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September 2014 
Making Engagement Happen 
HR Leads 
Olivier Hamelle, Astik Ranade 
Copyright © 2014 Aon Hewitt Limited. All rights reserved. 
Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England No. 4396810
Overview 
Overview and Introduction 
Diversifying Beyond 
Traditional Boundaries 
The Business Case: Employee Engagement, Economy and Results 
Making Engagement Happen 
Knowledge Sharing and Discussion 
What’s next 
Proprietary & Confidential | April 2014 2
Making Engagement Happen with: Olivier Hamelle - Director of Engagement Europe 
3 
Commitment to knowledge sharing 
HR Leads 
• A platform for the exchange of ideas shaping the future of 
human capital in this region. 
• Over 16 HR Leads in the Middle East since 2010 and with contributions form 
over 210 HR leaders have contributed to this event 
We are committed to this platform 
• Aon Hewitt Employee Engagement Specialist 
• Over 14 years experience in Human Resources 
• Clients include Manufacturing, Pharmaceuticals, IT / Telcoms, Professional Services as well 
as Government Agencies
To what extent does engagement impact an organisation’s performance? 
4 
A. Does not impact 
B. Minimal 
C. Average 
D. To a large extent
Engagement 
Motivation To what extent are 
5 
Evolution of employee surveys 
Satisfaction How satisfied are 
employees with their 
work and their 
organisation? 
employees motivated 
to contribute to the 
success of their 
organisation? 
To what extent does 
engagement impact an 
organisation’s performance 
and are these inter-related? 
Performance 
To what extent do 
employees behave, act, 
contribute to the success of 
their organisation?
Understanding the relationship between engagement and economics 
6 
Economic 
forces 
Company 
decisions 
Company 
performance 
Employee 
Engagement & 
Performance 
Macro-economic impact 
Micro-economic impact 
Behavioural-economic impact
Engagement is continuously moving 
Global Engagement Results 
7 
Middle East 
Engagement 
Results 
2013 
Source: Aon Hewitt database
The top drivers of employee engagement 
8 
Global Middle East 
Drivers 2012 2013 2012 2013 
Career Opportunities 1 1 1 1 
Managing Performance 2 
Organization Reputation 2 3 
Pay 4 5 3 
Communication 5 
Recognition 3 4 4 
Brand Alignment 5 2 2 
People/ HR Practices 4 3 5 
Source: Aon Hewitt database
Economic forces explain why organisations take decisions 
Organisations determine how decisions are taken 
2 high performing clients in the technology sector 
• Both started with over 80% employee engagement 
• Both made a 15% headcount reduction 
9 
Organization 1 
Engagement dropped 30% 
In Organisation 1 and the culture changed from high performing, 
collaborative and energised to toxic, distrustful and self-protective. 
Organization 2 
Performance remained high in Organisation 2 and 
engagement increased by 
8% & Customer NPS 
remained high
Are you linking engagement to business results? 
10 
A. Yes 
B. No 
C. We do not measure engagement
Organisations with high employee engagement deliver better results 
Incremental Business Impact vs. Average Company (% Pt Difference from Average) 
Sales Growth Operating Margin 
Bottom Quartile Engagement 
Top Quartile Engagement 
Best Employers 
Source: Aon Hewitt’s 2014 Trends in Global Engagement 11
Business Case: Engagement can help increase market share 
Our work with a beverage company’s customer-facing operations found a significant 
difference in market share across high- and low-engagement locations. 
12 
Mean market share of 
low engagement 
locations 
High engagement locations 
added an average of 9.1% to 
market share Source: Aon Hewitt Employee Research Database 2013
Business Case: Customer satisfaction is directly linked 
Global provider of Government and Commercial outsourcing services 
>100,000 employees across Europe, North America and APAC. 
Customer Net Promoter Scores 
Opportunity 
Employee Engagement 
(45-65%) 
13 
33 
5 -7 -21 
40 
30 
20 
10 
0 
-­‐10 
-­‐20 
-­‐30 
a b 
High Employee 
Engagement 
(65%) 
Source: Serco and Aon Hewitt. 
As published in “Nailing the evidence” University of Bath School of Management 
Risk 
Employee 
Engagement 
(30-44%) 
Destructive 
Employee 
Engagement (<30%)
Engagement matters, how do companies make Engagement happen? 
The Engagement Outliers 
14 
Moderate Zone 
Bottom Quartile 
TSR = 50% Below 
Average 
TSR = At Par 
with Average 
Global Average 
61% 
Top Quartile 
TSR = 50% Above 
Average 
Q1 46% 
Q3 72% 
Global Best 
Employer 
Average 78% 
0 100 
Source: Aon Hewitt’s Employee Research Database 
Rolling average 2008-2013 
+2% pts 
+/-5% pts 
Average change in engagement 
Inner quartile change in engagement 
+9% pts 
14%+ pts 
Average increase in engagement 
for improving organization 
Outlier engagement improvement 
TSR= Total Shareholder Return
Engagement is a tool for positive change! 
15
Success is about mobilising everyone! 
16 
CEO 
Leadership 
Regional 
Leadership 
Country 
Leadership 
Managers / 
Business Units 
Employees 
WHAT? 
WHY? 
HOW?
-­‐ 
17 
-­‐ 
It’s critical to identify what matters 
Triangulate Engagement Priorities 
Importance Relative statistical impact on engagement 
outcomes 
Effectiveness Percent population with positive perceptions 
Probability of Movement Distance from norm (adjusted to appropriate 
population) 
Category Level Driver Analysis
-­‐ 
18 
-­‐ 
Case study: Making Engagement Happen 
Mandate 
• Global information services company providing 
information and consulting services to the 
financial services industry; approximately 4,500 
employees 
• Improve Engagement levels by focusing on key 
driver areas consistently and strategically 
• Reduce employee turnover and redefine 
employee brand 
Engagement increase of 15 
points (from 48% to 63%) 
between September 2011 and 
May 2013 
Deliverables 
• Employee engagement research 
• Identified key drivers of Engagement (Career 
Opportunities, Change Management, 
Communication, and Performance 
Management) to focus on 
• Conducted one census survey and one pulse 
survey 
Benefits 
Increased favorable perceptions 
of senior leadership, career 
development, communications, 
and internal brand
Some best practices for the “after survey” process 
Consider Engagement as an opportunity for dialogue 
Communicate results – quickly, transparently, openly 
Open dialogue with all employees – be open to feedback 
Identify and confirm priorities 
Develop actions – at all levels, together 
Do few things – do them well 
Communicate all year round – “you said, we did!” 
… Leadership Active Sponsorship 
19
Acting on employee feedback makes a real difference. 
76% 
20 
100% 
90% 
80% 
70% 
60% 
50% 
40% 
30% 
20% 
10% 
0% 
-­‐10% 
Source: Aon Hewitt Employee Research Database 
Engagement 
Score 
Difference 
from 
previous 
year's 
engagement 
score 
No 
planning 
session 
31% 
Planning 
session 
& 
ac;ons 
taken 
39% 
-­‐6% 
-­‐20% 
% 
Engaged
KNOWLEDGE SHARING AND 
DISCUSSIONS 
21
Moving forward…Topics you would like to discuss at future events 
A. Salary Increase Results 
B. Measuring HR success 
C. Enabling effective workforce planning 
D. Reflecting economic growth impact on organization structures 
E. New means of talent acquisition to accommodate regional turnover and forecasted growth 
F. Enabling middle management to become tomorrow leaders 
22
• Series of Insights: Making Engagement Happen 
23 
What’s next 
• Insights Series: HR challenges in Family Owned Businesses 
• Tawasul LinkedIn Group 
• 2015 - Newsletter with a series of webcasts 
Aon Hewitt Contact Details: 
Astik Ranade 
M:+971 50 653 8621 
email: astik.ranade@aonhewitt.com 
Olivier Hamelle 
Email: olivier.hamelle@aonhewitt.com
Copyright © 2014 Aon Hewitt Limited. All rights reserved. 
Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England & Wales No. 4396810 
To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to 
any third parties without the prior written consent of Aon Hewitt Limited. 
Aon Hewitt Limited does not accept or assume any responsibility for any consequences arising from any person, other 
than the intended recipient, using or relying on this material. 
Authorised and regulated by the Financial Conduct Authority. 
24

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HR Leads - Making Engagement Happen

  • 1. September 2014 Making Engagement Happen HR Leads Olivier Hamelle, Astik Ranade Copyright © 2014 Aon Hewitt Limited. All rights reserved. Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England No. 4396810
  • 2. Overview Overview and Introduction Diversifying Beyond Traditional Boundaries The Business Case: Employee Engagement, Economy and Results Making Engagement Happen Knowledge Sharing and Discussion What’s next Proprietary & Confidential | April 2014 2
  • 3. Making Engagement Happen with: Olivier Hamelle - Director of Engagement Europe 3 Commitment to knowledge sharing HR Leads • A platform for the exchange of ideas shaping the future of human capital in this region. • Over 16 HR Leads in the Middle East since 2010 and with contributions form over 210 HR leaders have contributed to this event We are committed to this platform • Aon Hewitt Employee Engagement Specialist • Over 14 years experience in Human Resources • Clients include Manufacturing, Pharmaceuticals, IT / Telcoms, Professional Services as well as Government Agencies
  • 4. To what extent does engagement impact an organisation’s performance? 4 A. Does not impact B. Minimal C. Average D. To a large extent
  • 5. Engagement Motivation To what extent are 5 Evolution of employee surveys Satisfaction How satisfied are employees with their work and their organisation? employees motivated to contribute to the success of their organisation? To what extent does engagement impact an organisation’s performance and are these inter-related? Performance To what extent do employees behave, act, contribute to the success of their organisation?
  • 6. Understanding the relationship between engagement and economics 6 Economic forces Company decisions Company performance Employee Engagement & Performance Macro-economic impact Micro-economic impact Behavioural-economic impact
  • 7. Engagement is continuously moving Global Engagement Results 7 Middle East Engagement Results 2013 Source: Aon Hewitt database
  • 8. The top drivers of employee engagement 8 Global Middle East Drivers 2012 2013 2012 2013 Career Opportunities 1 1 1 1 Managing Performance 2 Organization Reputation 2 3 Pay 4 5 3 Communication 5 Recognition 3 4 4 Brand Alignment 5 2 2 People/ HR Practices 4 3 5 Source: Aon Hewitt database
  • 9. Economic forces explain why organisations take decisions Organisations determine how decisions are taken 2 high performing clients in the technology sector • Both started with over 80% employee engagement • Both made a 15% headcount reduction 9 Organization 1 Engagement dropped 30% In Organisation 1 and the culture changed from high performing, collaborative and energised to toxic, distrustful and self-protective. Organization 2 Performance remained high in Organisation 2 and engagement increased by 8% & Customer NPS remained high
  • 10. Are you linking engagement to business results? 10 A. Yes B. No C. We do not measure engagement
  • 11. Organisations with high employee engagement deliver better results Incremental Business Impact vs. Average Company (% Pt Difference from Average) Sales Growth Operating Margin Bottom Quartile Engagement Top Quartile Engagement Best Employers Source: Aon Hewitt’s 2014 Trends in Global Engagement 11
  • 12. Business Case: Engagement can help increase market share Our work with a beverage company’s customer-facing operations found a significant difference in market share across high- and low-engagement locations. 12 Mean market share of low engagement locations High engagement locations added an average of 9.1% to market share Source: Aon Hewitt Employee Research Database 2013
  • 13. Business Case: Customer satisfaction is directly linked Global provider of Government and Commercial outsourcing services >100,000 employees across Europe, North America and APAC. Customer Net Promoter Scores Opportunity Employee Engagement (45-65%) 13 33 5 -7 -21 40 30 20 10 0 -­‐10 -­‐20 -­‐30 a b High Employee Engagement (65%) Source: Serco and Aon Hewitt. As published in “Nailing the evidence” University of Bath School of Management Risk Employee Engagement (30-44%) Destructive Employee Engagement (<30%)
  • 14. Engagement matters, how do companies make Engagement happen? The Engagement Outliers 14 Moderate Zone Bottom Quartile TSR = 50% Below Average TSR = At Par with Average Global Average 61% Top Quartile TSR = 50% Above Average Q1 46% Q3 72% Global Best Employer Average 78% 0 100 Source: Aon Hewitt’s Employee Research Database Rolling average 2008-2013 +2% pts +/-5% pts Average change in engagement Inner quartile change in engagement +9% pts 14%+ pts Average increase in engagement for improving organization Outlier engagement improvement TSR= Total Shareholder Return
  • 15. Engagement is a tool for positive change! 15
  • 16. Success is about mobilising everyone! 16 CEO Leadership Regional Leadership Country Leadership Managers / Business Units Employees WHAT? WHY? HOW?
  • 17. -­‐ 17 -­‐ It’s critical to identify what matters Triangulate Engagement Priorities Importance Relative statistical impact on engagement outcomes Effectiveness Percent population with positive perceptions Probability of Movement Distance from norm (adjusted to appropriate population) Category Level Driver Analysis
  • 18. -­‐ 18 -­‐ Case study: Making Engagement Happen Mandate • Global information services company providing information and consulting services to the financial services industry; approximately 4,500 employees • Improve Engagement levels by focusing on key driver areas consistently and strategically • Reduce employee turnover and redefine employee brand Engagement increase of 15 points (from 48% to 63%) between September 2011 and May 2013 Deliverables • Employee engagement research • Identified key drivers of Engagement (Career Opportunities, Change Management, Communication, and Performance Management) to focus on • Conducted one census survey and one pulse survey Benefits Increased favorable perceptions of senior leadership, career development, communications, and internal brand
  • 19. Some best practices for the “after survey” process Consider Engagement as an opportunity for dialogue Communicate results – quickly, transparently, openly Open dialogue with all employees – be open to feedback Identify and confirm priorities Develop actions – at all levels, together Do few things – do them well Communicate all year round – “you said, we did!” … Leadership Active Sponsorship 19
  • 20. Acting on employee feedback makes a real difference. 76% 20 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% -­‐10% Source: Aon Hewitt Employee Research Database Engagement Score Difference from previous year's engagement score No planning session 31% Planning session & ac;ons taken 39% -­‐6% -­‐20% % Engaged
  • 21. KNOWLEDGE SHARING AND DISCUSSIONS 21
  • 22. Moving forward…Topics you would like to discuss at future events A. Salary Increase Results B. Measuring HR success C. Enabling effective workforce planning D. Reflecting economic growth impact on organization structures E. New means of talent acquisition to accommodate regional turnover and forecasted growth F. Enabling middle management to become tomorrow leaders 22
  • 23. • Series of Insights: Making Engagement Happen 23 What’s next • Insights Series: HR challenges in Family Owned Businesses • Tawasul LinkedIn Group • 2015 - Newsletter with a series of webcasts Aon Hewitt Contact Details: Astik Ranade M:+971 50 653 8621 email: astik.ranade@aonhewitt.com Olivier Hamelle Email: olivier.hamelle@aonhewitt.com
  • 24. Copyright © 2014 Aon Hewitt Limited. All rights reserved. Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England & Wales No. 4396810 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the prior written consent of Aon Hewitt Limited. Aon Hewitt Limited does not accept or assume any responsibility for any consequences arising from any person, other than the intended recipient, using or relying on this material. Authorised and regulated by the Financial Conduct Authority. 24