1 / 38

Employee Engagement Sample Results

Employee Engagement Sample Results. Defining Employee Engagement. Employee Engagement is a critical measure of person-organization alignment Engaged employees share a common set of attitudes and beliefs which, taken together, reflect a vital aspect of organizational health Pride and Commitment

pahana
Download Presentation

Employee Engagement Sample Results

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Employee EngagementSample Results

  2. Defining Employee Engagement • Employee Engagement is a critical measure of person-organization alignment • Engaged employees share a common set of attitudes and beliefs which, taken together, reflect a vital aspect of organizational health • Pride and Commitment • Job Satisfaction • Motivation • Advocacy

  3. Engagement Impact - Examples Why is it better to have employees with HIGH vs. LOW levels of engagement? • An estimated 19% of the US workforce is disengaged, costing the US economy upwards of $300 Billion in lost productivity* • Fortune's 100 Best Companies to Work For have had a 10.6% annual return since 1998, while companies listed on the S&P 500 have had only a 5.7% return in that period * *Information from Izzo and Withers (2000)

  4. Engagement Impact – Continued • Highly engaged companies are*: • 29% higher in revenue • 50% more likely to have above-average customer loyalty • 44% more likely to turn above-average profits • Highly engaged workgroups are**: • 44% higher retention • 56% higher in customer loyalty • 50% more productive • 33% more profitable • *Information from Izzo and Withers (2000) • **Information form The Right Group and Manpower (2002)

  5. Importance of Engagement • It is essential that every person understands and commits to your business strategy—as stated in your brand, vision, mission or values—for your organization to be successful in the marketplace • Employees must know specifically what they can do on their individual jobs each and every day to truly make a measurable difference in bottom line results • Engagement must be based on strong diagnostics and executed with a focused, creative strategy designed to prove the impact on business results

  6. Results

  7. Survey Participation • 500 Surveyed  475 Responded = 95% response rate • Margin of Error = +/- 1.1% @ 95% confidence • Surveys were administered on-line and processed by Right Management • Rating Scale: 5 4 3 2 1 • Strongly Agree Neutral Disagree Strongly Not • Agree Disagree Applicable NA

  8. Sample Characteristics n % • Job Level • VPs & Above 8 1.7% • Team Leader/Director 42 9.1% • Team Member 413 89.2% • 463 100.0% • Division • Claims Services 163 38.7% • Account Services 110 26.1% • Information Technology 40 9.5% • Legal 40 9.5% • Finance 36 8.6% • Underwriting & Product Services 20 4.8% • HR & Organizational Effectiveness 12 2.9% • 421 100.0% • Tenure • Less than 1 year 45 9.7% • 1 to up to 3 years 54 11.6% • 3 to up to 10 years 146 31.5% • More than 10 years 219 47.2% • 464 100.0% • Location • Phoenix home office 380 83.7% • Tucson field office 39 8.6% • Other field office 35 7.7% • 454 100.0%

  9. Red Alert! Warning All Systems Go! Interpretation Guidelines % Favorable 60 or more 50-59 49 or less

  10. Theme Level Analysis Reliability Items .85 8 .81 8 .92 11 .78 8 .82 8 .86 9 .91 8

  11. Item Level Analysis: Culture (8) Employees feel encouraged to own their work, support one another and suggest innovative ideas; however, they don’t feel comfortable speaking up and expressing differences of opinion is not encouraged. Item N Mean

  12. Qualitative Analyses

  13. One Improvement (N= 379) • Employees recommended improvements to their benefits (e.g., higher salaries, telecommuting opportunities, additional time off) • Overall compensation, either through salary increases or significantly increased vacation time • More opportunities for telecommuting, as long as job duties are covered. • Wages paid more fairly on the job and responsibilities, instead of by the broadband • TYPE goals - to change or remove this process. Even though it has been addressed to let team members know if they are not participating, not all team members participate, yet receive tip goal payments • Employees would like to have development plans and see improvements in the performance evaluation system • Simplified performance evaluation system, and a improved HRIS • Change how employees are reviewed. The 360 reviews are useless, and the milestone settings are too unreachable which discourages more than it encourages. • Hold ALL employees accountable for their work performances/attendance

  14. What Not to Change (N= 206) • Employees like the benefits they receive (e.g., medical, retirement plans, vacation, etc.) • I very, very, very much appreciate the benefits package provided to us. It is unheard of in the business community and puts my mind at ease. • No more additional costs associated with our health benefits. • Flex time or working from home. • Employees appreciate the organizations investment in employee development • The opportunity for education offered to all of us. This benefit is better than any other company and this organization encourages everyone to take advantage of this. • I would not want the education benefits to change, I love that this organization supports our personal and professional growth. • The opportunities offered to move or learn about different aspects of the company or outside the company.

  15. Employee Engagement

  16. Defining Employee Engagement • Employee Engagement is a critical measure of person-organization alignment • Engaged employees share a common set of attitudes and beliefs which, taken together, reflect a vital aspect of organizational health • Pride • Job Satisfaction • Motivation • Advocacy

  17. TM Right’s Model of Employee Engagement Employee Engagement Business Outcomes • Performance & Profitability • Sales & Employee Attraction • Customer Service • Productivity • Turnover Motivation Advocacy Satisfaction Pride

  18. Employee Engagement Level High 60% Engaged 48.5% Medium % Engaged 30% Low 51.5% Not Engaged

  19. - 14% - 11% - 1% - 12% - 14% - 11% Employee Engagement Model TM Right Benchmark* 2005 Survey 60% 74% Pride 81% products/services 74% employer 92% 75% Advocacy Motivation 74% 86% Satisfaction 75% 89% 60% 49% Employee Engagement *Best-in-Class Companies Reliability = .86

  20. Key Outcomes

  21. Key Outcome Measures Item N Mean

  22. Retention

  23. Driver Analyses

  24. Model of Organization Performance Drivers Impact Engagement Impact Key Outcomes Item 1 ? Motivation ? ? Item 2 Advocacy Pride Outcomes Satisfaction ? Item 3

  25. Key Driver Analysis  Engagement Driver Impact Outcome .24 REWARD & RECOGNITION .17 COMMUNICATION Employee Engagement* .15 MY LEADER 2 R = 36% .15 CULTURE *Composite measure of Advocacy, Pride, Motivation, and Satisfaction.

  26. Key Driver Analysis  Employee Attraction Drivers Engagement Impact Key Outcome Reward & Recognition Motivation Communication .13 Employer Advocacy Pride My Leader Employee Attraction* Satisfaction 2 Culture R = 39% .25 44. This organization promotes employees who deserve it. (Reward & Recognition, 25%) .18 60. The Executive Team works well together. (Executive Leaders, 28%) .17 2. I feel well informed about what is going on. (Communication, 45%) .15 43. This organization rewards its employees well compared to its competitors. (R&R, 35%)

  27. Segmentation Analysis

  28. Stars 55% Disconnected 15% Free Agents 15% Engagement – Great Place to Work Matrix High Benchwarmers 15% Great Place to Work Low High Engaged

  29. Demographic Segmentation • Stars Bench Free-Agents Saboteurs • warmers • Level • VPs & Above (8) 100% 0% 0% 0% • Team Leader/Director (42) 76% 10% 4% 10% • Team Member (413) 44% 30% 1% 25% • Tenure • Less than 1 year 49% 29% 0% 22% • 1-3 years 37% 28% 3% 32% • 3-10 years 48% 31% 2% 19% • More than 10 years 49% 26% 1% 24% • Division • HR75% 17% 0% 8% • IT 58% 27% 0% 15% Legal 58% 25% 0% 18% • Claims Services 48% 34% 1% 17% Finance 47% 22% 6% 25% Account Services 46% 23% 1% 30% • Underwriting 35% 40% 0% 25%

  30. Key Differences Analyses

  31. Demographic Differences

  32. Ratio .8 to 1 4 to 1 8 to 1 Demographic Differences - Level The ratio of engaged to disengaged employees is best among Team Leaders and VPs & Above N=413 N=42 N=8

  33. Team Members are significantly less positive about this organization as a Great Place to Work compared to VPs & Above. Demographic Differences - Level N=413 N=42 N=8

  34. Summary & Implications

  35. Summary and Implications • Strengths: • Within team effectiveness (role clarity, support, etc.) • 55% Stars overall • Team Leaders and VPs are highly engaged • Opportunity Areas: • Cross functional effectiveness • Communication and perception of leaders • 25% Benchwarmers overall • Team Member engagement scores are moderate • Level of Engagement: Medium, 49% • Drivers of Engagement: • Reward & Recognition • Communication • My Leader • Culture

  36. Next Steps

  37. Next Steps Executive Strategic Survey Data • Leadership Presentation of Results Managers Tactical EMPLOYEE OPINION SURVEY DATA • Action Planning Sessions Employees Feedback • Employee Survey Communications

  38. Analysis of Written Comments Percentage

More Related