Employee Engagement Insights from the 2013 Edelman Trust Barometer
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Employee Engagement Insights from the 2013 Edelman Trust Barometer

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A highlight of the key employee engagement findings from the 2013 Edelman Trust Barometer and actions companies can take. ...

A highlight of the key employee engagement findings from the 2013 Edelman Trust Barometer and actions companies can take.

Learn more about Trust in Employee Engagement: http://edl.mn/Zat6zi

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  • Employees are most trusted sources on company employee programs, benefits and working conditions, as well as a company’s business practices (both negative and positive) CEOs are most credible when talking about financial earnings and operational performance CEOs and employees are equally credible on company innovation
  • Out of 16 attributes that build trust in a company, the third-most important is to treat employees well – close behind offering quality products and listening to customers. 61% say “treating employees well” is important in building trust. Yet only 24% say companies do in fact treat employees well - the largest gap in expectations vs. performance in the entire survey
  • Executives were more likely to trust the CEO than regular employees by a wide margin (57% vs. 42%). Yet, executives were also more trusting of regular employees than employees themselves (55% vs. just 50%)
  • Leaders point to a lack of transparent communication, while regular employees fault companies for driving behavior with the wrong incentives. This may be a commentary on perceptions that leaders are rewarded for less-than-ethical decision-making that puts profit ahead of all else. Both groups cite corruption and fraud as key issues, illustrating the need to reinforce an organizational culture rooted in compliance, ethics and integrity.

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  • 1. ALL CONTENTS OF THIS PRESENTATION REMAIN THE INTELLECTUAL PROPERTY OF EDELMAN AND MAY NOT BE REPLICATED WITHOUT PRIOR PERMISSIONEmployee Insights from the2013 Edelman Trust BarometerEmployee Engagement Practice
  • 2. © Edelman Employee Engagement Practice, 2013. All rights reserved.For more information, contact employee.engagement@edelman.com.About the 2013 Edelman Trust Barometer13thannual survey and the largest globalexploration of trust, with 31,000+respondents in 26 countriesThis year’s data reveals a crisis ofcrisis ofleadership,leadership, indicating the need fororganizations to rebuild executives’ internalcredibility, reinforce ethical behavior andadopt an inclusive managementinclusive managementapproach2
  • 3. © Edelman Employee Engagement Practice, 2013. All rights reserved.For more information, contact employee.engagement@edelman.com.Employees with technical expertise are far more trusted than top executivesEmployees continue to be a steady, reliablesource of information, especially compared tothe CEO201320123
  • 4. © Edelman Employee Engagement Practice, 2013. All rights reserved.For more information, contact employee.engagement@edelman.com.Regular employees have three times the credibility of the CEO on working conditionsWho is Trusted MOST to provide you withcredible and honest information about:Company’s CEOCompany’sEmployeeActivist Consumer AcademicMediaSpokespersonA company’s employee programs, benefits & working conditions 21% 63% 16% 13% 11%How a company serves its customers and prioritizes customer needsahead of company profits19% 30% 44% 16% 15%A company’s situation in a time of crisis 30% 35% 18% 22% 23%A company’s innovation efforts and new product development 31% 31% 27% 25% 13%How a company uses its resources and influence to support theenvironment21% 26% 34% 27% 13%How a company supports programs that positively impact the localcommunity22% 27% 35% 20% 23%Partnerships with NGO’s and effort to address societal issues 25% 20% 25% 23% 15%A company’s financial earnings & operational performance 34% 27% 23% 23% 12%A company’s business practices, both positive & negative 23% 36% 29% 21% 15%Accomplishments about a company’s senior leadership 35% 34% 17% 19% 19%Employees are one of the most credible voiceson a variety of topics, especially workenvironment4
  • 5. © Edelman Employee Engagement Practice, 2013. All rights reserved.For more information, contact employee.engagement@edelman.com.Companies are largely perceived as failing totreat employees wellGapImportancePerformanceBiggest gap in survey between expectations vs. performance in study5-22-32-37-36-30-33-31-33-27-23-24-11-15-16-10-18
  • 6. © Edelman Employee Engagement Practice, 2013. All rights reserved.For more information, contact employee.engagement@edelman.com.Executives and regular employees disagree on theimportance of treating employees well1 Listens to customer needs and feedback 56%1 High quality products or services 56%3 Has ethical business practices 54%3 Takes actions to address issue or crisis 54%5 Places customers ahead of profits 53%5 Treats employees well 53%7 Communicates frequently and honestly 51%7 Has transparent and open business 51%7 Works to protect/improve environment 51%10 Addresses societys needs 47%10 Positively impacts the local community 47%12 Innovator of new products 45%13 Highly regarded, top leadership 44%14 Delivers consistent financial returns 40%15 Ranks on a global list 38%16 Partners with third parties 35%1 High quality products or services 63%2 Listens to customer needs and feedback 62%3 Treats employees well 61%4 Places customers ahead of profits 58%5 Has ethical business practices 57%5 Takes actions to address issue or crisis 57%7 Has transparent and open business 56%8 Communicates frequently and honestly 53%8 Works to protect/improve environment 53%10 Addresses societys needs 47%11 Positively impacts the local community 46%12 Innovator of new products 43%13 Highly regarded, top leadership 39%14 Partners with third parties 36%14 Ranks on a global list 36%14 Delivers consistent financial returns 36%Executives EmployeesExecutives rank it 5th, while employees rank it 3rdin prioritization of trust attributes6
  • 7. © Edelman Employee Engagement Practice, 2013. All rights reserved.For more information, contact employee.engagement@edelman.com.Regular employees are far more skeptical thanexecutives of all sources of informationExecutives more likely to trust the CEO and regular employees7
  • 8. © Edelman Employee Engagement Practice, 2013. All rights reserved.For more information, contact employee.engagement@edelman.com.Executives and employees blame different issuesfor their distrust in businessEmployees point to wrong incentives, while executives blame fraud, transparency issues8
  • 9. © Edelman Employee Engagement Practice, 2013. All rights reserved.For more information, contact employee.engagement@edelman.com.Three key actions to build trustUse storytelling to demonstrateintegrity in actionEmployees withemployeesEmployees withworldEmployees withcompanyEncourage a culture of inclusivemanagementLeverage employees ambassadorsstrategically where they havecredibility9
  • 10. © Edelman Employee Engagement Practice, 2013. All rights reserved.For more information, contact employee.engagement@edelman.com.Use storytelling to demonstrateintegrity in actionEmployees withcompany• Pair key messages with keystories from leaders’ actualexperiences• Coach executives to minetheir professional lives foranecdotes that demonstratewhat company strategy,values and culture mean tothem• Storytelling on ethics,compliance and integrityreinforces culture withoutlecturingStorytelling promptsTalk about a situation where youwere faced with a difficult decision andused your values to make a choice.Describe a time your parents taughtyou the meaning of an importantvalue.Tell us about one of your role modelsand something specific they did toearn your respect.10
  • 11. © Edelman Employee Engagement Practice, 2013. All rights reserved.For more information, contact employee.engagement@edelman.com.Encourage a culture of inclusivemanagement• Invite a variety of voices to the decision-making table and listen to them• Allow employees to have a say in decisions that affect them• Regularly monitor employee sentiments internally and externally(Yammer, online focus groups, employee user groups, job-rating rates• When possible, act on feedbackEmployees withemployees11
  • 12. © Edelman Employee Engagement Practice, 2013. All rights reserved.For more information, contact employee.engagement@edelman.com.Leverage employee ambassadorsstrategically where they havecredibility• Tap employees as ambassadors on their company experience, benefitsprograms, culture and working conditions• Leverage employees in recruiting; enlist volunteers to interact withcandidates via the company’s digital and social channels• Showcase the “people behind the products” for innovation storytellingEmployees withworld12
  • 13. © Edelman Employee Engagement Practice, 2013. All rights reserved.For more information, contact employee.engagement@edelman.com.Edelman’s Employee Engagement Practice helps companiescreate employee connections that deepen engagement, increase trustand accelerate business performance.Contact us: employee.engagement@edelman.comOn the web: ee.edelman.comComplete information on the Trust Barometer: trust.edelman.comFor more information13