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Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer
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Key Employee Engagement Findings from Edelman’s 2012 Trust Barometer

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Information and graphics on findings that deal specifically with internal trust dynamics and implications for employee communications professionals from Edelman’s 2012 Trust Barometer study.

Information and graphics on findings that deal specifically with internal trust dynamics and implications for employee communications professionals from Edelman’s 2012 Trust Barometer study.

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  • 1. Building Trust from the Inside Out: Key Employee Findings from the 2012 Edelman Trust Barome Employee Engagement PracticeALL CONTENTS OF THIS PRESENTATION REMAIN THE INTELLECTUAL PROPERTY OF EDELMAN AND MAY NOT BE REPLICATED WITHOUT PRIOR PERMISSION
  • 2. About the Edelman Trust Barometer The 2012 Edelman Trust Barometer is the firm’s 12th annual survey of trust and credibility, involving 30,000+ respondents from 25 countries. This years results shows employees are a vitally important driver of trust and must figure prominently in any organizations reputation and engagement strategy. © Edelman Employee Engagement Practice, 2012. All rights reserved. For more information, contact employee.engagement@edelman.com. 2
  • 3. The Changing Face of TrustCredibility of employees, a person like yourself and a company’s technicalexperts rises Source: 2012 Edelman Trust Barometer © Edelman Employee Engagement Practice, 2012. All rights reserved. For more information, contact employee.engagement@edelman.com. 3
  • 4. CEO Credibility PlummetsExecutives are no less relevant, just less credible Source: 2012 Edelman Trust Barometer © Edelman Employee Engagement Practice, 2012. All rights reserved. For more information, contact employee.engagement@edelman.com. 4
  • 5. Variances in Trust Between Executives andEmployeesNeither consider the other credible Source: 2012 Edelman Trust Barometer © Edelman Employee Engagement Practice, 2012. All rights reserved. For more information, contact employee.engagement@edelman.com. 5
  • 6. Executives and Employees DO Agree on Credible of aCompany’s Technical Experts Source: 2012 Edelman Trust Barometer © Edelman Employee Engagement Practice, 2012. All rights reserved. For more information, contact employee.engagement@edelman.com. 6
  • 7. Executives are More Trusting Than Employees AreEspecially true for social media Moreover, official company-issued communications are distrusted: Just 29% of executives and 21% of employees trust corporate communications Source: 2012 Edelman Trust Barometer © Edelman Employee Engagement Practice, 2012. All rights reserved. For more information, contact employee.engagement@edelman.com. 7
  • 8. Trust-building FactorsExecutives and employees disagree on how important a company’streatment of employees is in creating trust Source: 2012 Edelman Trust Barometer © Edelman Employee Engagement Practice, 2012. All rights reserved. For more information, contact employee.engagement@edelman.com. 8
  • 9. Three Opportunities to Build Trust © Edelman Employee Engagement Practice, 2012. All rights reserved. For more information, contact employee.engagement@edelman.com. 9
  • 10. Turning Employees into Ambassadors  Identify willing employees  Certify them  Give them something to say  Give them a say © Edelman Employee Engagement Practice, 2012. All rights reserved. For more information, contact employee.engagement@edelman.com. 10
  • 11. Building Customer Relationships ThroughEmployees  Give employees a role in improving products and services  Allow them to share customer stories and insights © Edelman Employee Engagement Practice, 2012. All rights reserved. For more information, contact employee.engagement@edelman.com. 11
  • 12. Connect CEOs and Employees  Take a conversational tone  Give employees a way to interact directly  Encourage a culture of storytelling © Edelman Employee Engagement Practice, 2012. All rights reserved. For more information, contact employee.engagement@edelman.com. 12
  • 13. 10 Questions Communicators Should Ask (andAnswer) If a crisis hits tomorrow, who besides your CEO is prepared to How are you connecting your employees with each other1 step up as the face of your company? 6 using social media? Have you identified technical experts within your company’s ranks— What steps are you taking to involve employees in co-creating2 engineers, designers, manufacturing supervisors—that could serve 7 solutions to customer service issues? as credible spokespeople for your organization in times of distress? Does your company have an online/social media behavior policy, If employees become aware of an emerging customer service or3 and if so, are your employees aware of how it applies to them? 8 product issue, do they have a way to tell the company about it? Would your employees know what to tell their online social How are you strengthening the connection between your CEO4 networks in the event of a company crisis? 9 and your employees? Would employees feel comfortable advocating for your company to Do your employees have a way to interact with your CEO5 their friends on Facebook, Twitter and other networks? (and would 10 directly, perhaps via social media? they be willing to do so?) © Edelman Employee Engagement Practice, 2012. All rights reserved. For more information, contact employee.engagement@edelman.com. 13
  • 14. For more informationEdelman’s Employee Engagement Practice helps companiescreate employee connections that deepen engagement, increasetrust and accelerate business performance.Contact us: employee.engagement@edelman.comOn the web: ee.edelman.comComplete information on the Trust Barometer: trust.edelman.com © Edelman Employee Engagement Practice, 2012. All rights reserved. For more information, contact employee.engagement@edelman.com. 14

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