience for each person.
For HR leaders, this moves employee experience from a survey metric to a living understanding of the conditions each person needs to do their best work.
Here is what that looks like for leaders:
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Understand what shapes experience for each person

HR leaders gain a precise, person-level view of the motivations that shape experience for every individual in the organization. The gap between "experience scores are down" and "here is what to actually do about it" finally has an answer.
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Surface insight at the moments that shape experience most

Get the right understanding when it matters: when a new teammate joins, during role transitions, or when teams are navigating change.
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Extend meaningful development across every level

Meaningful experience improvement has to reach every level of the organization, not just those senior enough to attend leadership programs. Marlee makes individualized motivational insight available across the entire workforce. Experience improvement is not dependent on whether someone has a particularly attentive manager.

What Changes When Employee Experience Is Built on Real Understanding

Organizations that use Marlee to understand employee experience report improvement in the metrics they care about — retention, performance, collaboration quality — alongside a less measurable but more important shift: managers who actually know what their people need, and act on it.

Experience improvement that reaches every level

Experience improvement that is connected to what actually motivates each person is more durable than one built on action plans responding to survey findings.

Retention outcomes connected to real motivational understanding

Organizations that understand what shapes experience for each individual improve retention in ways that survey scores cannot fully capture. People stay when the conditions of their work are aligned to what actually motivates them.

People managers who know what to change, not just what to measure

People managers who understand what shapes experience for each person on their team can have conversations that actually address the conditions of experience, rather than responding to feedback after the experience has already been formed.

Employee experience that reflects what each person actually needs

Employee experience that reflects what each person actually needs is not built through listening programs. It is built through the everyday decisions that managers make about how to support, challenge, and develop their people — decisions that are better when they are grounded in motivational insight.

Beyond employee experience platform

Employee experience platforms tell leaders how people feel. Marlee tells leaders why — mapping the motivations that shape how each person experiences their work so that improvement is targeted at the root cause, not the symptom.

Motivational understanding that reaches every people decision

Experience insight is most useful at the specific moments that shape experience, not in quarterly reporting cycles. Marlee gives people leaders a view of what motivates each individual at onboarding, at role transitions, and in the everyday conversations that determine whether someone feels seen, effective, and well placed.

Built around what shapes experience, not just what scores it

Marlee connects what people experience at work to the underlying motivations that shape it — rather than treating experience as a metric to be improved through programs and surveys.

Consistent motivational understanding across every location and function

Marlee gives large organizations a consistent foundation for understanding what shapes employee experience across diverse teams, roles, and locations. Improvement is not dependent on which team has the most engaged people leader.

From Tracking Experience to Understanding What Creates It

Most experience platforms measure how people feel. Marlee is built to change how people work — by connecting motivation science to how teams collaborate and perform in their everyday roles.

See how Marlee works for your organization

Schedule a demo to explore how Marlee supports employee experience improvement through motivation science and performance insight.
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Research and Evidence

Twenty-five years of research into what makes people thrive at work forms the foundation of Marlee's employee experience approach. The Marlee Motivational Analysis has been applied across 194+ countries, building the world's largest global database of human motivations and giving HR leaders a uniquely reliable view of what shapes experience at an individual level.

The ADHD at Work Study

The study examines the strengths people with ADHD bring to work and how leaders can support different ways of thinking and working, which is where employee experience is won or lost.
Read more

Can Entrepreneurial Success be predicted?

This study benchmarked the motivations of successful entrepreneurs and business builders, testing whether achievement can be predicted from motivation. It shows how much of the experience of work traces back to what drives people.
Read more Explore Marlee's research studies

Trusted by Leading Teams

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There's a lot of focus on hard skills. But at a company, what's absolutely critical is communication and soft skills — the things most companies don't spend enough time focusing on. Marlee has been an amazing tool to help us do that.

Melanie Perkins,

Co-founder & CEO, Canva
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Marlee’s deep insights allowed us to focus on actual needs naturally embedded with inclusion and deep consideration as to achieving a complete experience. All subjectivity is removed and we can focus on the employees needs and growth to foster an environment of inclusion, support and belonging.

Lorraine Longato,

Senior Innovation Strategist & Co-Lead, Partnerships APJ/GC - SAP

Frequently Asked Questions

What does an employee experience platform need to do well?

An employee experience platform works when it helps people leaders understand what shapes experience for each individual in their organization, not just what the average of all responses suggests. The most effective platforms give leaders specific, actionable insight rather than aggregate trends.

How does Marlee connect employee experience to actual performance?

Most platforms try to improve employee experience by measuring it more frequently. Marlee improves it by understanding what creates it — mapping the specific motivations that determine how each person experiences their work, so improvement is connected to the actual conditions that shape experience rather than to the score itself.

Does Marlee work for organizations with large, distributed workforces?

How does Marlee give people leaders something to act on, not just report on?

How does an organization get started with Marlee for employee experience?

Yes. Marlee is built for large, complex organizations. The Marlee Motivational Analysis can be deployed across an entire workforce, giving HR leaders consistent motivational insight at the individual level across every function and geography — so employee experience improvement is not dependent on which teams have the most engaged people managers.
The everyday decisions people leaders make — how they assign work, give feedback, and support their teams through change — are where employee experience is actually built or eroded. Marlee gives leaders the motivational understanding to make those decisions well, so experience improvement happens continuously rather than in response to survey cycles.
Marlee is typically introduced through people managers and HR business partners, who use the motivational insight to improve how they support their teams. From there, access is extended across the organization, integrating into the existing people management approach rather than running as a standalone employee experience program.

See what employee experience looks like when it is built on real understanding

Schedule a demo to find out how Marlee helps organizations understand what shapes employee experience and improve how their teams work.
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