2014 Edelman Trust Barometer: Employee Engagement Insights
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2014 Edelman Trust Barometer: Employee Engagement Insights

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It’s hardly a secret: Year after year, regular employees – and particularly those with technical expertise – are identified as some of the most trusted spokespeople a company can have. This is ...

It’s hardly a secret: Year after year, regular employees – and particularly those with technical expertise – are identified as some of the most trusted spokespeople a company can have. This is particularly relevant this year, given that trust in business has stabilized and people believe companies can simultaneously pursue self-interests while doing good work for society.Combined with a historically low trust in government, this dynamic opens the door for business to lead societal change, with employees strengthening an organization’s credibility to do so.

As this year’s results demonstrate, credibility does indeed come from within.

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    2014 Edelman Trust Barometer: Employee Engagement Insights 2014 Edelman Trust Barometer: Employee Engagement Insights Presentation Transcript

    • Credibility from Within: Harnessing Trust in Employees to Strengthen Business’s License to Lead Employee Engagement Insights from the 2014 Edelman Trust Barometer
    • The Edelman Trust Barometer demonstrates the increasingly important role employees play in building trust 2 14th annual survey and the largest global exploration of trust, with 33,000+ respondents in 27 countries This year’s data reveals that business has a license to lead change for the good of society….and that employees strengthen organizations’ credibility to do so
    • 3 Technical experts within the company, people like yourself are also highly credible 2014 36% 43% 52% 52% 53% 62% 66% 67% GOVERNMENT OFFICIAL / REGULATOR CEO REGULAR EMPLOYEE NGO REPRESENTATIVE FINANCIAL OR INDUSTRY ANALYST A PERSON LIKE YOURSELF TECHNICAL EXPERT ACADEMIC OR EXPERT 2009 VS. 20142009 29% 31% 32% 41% 49% 47% 62% GOVERNMENT OFFICIAL / REGULATOR CEO REGULAR EMPLOYEE NGO REPRESENTATIVE FINANCIAL OR INDUSTRY ANALYST A PERSON LIKE YOURSELF TECHNICAL EXPERT* ACADEMIC OR EXPERT * Not tested in 2009 +5 +15 +4 +9 +20 +12 +7 In 5 years, the credibility of regular employees has increased dramatically, ahead of that of the CEO How credible is information about a company from each source
    • 4 Employees are 3x more credible than the CEO when talking about working conditions Employees are the most credible voices on multiple topics, including the company’s work environment, integrity, innovation and business practices ENGAGEMENT INTEGRITY PRODUCTS OPERATIONS PURPOSE Who is Trusted MOST to provide you with credible and honest information about: Company’s CEO Company’s Employee Activist Consumer Academic Media Spokesperson A company’semployee programs, benefits & working conditions 22% 66% 16% 13% 10% How a companyserves its customers and prioritizes customer needs ahead of companyprofits 27% 22% 43% 22% 24% A company’ssituation in a time of crisis 32% 37% 17% 21% 21% A company’sinnovation efforts and new product development 31% 32% 27% 25% 13% How a companyuses its resources and influence to support the environment 20% 29% 33% 28% 12% How a company supports programs that positively impact the local community 24% 28% 35% 20% 22% Partnerships with NGO’s and effort to address societal issues 27% 22% 25% 22% 24% A company’sfinancial earnings & operational performance 31% 28% 23% 24% 10% A company’sbusiness practices, both positive & negative 23% 39% 28% 23% 14% Accomplishments about a company’ssenior leadership 35% 36% 17% 19% 19%
    • 5 Yet companies are perceived as underperforming against this expectation Treating employees well is one of the most important things a company can do to build trust 21% 25% 24% 24% 30% 26% 26% 27% 27% 28% 28% 28% 29% 31% 31% 34% 34% 35% 36% 38% 42% 45% 45% 49% 51% 54% 54% 54% 55% 58% 58% 59% PARTNERS WITH NGOS, GOVERNMENT AND THIRD PARTIES TO ADDRESS SOCIETAL ISSUES DELIVERS CONSISTENT FINANCIAL RETURNS TO INVESTORS RANKS ON A GLOBAL LIST OF TOP COMPANIES, SUCH AS BEST COMPANIES TO WORK FOR OR MOST ADMIRED COMPANIES HAS HIGHLY-REGARDED AND WIDELY ADMIRED TOP LEADERSHIP IS AN INNOVATOR OF NEW PRODUCTS, SERVICES OR IDEAS ADDRESSES SOCIETY'S NEEDS IN ITS EVERYDAY BUSINESS CREATES PROGRAMS THAT POSITIVELY IMPACT THE LOCAL COMMUNITY IN WHICH THE COMPANY OPERATES WORKS TO PROTECT AND IMPROVE THE ENVIRONMENT COMMUNICATES FREQUENTLY AND HONESTLY ON THE STATE OF ITS BUSINESS HAS TRANSPARENT AND OPEN BUSINESS PRACTICES PLACES CUSTOMERS AHEAD OF PROFITS TAKES RESPONSIBLE ACTIONS TO ADDRESS AN ISSUE OR A CRISIS HAS ETHICAL BUSINESS PRACTICES LISTENS TO CUSTOMER NEEDS AND FEEDBACK TREATS EMPLOYEES WELL OFFERS HIGH QUALITY PRODUCTS OR SERVICES Importance Performance Gap -25 -27 -27 -26 -26 -26 -24 -26 -22 -19 -19 -12 -14 -12 -10 -13
    • 6 80% 83% 85% 85% 86% PAYS APPROPRIATE LEVEL OF TAX RESPONSIBLE SUPPLY CHAIN MANAGEMENT RESPECTS EMPLOYEE RIGHTS PROTECTS CUSTOMER DATA ENSURES QUALITY CONTROL IN PRODUCTS 79% 79% 80% 80% 81% MISREPRESENTS THE COMPANY SUB-STANDARD WORK CONDITIONS IRRESPONSIBLE DURING A CRISIS FAILS TO KEEP CUSTOMER INFORMATION SECURE UNETHICAL BUSINESS PRACTICES Top positive factors impacting trust Top negative factors impacting trust How a company treats employees can significantly help - or harm – overall trust in the organization Respecting employee rights is nearly as important to building trust as quality control and protecting customer data, while having sub-standard work conditions is among the most detrimental factors
    • 7 Both groups rank treatment of employees equally important as listening to customers; much greater alignment than 2013 Executives and employees both prioritize treating employees well as critical to trust 1 Listens to customer needs and feedback 55% 1 Treats employees well 55% 3 High quality products or services 54% 4 Has ethical business practices 52% 4 Takes actions to address issue or crisis 52% 6 Has transparent and open business 50% 7 Places customers ahead of profits 49% 8 Communicates frequently and honestly 48% 9 Positively impacts the local community 46% 9 Innovator of new products 46% 9 Works to protect/improve environment 46% 12 Addresses society's needs 44% 12 Highly regarded, top leadership 44% 14 Delivers consistent financial returns 42% 15 Ranks on a global list 41% 16 Partners with third parties 38% 1 Listens to customer needs and feedback 59% 1 Treats employees well 59% 1 High quality products or services 59% 4 Has ethical business practices 56% 5 Takes actions to address issue or crisis 55% 6 Has transparent and open business 53% 6 Places customers ahead of profits 53% 8 Communicates frequently and honestly 50% 9 Works to protect/improve environment 48% 10 Positively impacts the local community 44% 10 Addresses society's needs 44% 12 Innovator of new products 40% 13 Highly regarded, top leadership 35% 14 Ranks on a global list 34% 15 Delivers consistent financial returns 33% 14 Partners with third parties 32% Executives Employees Executives = respondents who self-identified as holding a senior leadership position; employees = those below senior leadership
    • 8 Employees have 12% less trust in CEO than executives do Employees are more skeptical of nearly all information sources than executives 26% 38% 45% 45% 52% 54% 47% 56% 67% 69% 63% 38% 46% 56% 56% 57% 58% 59% 62% [VALUE] 68% [VALUE] BLOGGER A GOVERNMENT OFFICIAL BOARD OF DIRECTORS AN ENTREPRENEUR NGO REPRESENTATIVE A REGULAR EMPLOYEE CEO A FINANCIAL OR INDUSTRY ANALYST AN ACADEMIC OR EXPERT A TECHNICAL EXPERT A PERSON LIKE YOURSELF Executives Employees Largest gap between executives and employees How credible is information about a company from each source
    • 9 Regular employees place greater importance on engaging with the CEO than executives do Executives and employees agree that CEOs should build trust by engaging with employees about the business 77% 76% 74% 74% 69% 62% 83% 82% 81% 80% 71% 54% Communicates clearly and transparently Tells the truth, regardless of how complex or unpopular it is Engages with employees regularly to discuss the state of the business Is front and center during challenging times (product recalls, lawsuits, etc.) Is personally involved in supporting local charities and good causes Has an active media presence Executives Employees 79% 78% 77% 77% 69% 63% 81% 83% 81% 81% 71% 56% Tells the truth, regardless of how complex or unpopular it is Communicates clearly and transparently Engages with employees regularly to discuss the state of the business Is front and center during challenging times (product recalls, lawsuits, etc.) Is personally involved in supporting local charities and good causes Has an active media presence Actions CEOs can take to build trust in themselves… Actions CEOs can take to build trust in their company…
    • 10 Actions to build trust across key connections types Engage employees regularly on the state of the business, with a focus on CEO transparency underpinned by storytelling that reaffirms personal commitment Employees with employees Employees with world Employees with company Engage internal technical experts (such as scientists, engineers and developers) to co-create the company’s innovation story, particularly as it relates to pursuing new ideas that benefit society Foster a culture of “speaking out” and advocating for the company, especially on topics where employees are highly credible, such as working conditions, integrity and business practices, and technical experts on innovation
    • 11 For more information Edelman Employee Engagement helps companies create employee connections that deepen engagement, increase trust and accelerate business performance. Email: employee.engagement@edelman.com Twitter: @EdelmanEE Web: ee.edelman.com Complete Trust Barometer info: Edelman.com/Trust2014