Linking Employee Engagement
 

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Employee engagement is what happens when companies win over the hearts (emotional connection) and minds of employees in ways that lead to extraordinary effort and positive financial results.

Employee engagement is what happens when companies win over the hearts (emotional connection) and minds of employees in ways that lead to extraordinary effort and positive financial results.

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Linking Employee Engagement Presentation Transcript

  • 1. BI WORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States ©BI WORLDWIDE™ 2014 LINKING EMPLOYEE ENGAGEMENT TO MEASURABLE BUSINESS RESULTS
  • 2. EMPLOYEE ENGAGEMENT is what happens when companies win over the hearts (emotional connection) and minds of employees in ways that lead to extraordinary effort and positive financial results. BIWORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States
  • 3. HIGHER TOTAL SHAREHOLDER RETURN 50% BIWORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States Companies in the top quartile of engagement scores had 50% HIGHER TOTAL SHAREHOLDER RETURN than the average company. (Aon Hewitt) PROFITABILITY
  • 4. 18% HIGHER PRODUCTIVITY 60% HIGHER QUALITY BIWORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States (Insync Surveys) Engaged employees have 18% HIGHER PRODUCTIVITY and 60% HIGHER QUALITY than underengaged employees. PRODUCTIVITY
  • 5. CUSTOMER SATISFACTION (Vance) Companies with highly engaged employees score between 12% AND 34% HIGHER IN CUSTOMER SATISFACTION RATINGS. + 12% 34% BIWORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States
  • 6. 1,000% DECREASE IN ERRORS AMONG ENGAGED VERSUS DISENGAGED EMPLOYEE POPULATIONS BIWORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States Among Fortune 100 companies, there was a 1,000% DECREASE IN ERRORS among engaged versus disengaged employee populations. QUALITY (Gonring)
  • 7. 2-3TIMES BIWORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States 1 Indirect costs of poor health among disengaged employees = 2-3 TIMES the direct medical expenses of the total employee group. (Gallup) WELLNESS
  • 8. BIWORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States WELLNESS 1 Indirect costs of poor health among disengaged employees = 2-3 TIMES the direct medical expenses of the total employee group. 2 Medical expenditures consume 50% OF CORPORATE PROFITS; this includes time when employees are “off the job” due to illness, as well as when employees “work” while ill. (HR Resources) 50% WELLNESS 1 Indirect costs of poor health among disengaged employees = 2-3 TIMES the direct medical expenses of the total employee group. WELLNESS 1 Indirect costs of poor health among disengaged employees = 2-3 TIMES the direct medical expenses of the total employee group.
  • 9. 21% BIWORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States 3 ENGAGED EMPLOYEES ARE 21% MORE LIKELY TO BE INVOLVED IN PERSONAL WELLNESS EFFORTS, which in turn reduces sick time off work and improves productivity. (Gamlem) WELLNESS 1 Indirect costs of poor health among disengaged employees = 2-3 TIMES the direct medical expenses of the total employee group. 2 Medical expenditures consume 50% OF CORPORATE PROFITS; this includes time when employees are “off the job” due to illness, as well as when employees “work” while ill.
  • 10. BIWORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States 4 A Fortune100 CPG company’s focus on wellness lowered the rate of healthcare costs by $565 PER EMPLOYEE. (The Economist) 565 WELLNESS 1 Indirect costs of poor health among disengaged employees = 2-3 TIMES the direct medical expenses of the total employee group. 2 Medical expenditures consume 50% OF CORPORATE PROFITS; this includes time when employees are “off the job” due to illness, as well as when employees “work” while ill. 3 ENGAGED EMPLOYEES ARE 21% MORE LIKELY TO BE INVOLVED IN PERSONAL WELLNESS EFFORTS, which in turn reduces sick time off work and improves productivity.
  • 11. FEWER SAFETY INCIDENTS 48% BIWORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States (Gallup) Highly engaged employees have 48% FEWER SAFETY INCIDENTS. SAFETY
  • 12. RETENTION (Gallup) ENGAGED EMPLOYEES ARE 87% LESS LIKELY TO LEAVE AN ORGANIZATION. They are 5 times less likely to leave than employees who are not engaged. 87% EMPLOYEES LESS LIKELY TO LEAVE BIWORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States
  • 13. 0.6%+ GROWTH IN SALES BIWORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States Each incremental percentage of employees who become engaged predicts an INCREMENTAL 0.6% GROWTH IN SALES. SALES GROWTH (Aon Hewitt)
  • 14. BIWORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States To learn more, download our infographic on LINKING EMPLOYEE ENGAGEMENT TO MEASURABLE BUSINESS RESULTS LINKING EmpLoyEE ENGaGEmENtto measurable business results Employee Engagement is what happens when companies win over the hearts (emotional connection) and minds of employees in ways that lead to extraordinary effort and positive financial results. BI WORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States ©BI WorLdWIdE™ 2014 Profitability Productivity 18% higher productivity 60% higher quality higher total Shareholder returN 50% Companies in the top quartile of engagement scores had 50% higher totalShareholder returN than the average company. (Aon Hewitt) Engaged employees have18% higher productivity and 60%higher quality than underengaged employees. (Insync Surveys) customer satisfaction Quality + 12% 34% 1,000% decrease in errors among engaged versus disengaged employee populations Companies with highly engaged employees score between 12% aNd 34% higher iN cuStomer SatiSfactioN ratiNgS. (Vance) Among Fortune100 companies, there was a 1,000% decreaSe in errors among engaged versus disengaged employee populations. (Gonring) safety retention 87% employeeS leSS likely to leave fewer Safety iNcideNtS 48% Highly engaged employees have 48% fewer Safety iNcideNtS. (Gallup) eNgaged employeeS are 87% leSS likely to leave aN orgaNizatioN. They are 5 times less likely to leave than employees who are not engaged. (Dr. Brad Shuck) Wellness sales GroWth Each incremental percentage of employees who become engaged predicts an iNcremeNtal 0.6% growth iN SaleS. (Aon Hewitt) 0.6%+ growth in sales 2-3x Indirect costs of poor health among disengaged employees = 2-3 timeS the direct medical expenses of the total employee group. 50% Medical expenditures consume 50% of corporate profitS (HR Resources); this includes time when employees are “off the job” due to illness, as well as when employees “work” while ill. 21% eNgaged employeeS are 21% more likely to be iNvolved iN perSoNal wellNeSS effortS (Gamlem), which in turn reduces sick time off work and improves productivity. 565A Fortune 100 CPG company’s focus on wellness lowered the rate of healthcare costs by $565 per employee. (The Economist)
  • 15. BI WORLDWIDE uses the principles of behavioral economics to produce measurable results for our clients by driving and sustaining engagement with their employees, channel partners and customers. follow us... BI WORLDWIDE.com | Australia | Canada | China | India | Latin America | United Kingdom | United States ©BI WORLDWIDE™ 2014