Employee Engagement in the GCC Summary Slides Vernon Bryce Kenexa Research Institute

1. Employee Engagement in the GCC Summary Slides Vernon Bryce Kenexa Research Institute

2. Kenexa Research Institute • Initiate and oversee special human resources research projects • Generate intellectual capital, codify and disseminate through research reports, publications and press releases • Serve as a catalyst in product development

3. Employee Engagement Defined The extent to which employees are motivatedto contributeto organizational success, and are willing to apply discretionary effort to accomplishing tasks important to the achievement of organizational goals

4. Employee Engagement Index (EEI) Index is the average level of agreement for: • I am proud to tell people I work for my company. • Overall, I am extremely satisfied with my company as a place to work. • I would recommend this place to others as a good place to work. • I rarely think about looking for a new job with another company. Engagement Index = Pride + Satisfaction + Advocacy + Retention

5. Employee Engagement Index (EEI)by Country Note: values represent percent favorable

6. The Global Drivers of Engagement • Confidence in the organization’s future • Organization supports work/life balance • Promising future for one’s self • Excited about one’s work • Safety is a priority • Opportunity to improve skills • Corporate responsibility efforts increase overall satisfaction • Satisfied with recognition • Confidence in organization’s senior leaders • Quality and improvement are top priorities

7. Employees are Engaged by: • Leaders who inspire confidence in the future • Managers who recognize employees and emphasize quality and improvement as priorities • Exciting work and the opportunity to improve their skills • Organizations that demonstrate a genuine responsibility to their employees and communities

8. Employee Engagement Index (EEI)in the GCC and BRIC Countries Note: values represent percent favorable

9. Drivers of GCC Employee Engagement • Confidence in the organization’s future • Safety is a priority • Promising future for one’s self • Opportunity to improve skills • Organization supports work/life balance • Confidence in organization’s senior leaders • Corporate responsibility efforts increase overall satisfaction • Quality and improvement are top priorities • Diverse people enabled to excel • Excited about one’s work

10. GCC EEI Comparisons EEI = Pride + Satisfaction + Advocacy + Retention *Difference of ≥ five percentage points is considered a “practically” significant difference

11. Leadership Effectiveness Defined Effective leaders are seen as those who: • have the ability to handle the organization’s challenges • have communicated a clear vision of the future • have inspired confidence in their employees

12. Leadership Effectiveness Index (LEI) Index is the average level of agreement for: • Senior management at my company has the ability to deal with the challenges we face. • Senior management gives employees a clear picture of the direction the company is headed. • I have confidence in my company’s senior leaders. Leadership Effectiveness Index= Ability + Vision + Confidence

13. Leadership Effectiveness Index (LEI) by Country Note: values represent percent favorable

14. Global Drivers of (Perceived) Leadership Effectiveness • Leaders respond quickly to opportunities/threats • Communication is open and two-way • Organization serves multiple stakeholders • Quality and improvement are top priorities • Employees motivated for hard work/extra effort • Act on new, innovative ideas • Confidence in organization’s future • Employees recognized for outstanding customer service • Corporate responsibility efforts increase overall satisfaction • Promising future for one’s self

15. Effective Leaders Are Seen As: • Nimble and innovative • Valuing quality and customer service • Communicative • Holding a multi-stakeholder perspective • Motivating and inspiring confidence

16. Drivers of GCC Leadership Effectiveness • Leaders respond quickly to opportunities/threats • Organization serves multiple stakeholders • Communication is open and two-way • Diverse people enabled to excel • Employees encouraged to be innovative • Employees motivated for hard work/extra effort • Corporate responsibility efforts increase overall satisfaction • Confidence in organization’s future • Quality and improvement are top priorities • Safety is a priority

17. Leadership Effectiveness Index (LEI) in GCC and BRIC Countries Note: values represent percent favorable

18. GCC LEI Comparisons: LEI = Ability + Vision + Confidence *Difference of ≥ five percentage points is considered a “practically” significant difference

19. Contact Information Research Presenter Vernon Bryce, C.Psychol. vernon.bryce@kenexa.com Research President Jack Wiley, Ph.D. jack.wiley@kenexa.com Research Contact Brenda Kowske, Ph.D. brenda.kowske@kenexa.com Media Contact Jennifer Meyer jennifer.meyer@kenexa.com www.kenexa.com