What Drives   Employee Engagementfor Environmental Workforce       Results from ECO Canada’s   2011 Professional Engagemen...
Presentation Overview   1. Environmental Engagement in Canada   2. Attributes of Engagement   3. Engagement by Company Siz...
What doesEmployee Engagement      mean?
Engaged workers are those that would     recommend their employer       as a good place to work,      are motivated to do ...
Emotional and Rational Motivators   The impact of heart and mind – or emotional and rational motivators – play a key role ...
Employee Engagement Model Employee Engagement model helps organizations and industries identify the areas of strength that...
Employee Engagement Among EnvironmentalEmployees in Canada The Employee Engagement Index The engagement index for environm...
Employee Engagement Among EnvironmentalEmployees in Canada                          80%    77%                            ...
Employee Engagement Among EnvironmentalEmployees in Canada Compared to the National Employee Engagment benchmark, environm...
Emotional and Rational Motivators                                                                                         ...
Engagement Segmentationamong Environmental Employees
Engagement Segmentation Among EnvironmentalEmployees                                            Fully engaged and plan to ...
Age                                                                                                        Strategic      ...
Level of job responsibility                                                                          Strategic            ...
Career Paths Segmentation                                                                                      Strategic  ...
Number of Employees Canada wide                                                                          Strategic        ...
Attributes ofEnvironmental Employee      Engagement       in Canada
Attributes and key drivers of engagement The attributes of employee engagement are characteristics that differentiate enga...
Corporate Culture and Communications                                                                         Environmental...
Corporate Culture and Communications                                                 “My work and my employer’s goals alig...
Discretionary effort – beingCommitment to results                                                                        m...
Management Effectiveness - Contribution                               Environmental employees are more likely to perceive ...
Management Effectiveness - Recognition% Strongly Agree/Agree           76                         71                      ...
Training and Development                                                                                     Doing a good ...
Treatment, Balance and Respect                                           Environmental employees are above average        ...
Job Satisfaction% Strongly Agree/Agree             95         93                 85                           85          ...
The 5 key aspects of Job Satisfaction                                              – those which have the greatest        ...
Job Satisfaction% Strongly Agree/Agree                                                                                   8...
Although environmental                                                                                                   e...
Job Security, Remuneration. Benefits                                                                                      ...
Key drivers of engagementKey drivers that employers can directly impact include:    Demonstrating that employee contribut...
How can employersincrease engagement?
Difference of Key Drivers of Engagement for Large andSMEs                (in order of the strength of the correlation with...
Large Employers – increase engagement Focus on communications and activities that support in employees a         sense of...
Large Employers – increase engagement  The drive for employees to go above-and-beyond expectations in large  organizations...
Large Employers – increase engagementEmployees of large organizations find value in being recognized for theircontribution...
Small to Medium Employers – increase engagementFocus on communications and activities that support an employees ability to...
Small to Medium Employers – increase engagement Employees of SMEs find value in contributing to a larger cause. Support th...
Compared to large organizations,    SMEs are doing a better job of valuing employee contributions andencouraging outside-t...
Key Recommendations forLarge OrganizationsEnsure         Workloads are reasonable         Employees feel fairly treated   ...
Key Recommendations forSME OrganizationsEnsure         Employees feel fairly treated         Employees have flexibility to...
Overall Recommendations forall organizationsLeverage key attributes by ensuring     A feeling of accomplishment and recogn...
For more information contact:                    Chris Stewart                     cstewart@eco.ca                      (4...
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What Drives Employee Engagement

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Download the full report for free at http://www.eco.ca.

The findings from ECO Canada's 2011 study on what drives employee engagement for the environmental workforce.

"Engaged" employees are those that would recommend their employer as a good place to work, are motivated to do more than what is normally required, and feel their contribution is valued.

The study reveals that 78% of environmental employees are engaged in their work, compared to just 64% of workers in the overall Canadian labour force.

For more research findings, or for resources to help you launch and advance your own environmental career, visit ECO Canada at http://www.eco.ca

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  • Compared to the National Employee Engagment benchmark, environmental employees:Are more likely to believe that their contribution is valued by their employer. Seventy-seven percent of environmental employees agree or strongly agree with this statement, as compared to only 58% of employed Canadians.They are more likely to state that they would recommend their employer as a good place to work (77% vs. the benchmark of 64%).Importantly, environmental workers are more likely to expend discretionary effort, one of the hallmarks of employee engagement. Eighty percent of environmental practitioners state that they are motivated to do more than what is normally required for their jobs, as compared to only 71% of Canadian employees.
  • Environmental employees are more connected to their employers in terms of the emotional motivators than the average employed Canadian. They are 23 points above the benchmark when it comes to trust and 13 points above for being proud to work for their employer.The results for the rational motivations are mixed. Environmental employees report higher job satisfaction, but are less likely to agree or strongly agree that “All and all, I would say it “is worth it” for me, my family, and my career to work here”. Remuneration and job security appear to be concerns for environmental employees.
  • Increasing employee engagement is proven to enhance organizational metrics, including financial performance indicators, employee retention and productivity.*The analysis of employee engagement segments is based on a quadrant segmentation performed on two variables:How much longer workers will stay with their current employer if given their own way; and,Overall employee engagement level.
  • The Committed segment of employees is fully engaged and plan to stay with their current employer for three years or longer. At 49%, environmental employees are more likely to be in the Committed segment than are employees overall (40%). Environmental employees also have a greater tendency to fall into the Strategic Switchers segment—15% vs. 9% of employees overall. Strategic Switchers are fully engaged, however they do not plan to stay with their current employer.Compared to the workforce overall, environmental workers are less likely to be:Disgruntled—less engaged employees that do not plan to stay at their current employer; or,Detached—employees that plan to stay with their employer even though they are not fully engaged.
  • Among environmental employees, Baby Boomers are more likely to be in the Committed segment than are either Millenials or Generation X employees. Among the youthful Millenials, there is a higher proportion that are Disgruntled (21%) or Strategic Switchers (17%). Generation X employees are as likely as Millenials to be Strategic Switchers (19%), and as likely as Baby Boomers to be Detached (24%).
  • Engagement tends to increase with increased level of responsibility
  • When environmental practitioners are asked which of three options best describes their career path, just over one-half are managing people or projects, while, 22% are “subject matter experts” and 19% are “technologists or technicians”.Those managing people or projects tend to be the most committed employees, while subject matter experts are a bit more likely to be Strategic Switchers or Detached. Technologies/technicians also tend to be less engaged.
  • The proportion of committed employees is similar across different-sized organizations at around one-half. Those employed by large organizations (over 1,000 employees) are more likely to be Detached (32% of their employees), while those working for smaller companies are more likely to be Strategic Switchers, perhaps due to a perceived lack of opportunity for advancement within a smaller organization
  • The slides that follow this slide – the charts were redone but some does not match the original slide – this info will be found in the ppt called a ‘A few additional slides’
  • Environmental employees hold positive opinions of their employers’ corporate culture and communication attributes. The highest rated attributes are demonstating integrity, and having a safe and healthy work environment.For attributes for which national benchmarks are available, environmental employees’ scores are up to 20 points higher than those of Canadian employees in general.“My work and my employer’s goals align with my personal values” is a key driver of overall engagement for environmental employees (75+% agree). Overall, environmental employees hold positive opinions of their employers’ corporate culture. The highest rated attributes are demonstrating integrity and having a safe, healthy work environment.
  • Environmental employees hold positive opinions of their employers’ corporate culture and communication attributes. The highest rated attributes are demonstating integrity, and having a safe and healthy work environment.For attributes for which national benchmarks are available, environmental employees’ scores are up to 20 points higher than those of Canadian employees in general.“My work and my employer’s goals align with my personal values” is a key driver of overall engagement for environmental employees (75+% agree). Overall, environmental employees hold positive opinions of their employers’ corporate culture. The highest rated attributes are demonstrating integrity and having a safe, healthy work environment.
  • Discretionary effort – being motivated to go “above and beyond” job expectations – is a key driver in engagement. 80% of environmental employees (compared to 71% average) are motivated in this way. Environmental employees are only slightly above average when it comes to:Understanding how their work conrtibutes to the goals of their company;Working with employees who cooperate to get the job done; and,Having a clear understanding of internal/external customers’ needs.Environmental employees are much more likely to agree that there are usually enough employees to handle the workload (70% agree) than are Canadian employees (at 55%).
  • Environmental employees are more likely to perceive that they are effectively managed than is the norm. They are especially likely to feel that their employer values their contribution (a key factor for engagement), and to feel encouraged to come up with new and better ways of doing things.
  • Doing a good job of developing its people to their full potential is the top Training and Development priority, as it is a key driver of engagement. Environmental employees are significantly more positive than the average employee when it comes to Opportunities and encouragement to train/learn new skills Having the opportunity for growth and development Working for a company that is doing a good job of developing staff to their full potential
  • Most environmental employees and Canadian employees in general agree that they are not personally subject to any form of harassment from other employees or customers. Only 5% to 6% disagree.Environmental employees are above average when it comes to work-life balance, having an employer that treats employees with dignity, respect and fairness regardless of their background or position, and feeling that they are fairly treated. Three-quarters of environmental employees also agree that the amount of work they are expected to do is reasonable.Treating employees fairly should be emphasized by employers of environmental workers, as there is a strong relationship between feeling that they are fairly treated and having a high level of engagement with the employer.
  • The 5 key aspects of Job Satisfaction – those which have the greatest impact on employee engagement – are: Feeling of accomplishmentFeeling committed to employer Pride Willingness to recommend company as a good place to work Over satisfaction At least 75% of environmental workers are positive about all of these 5 key aspects.
  • The 5 key aspects of Job Satisfaction – those which have the greatest impact on employee engagement – are: Feeling of accomplishmentFeeling committed to employer Pride Willingness to recommend company as a good place to work Over satisfaction At least 75% of environmental workers are positive about all of these 5 key aspects.
  • Although environmental employees are more positive about many aspects of their jobs as compared to the Canadian workforce in general, this is not the case when it comes to the key elements of job security, and remuneration.Canadian employees overall are more likely to agree that it is worth it for them, their families and their careers to work with their current employer (77%) as compared to environmental employees (66%). Environmental workers provide levels of agreement that they are fairly paid that are similar to employees overall.Within these three important measures, the largest gap is for job security. Only 57% of environmental workers agree that they feel secure in their jobs, as compared to Canadian workers overall at 70%.Environmental workers are fairly positive in their assessment of their benefits program or package, with 70% rating it as excellent or good. They are less enthusiastic about their incentive/bonus system, with only 46% rating it as excellent or good.
  • Although environmental employees are more positive about many aspects of their jobs as compared to the Canadian workforce in general, this is not the case when it comes to the key elements of job security, and remuneration.Canadian employees overall are more likely to agree that it is worth it for them, their families and their careers to work with their current employer (77%) as compared to environmental employees (66%). Environmental workers provide levels of agreement that they are fairly paid that are similar to employees overall.Within these three important measures, the largest gap is for job security. Only 57% of environmental workers agree that they feel secure in their jobs, as compared to Canadian workers overall at 70%.Environmental workers are fairly positive in their assessment of their benefits program or package, with 70% rating it as excellent or good. They are less enthusiastic about their incentive/bonus system, with only 46% rating it as excellent or good.
  • Employers from small, medium and large companies can all have a positive effect on employee engagement by emphasizing the factors that have the most impact on their employees. These are also the ones over which employers tend to have the most control.
  • Overall job satisfaction is higher in environmental employees (84%) than it is for average Canadian employees.
  • What Drives Employee Engagement

    1. 1. What Drives Employee Engagementfor Environmental Workforce Results from ECO Canada’s 2011 Professional Engagement Study
    2. 2. Presentation Overview 1. Environmental Engagement in Canada 2. Attributes of Engagement 3. Engagement by Company Size 4. Key Recommendations
    3. 3. What doesEmployee Engagement mean?
    4. 4. Engaged workers are those that would recommend their employer as a good place to work, are motivated to do more than what is normally required and feel their contribution is valued.
    5. 5. Emotional and Rational Motivators The impact of heart and mind – or emotional and rational motivators – play a key role in determining the degree to which employees are engaged.
    6. 6. Employee Engagement Model Employee Engagement model helps organizations and industries identify the areas of strength that can be leveraged and barriers to creating a motivated and loyal work force. Using a simple yet powerful causal model, the cause and effect relationships between the human resource management practices and the level of engagement of employees are defined and tested. Grounded in theories of organizational behaviour and years of practical application, this approach provides strategic insights into the degree to which employee engagement is driven by the heart (emotional) rather than the head (rational) and tactical insights into which specific aspects need focus to improve business results.
    7. 7. Employee Engagement Among EnvironmentalEmployees in Canada The Employee Engagement Index The engagement index for environmental workers is 78, fourteen points higher than the index for Canadian workers overall. However, in comparing environmental employees to employees overall, it should be noted that the benchmark includes many people working in jobs where a low level of commitment would be expected, such as minimum wage jobs that do not require a high level of skill. As a result, it is important for the environmental sector to strive for a level of commitment that is well above this benchmark.
    8. 8. Employee Engagement Among EnvironmentalEmployees in Canada 80% 77% 77% 78 71% 64% 64 58% **The overall Engagement Index is based on the level of agreement with three attributes: 1. Employees would recommend their employee as a good placeI would recommend my I am motivated to do My contribution is Employee to work; company as a good more than what is valued by my Engagement Index 2. Discretionary effort—employees place to work. normally required for are motivated to do more than employer. my job. what is normally required for their jobs; and, 3. Employees believe that their contribution is valued by their employer. Environmental Workers (n=974) National Benchmark (n=2,600)
    9. 9. Employee Engagement Among EnvironmentalEmployees in Canada Compared to the National Employee Engagment benchmark, environmental employees: • Are more likely to believe that their contribution is valued by their employer. Seventy-seven percent of environmental employees agree or strongly agree with this statement, as compared to only 58% of employed Canadians. • They are more likely to state that they would recommend their employer as a good place to work (77% vs. the benchmark of 64%). Importantly, environmental workers are more likely to expend discretionary effort, one of the hallmarks of employee engagement.Eighty percent of environmental practitioners state that they are motivated to do more than what is normally required for their jobs, as compared to only 71% of Canadian employees.
    10. 10. Emotional and Rational Motivators The results for the rationalEnvironmental employees 83% 84% motivations are mixed.are more connected to 80% 77% Environmental employeestheir employers in terms of 73% report higher jobthe emotional motivators 67% 66% satisfaction, but are lessthan the average 60% likely to agree or stronglyemployed Canadian. They agree that “All and all, Iare 23 points above the would say it “is worth it” forbenchmark when it comes me, my family, and myto trust and 13 points career to work here”.above for being proud to Remuneration and jobwork for their employer. security appear to be concerns for environmental employees. Trust Pride Job Satisfaction All and all, it’s worth it Emotional Motivators Rational Motivators Environmental Employees (n=974) National Benchmark (n=2,600)
    11. 11. Engagement Segmentationamong Environmental Employees
    12. 12. Engagement Segmentation Among EnvironmentalEmployees Fully engaged and plan to stay with their current employer for three years or longer. 14% 21% Compared to the workforce overall, environmental Engaged* Strategic 22% Committed Fully Switchers workers are less likely toEngagement Level 30% be: 15% • Disgruntled—less Less than Fully Disgruntled Detached engaged employees Engaged 9% that do not plan to stay at their current <3 Years 3+ Years employer; or, Years Expect to Stay • Detached—employees 49% With Your Company 40% that plan to stay with their employer even though they are not Environmental employees have a greater fully engaged. tendency to fall into the Strategic Switchers segment. They are fully engaged, however they Environmental National Benchmark Employees (n=974) (n=2,600) do not plan to stay with their current employer.
    13. 13. Age Strategic Committed Switchers Generation X employees A higher Proportion of are as likely as Millenials to Millenials are disgruntled. be Strategic Switchers. Disgruntled Detached 15% 13% 12% 12% 21% 22% 22% 24% 24% 14% 14% 8% 16% 17% 19% Out of all 3 generations, Baby 52% 56% Boomers are most likely to be 47% 48% 45% in the Committed segment Male Female Millenials Generation X Baby (590) (382) (155) (478) Boomers (324) Gender Generations
    14. 14. Level of job responsibility Strategic Committed 11% 14% 13% Switchers 20% Disgruntled Detached 30% 23% 24% 18% 13% 14% 18% Engagement tends 23% to increase with increased level of responsibility 51% 49% 44% 36% Entry Junior Intermediate Senior (91) (170) (311) (343) Level of Job Responsibility
    15. 15. Career Paths Segmentation Strategic Committed Switchers 12% 15% 16% Subject Disgruntled Detached Matter 16% Experts, Tech nologists and 26% Technicians 30% 17% tend to be ‘Strategic Switchers’ orEmployees 19% ‘Detached’ 8%managing peopleor projects tendto be the most‘Committed’ 55%employees. 45% 41% Managing Subject Matter Technologist/ People/Projects Expert Technician (508) (211) (185)
    16. 16. Number of Employees Canada wide Strategic Committed Switchers 15% 14% 16% 12% Disgruntled Detached 15% 19% 16% 32%those working for 18% Those employed by 18% 21% large organizationssmaller companies 6%are more likely to (over 1,000be Strategic employees) are moreSwitchers, perhaps likely to be Detached.due to a perceivedlack of opportunity 51% 49% 50% 47%for advancement The proportion ofwithin a smaller committed employees isorganization. similar across different- sized organizations at 19 or Less 20-99 100-1000 Over 1000 around one-half (137) (172) (317) (348) Number of Employees
    17. 17. Attributes ofEnvironmental Employee Engagement in Canada
    18. 18. Attributes and key drivers of engagement The attributes of employee engagement are characteristics that differentiate engaged employees from those that are not engaged. These include characteristics such as commitment to their employer, recommending their employer as a good place to work and willingness to expend discretionary effort. The key drivers are those attributes which are strongly related to individual employees levels of commitment—the attitudes and behaviours that are likely to characterize engaged employees, and are usually not characteristics of uncommitted workers.
    19. 19. Corporate Culture and Communications Environmental employees hold positive opinions of their employers’ corporate culture and communication% Strongly Agree/ attributes. The highest rated attributes are demonstatingAgree integrity, and having a safe and healthy work environment. 81 86 83 82 60 64 n/a n/a My employer demonstrates I have a safe and I trust the leadership of My company’s staff are integrity, for example by healthy work my company. ready and willing to being against environment. adapt to change. bribery, corruption and n/a human rights abuses. n/a 3 4 6 7 14 20% Disagree/ Environmental Employees (n=974)Strongly Disagree National Employee Benchmark (n=2,600)
    20. 20. Corporate Culture and Communications “My work and my employer’s goals align with my personal values” is a key driver of overall% Strongly Agree/ engagement for environmental employees.Agree 81 78 75 72 52 n/a n/a n/a My employer My employer is an My work and my demonstrates corporate Sufficient effort is environmentally employer’s goals align philanthropy, including made to obtain the responsible with my personal values. encouraging employees opinions of employees. organization. to take part in fundraising and other activities to benefit n/a n/a n/a others. 5 7 8 12 % Disagree/ Strongly Disagree 28 Environmental Employees (n=974) National Employee Benchmark (n=2,600)
    21. 21. Discretionary effort – beingCommitment to results motivated to go “above and beyond” job expectations – is a key driver in engagement.% Strongly Agree/Agree 93 88 89 88 82 85 80 70 71 55 I have a clear My department has a The employees I work clear understanding of There are usually I’m motivated to do understanding of how enough employees in my work contributes to with cooperate to get our customers’ needs more than what is the job done. (note: your customers my department to required for my job. achieving my company’s handle the workload. overall goals. may be internal or external). 2 4 3 6 3 4 6 12 19 % Disagree/ 28 Strongly Disagree Environmental Employees (n=974) National Employee Benchmark (n=2,600)
    22. 22. Management Effectiveness - Contribution Environmental employees are more likely to perceive that they are effectively managed than is the norm. They are especially% Strongly Agree/ likely to feel that their employer values their contribution (a keyAgree factor for engagement), and to feel encouraged to come up with new and better ways of doing things. 81 80 79 77 64 67 66 58 My immediate supervisor I feel encouraged to come My immediate supervisor understands the realities My contribution is valued up with new and better demonstrates interest in and circumstances that I by my employer. ways of doing things. my well being. experience in my job. 8 7 8 8 17 15 13 18 % Disagree/ Strongly Disagree Environmental Employees (n=974) National Employee Benchmark (n=2,600)
    23. 23. Management Effectiveness - Recognition% Strongly Agree/Agree 76 71 65 70 57 56 54 40 My immediate supervisor Employees in my My immediate supervisor provides me with regular When I do a good job, my department who perform provides the necessary positive feedback and performance is poorly are appropriately objectives and direction. suggestions for recognized. managed. improvement if necessary. 8 10 15 13 21 23 22 33 % Disagree/ Strongly Disagree Environmental Employees (n=974) National Employee Benchmark (n=2,600)
    24. 24. Training and Development Doing a good job of developing its people to their full potential is the top% Strongly Agree/ Training and Development priority, asAgree it is a key driver of engagement. 77 71 67 61 55 48 I am given opportunities I believe that I have the My company is doing a and encouraged to learn opportunity for growth good job of developing its or train to improve my and development at my people to their full skills. company. potential. 10 14 18 16 24 27 % Disagree/ Strongly Disagree Environmental Employees (n=974) National Employee Benchmark (n=2,600)
    25. 25. Treatment, Balance and Respect Environmental employees are above average when it comes to work-life balance, having an% Strongly Agree/ employer that treats employees withAgree dignity, respect and fairness, and feeling that they are fairly treated. 89 87 81 78 77 74 76 68 67 n/a I am not personally subject Employees are treated I am able to maintain to sexual, racial or any with dignity, respect and The amount of work that a healthy balance I feel that I am treated other kind of harassment fairness regardless of I am expected to do is between my work and fairly at my company. from my company’s their position of reasonable. personal life. employees or customers. background. 5 6 8 12 11 9 12 17 14% Disagree/Strongly Disagree Environmental Employees (n=974) National Employee Benchmark (n=2,600)
    26. 26. Job Satisfaction% Strongly Agree/Agree 95 93 85 85 79 83 n/a n/a My work is satisfying I understand the role and I have enough flexibility in I like the people with because it contributes responsibilities of my job. my job to provide good whom I work. directly to a better service to my customers. community/environment /world. 1 1 4 3 4 7% Disagree/ Environmental Employees (n=974)Strongly Disagree National Employee Benchmark (n=2,600)
    27. 27. The 5 key aspects of Job Satisfaction – those which have the greatest impact on employee engagement – are:Job Satisfaction • Feeling of accomplishment • Feeling committed to employer • Pride • Willingness to recommend% Strongly Agree/ company as a good place to workAgree • Over satisfaction 82 81 80 78 74 67 68 n/a I feel a strong sense of My job gives me the I am proud to work at my My job gives me a feeling commitment to my chance to do challenging company. of accomplishment. n/a company and interesting work. 4 7 5 7 9 11 11 % Disagree/ Environmental Employees (n=974) Strongly Disagree National Employee Benchmark (n=2,600)
    28. 28. Job Satisfaction% Strongly Agree/Agree 84 77 77 73 64 n/a I would recommend my My work is near where I Considering company as a good place live or in a place I like to everything, how satisfied to work. live in. are you with your job? 8 10 6 15 13% Disagree/Strongly Disagree Environmental Employees (n=974) National Employee Benchmark (n=2,600)
    29. 29. Although environmental employees are more positiveJob Security, Remuneration. Benefits about many aspects of their jobs as compared to the Canadian workforce in general, this is not the case when it comes to the key elements of job security, and % Strongly Agree/ remuneration. Agree 77 70 66 64 61 57 All and all, I would say it I am paid fairly for my “is worth it” for me, my I feel secure in my job duties, responsibilities family and my career to and performance. work here. 7 13 19 25 27 29% Disagree/ Environmental Employees (n=974)Strongly Disagree National Employee Benchmark (n=2,600)
    30. 30. Job Security, Remuneration. Benefits Environmental workers are fairly % Strongly Agree/ positive in their assessment of their Agree 70 benefits program or package, with 70% rating it as excellent or good. 60 They are less enthusiastic about 46 their incentive/bonus system, with only 46% rating it as excellent or good. n/a How do you rate your How do you rate your benefits program/package incentive programs or overall? bonus systems? 7 16 20 Environmental Employees (n=974)% Disagree/Strongly Disagree National Employee Benchmark (n=2,600)
    31. 31. Key drivers of engagementKey drivers that employers can directly impact include:  Demonstrating that employee contributions are valued  Recognizing good performance  Developing employees to their full potential  Treating employees fairly  Actions or communications to enhance sense of job security
    32. 32. How can employersincrease engagement?
    33. 33. Difference of Key Drivers of Engagement for Large andSMEs (in order of the strength of the correlation with overall engagement) Small and Medium Employers Large Employers (Less than 100 employers) (100 employees or more) Base: 309 Base:665 I would recommend my company as a good place to work. I would recommend my company as a good place to work. My contribution is valued by my employer. My contribution is valued by my employer. I am motivated to do more than what is normally required for my job. I am motivated to do more than what is normally required for my job. I am proud to work at my company. I feel a strong sense of commitment to my company. I am proud to work at my company Overall job satisfaction. My job gives me a feeling of accomplishment. My job gives me a feeling of accomplishment. I feel a strong sense of commitment to my company. Overall job satisfaction. I feel that I am treated fairly at my company. I feel that I am treated fairly at my company.
    34. 34. Large Employers – increase engagement Focus on communications and activities that support in employees a  sense of fair treatment  increased feelings of accomplishment  pride  commitment to the organization Employees of large organizations find value in being recognized for their contributions.
    35. 35. Large Employers – increase engagement The drive for employees to go above-and-beyond expectations in large organizations is related to  Feelings of commitment to their employer  The willingness to recommend their employer  Feeling a sense of accomplishment in daily work Leverage these feelings by ensuring employees feel  their workload as reasonable  fairly treated  able to maintain work-life balance  flexibility in providing customer service
    36. 36. Large Employers – increase engagementEmployees of large organizations find value in being recognized for theircontributions.This is supported by an employer: recognizing good performance encouraging strong, positive relationships with employees and their supervisor providing opportunities for employee learning and growth
    37. 37. Small to Medium Employers – increase engagementFocus on communications and activities that support an employees ability to: Understand customer needs Understand employer goals Brainstorm new and improved methods of productivity Access opportunities for training and development
    38. 38. Small to Medium Employers – increase engagement Employees of SMEs find value in contributing to a larger cause. Support this by  action and communication that emphasizes trust  making an effort to hear employee opinions  maintaining open, honest communication  ensuring employees feel treated with dignity, respect and fairness  encouraging work-life balance
    39. 39. Compared to large organizations, SMEs are doing a better job of valuing employee contributions andencouraging outside-the-box solutions.
    40. 40. Key Recommendations forLarge OrganizationsEnsure Workloads are reasonable Employees feel fairly treated Employees have a strong sense of recognition and accomplishment
    41. 41. Key Recommendations forSME OrganizationsEnsure Employees feel fairly treated Employees have flexibility to provide good customer service Employees maintain a work/life balance
    42. 42. Overall Recommendations forall organizationsLeverage key attributes by ensuring A feeling of accomplishment and recognition for good performance A feeling of fair treatment for all staff Employees can access opportunities to develop themselves to their full potential Alignment of work, employer and personal goals.
    43. 43. For more information contact: Chris Stewart cstewart@eco.ca (403) 476-1950 www.eco.caSpecial thanks are extended to the consultants Ipsos for conducting the research and analyzing the data collected through the survey.
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