Employee Engagement Trends 2013
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Employee Engagement Trends 2013

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Why does employee engagement matter? What really drives engagement? And what makes people stay at your company? Discover the key drivers of engagement, enablement and retention and learn how to use ...

Why does employee engagement matter? What really drives engagement? And what makes people stay at your company? Discover the key drivers of engagement, enablement and retention and learn how to use them to empower your employees.

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    Employee Engagement Trends 2013 Employee Engagement Trends 2013 Presentation Transcript

    • Employee Engagement Forum Belgium - 2013 JUNE 6th, 2013 BRUSSELS Welcome
    • 01 Introduction Nico Van Dam (Hay Group)
    • Agenda for today 15:30 Introduction Nico Van Dam – Hay Group 15:45 Insights from Engagement@Work 2013 Research – Belgium Nathalie Sterckx – Hay Group 16:20 Panel discussion Translating your employee engagement survey results into an action plan with impact  Lucrèce Reybroeck – Corporate HR Director, Euroports  Patrick De Deken – Site Manager Antwerp, Ineos Oxide  Patrick Janssens – Member of Flemish Parliament Moderator: Sonja Brouwers – Hay Group 17:10 Reception & Networking © 2013 Hay Group. All rights reserved 3
    • When engagement meets enablement, it translates into better business performance 54 percent reduction in voluntary staff turnover People are 50 percent more likely to outperform expectations 4.5x revenue growth versus companies in the bottom quartile on both measures Source: Based on linkage case studies using Hay Group’s global normative database © 2013 Hay Group. All rights reserved 4
    • Why does employee engagement matter? CEO Top Challenges in 2013 1 Human Capital 2 Operational Excellence 3 Innovation 4 Customer Relationships 5 Global Political / Economic Risk Top 5 strategies to meet Human Capital Challenges 1 Grow Talent Internally 2 Provide Employee Training & Development 3 Raise Employee Engagement 4 Improve Performance Management Process and Accountability 5 Retain Critical Talent Source: Conference Board 2013 © 2013 Hay Group. All rights reserved 5
    • Trend 1 Engagement levels are dropping
    • What have we done to our employees? salary freezes & pay cuts... salary moderation... downsizing & company closures... cost cutting... more with less... © 2013 Hay Group. All rights reserved 7
    • Engagement levels in Belgium are dropping ... Belgium Engagement indicator (% employees willing to walk the extra mile) Intention to stay > 5 years (% employees) 2010* 60% 74% 2011* 55% 65% 2012-13** 53% 65% (*) Source: Hay Group Insight Employee Opinion Databases (**) Source: Hay Group Engagement@Work Research Belgium (n=1393) © 2013 Hay Group. All rights reserved 8
    • Trend 2 Coming up... Massive talent shortages around the world
    • Massive talent shortages around the world... One in five of all senior executives in the Fortune 500 is eligible for retirement now Source: Rothwell & Associates “Engineers topped the list of job titles experiencing talent shortage” Source: Manpower’s ‘2011 Global Talent Shortage Survey “As of Jan.1, the oldest of America’s baby boom generation started turning 65 at a rate of 10,000 a day” Source: NY Times, 2011 China’s impending talent shortage ? As unbelievable aswith a population of “A labour shortage, it may seem, this is precisely the situation China as it may 1.3 billion? As unbelievable now confronts. is precisely the situation seem, this China now confronts.” Source: Online Asia Times Two thirds of CEOs believe they’re facing a limited supply of skilled candidates Source: PWC Annual CEO report 2011 © 2013 Hay Group. All rights reserved 10
    • Trend 3 Coming up... Global talent exodus as economy picks up
    • Global talent exodus as economy picks up... 2014 will see the sharpest Global employee turnover increase in employee turnover 24.0% 900 Forecast 23.5% 850 23.0% 800 22.5% 750 22.0% 700 21.5% 650 21.0% 600 20.5% 550 20.0% 500 2010 2011 2012 2013 Total employees (right axis) 2014 2015 2016 2017 2018 Employee turnover rate (left axis) Source: Hay Group & OECD & CEBR analysis, April 2013 © 2013 Hay Group. All rights reserved 12
    • Emerging economies to lead turnover spike Belgium to follow in 2015 Timing and magnitude of global turnover spikes, 2012-2018 35% Employee turnover rate 30% Mexico 25% India Brazil USA China Colombia 20% Russia Indonesia Australia Canada UK Peru 15% Spain Germany France Poland 10% Italy Belgium Netherlands 5% 2012 2013 2014 2015 2016 2017 2018 2019 Year of sharpest turnover increase Mature economies Emerging economies Source: Hay Group & OECD & CEBR analysis, April 2013 © 2013 Hay Group. All rights reserved 13
    • Employee turnover trends for Belgium 12% in 2015 2014 will see a rise in turnover again, with the sharpest rise 2015 expected in as economic activity picks up (12%) Turnover in Belgium will further decline in 2013 to 11.1% Source: Hay Group & OECD & CEBR analysis, April 2013 © 2013 Hay Group. All rights reserved 14
    • Call for action… © 2013 Hay Group. All rights reserved 15
    • 02 Engagement@Work 2013 Research – Belgium Nathalie Sterckx (Hay Group)
    • Employee Effectiveness Model       Clear & promising direction Confidence in leaders Respect & recognition Quality & customer focus Development opportunities Pay and benefits Financial performance Engagement Commitment Discretionary effort Customer satisfaction Business Results Employee Effectiveness Drivers       Performance management Authority and empowerment Collaboration Work, structure & processes Resources Training © 2013 Hay Group. All rights reserved Enablement Optimized roles Supportive environment Attraction and retention of talent Employee performance 18
    • View the results through multiple lenses Employee effectiveness profile 72% Dimensions of engagement and enablement Comparison to benchmarks Drivers of engagement / enablement / retention Priorities and action planning © 2013 Hay Group. All rights reserved 19
    • Employee Effectiveness Profile – Belgium HIGH LOW EFFECTIVE 14% Enablement DETACHED 32% INEFFECTIVE FRUSTRATED 39% 15% HIGH Engagement Frustrated employees will… break through break down, or break free © 2013 Hay Group. All rights reserved 20
    • Engagement Which dimensions score the highest? Benchmark Belgium versus Europe -1 78% Quality and customer focus -1 72% Clear and promising direction 3 Resources Respect and recognition 67% 2 Confidence in leaders 67% 3 0 Authority and empowerment Performance management 0 Collaboration -1 Work, structure and process -2 52% Development opportunities 3 Training -1 47% Pay and benefits 0% 10% 20% 0 30% 40% 50% 60% 70% 80% 90% 100% % Positive © 2013 Hay Group. All rights reserved 21
    • Worldwide engagement © 2013 Hay Group. All rights reserved 22
    • Enablement Which dimensions score the highest? Benchmark Belgium versus Europe -1 Quality and customer focus -1 Clear and promising direction 68% Resources 3 Respect and recognition 2 Confidence in leaders 3 Authority and empowerment 64% 0 Performance management 64% 0 Collaboration 55% -1 Work, structure and process 55% -2 Development opportunities 3 51% Training -1 0 Pay and benefits 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% % Positive © 2013 Hay Group. All rights reserved 23
    • Employee effectiveness Which dimensions score the highest? Benchmark Belgium versus Europe -1 78% Quality and customer focus -1 72% Clear and promising direction Resources 68% 3 Respect and recognition 67% 2 Confidence in leaders 67% 3 Authority and empowerment 64% 0 Performance management 64% 0 Collaboration 55% -1 Work, structure and process 55% -2 Development opportunities 52% 3 Training 51% -1 47% Pay and benefits 0% 10% 20% 0 30% 40% 50% 60% 70% 80% 90% 100% % Positive © 2013 Hay Group. All rights reserved 24
    • What really drives engagement? R² 1. Respect and recognition       Clear & promising direction Confidence in leaders Respect & recognition Quality & customer focus Development opportunities Pay and benefits 0.600 2. Confidence in leaders 0.517 3. Clear and promising direction 0.488 0.477 5. Quality & customer focus 0.423 6. Pay and benefits © 2013 Hay Group. All rights reserved 4. Development opportunities 0.399 25
    • What really drives enablement? R² 1. Authority and empowerment Performance management Authority and empowerment Collaboration Work, structure & processes Resources Training © 2013 Hay Group. All rights reserved 2. Work, structure & processes 0.536 3. Collaboration 0.529 4. Performance management 0.520 5. Resources 0.486 6. Training       0.551 0.377 26
    • What makes people stay? Trust in company and leadership Environment for success What makes people stay? Authority and influence © 2013 Hay Group. All rights reserved Room for growth A fair exchange 27
    • Retention – There is some work to do - Belgium Trust in company and leadership Environment for success Room for growth What makes people stay? Authority and influence A fair exchange 65% 76% Belief firm is effectively managed and well run Enough authority to effectively perform their roles 57% 37% Concern over direction and goals © 2013 Hay Group. All rights reserved 49% Concern over fairness compensation Unsure about achieving career objectives 28
    • Summary: Key drivers of Engagement - Enablement - Retention Engagement Enablement Retention Respect & recognition Authority & empowerment Room for growth Confidence in leaders Work, structure & processes Authority & influence Collaboration Perceived fairness of pay Clear and promising direction © 2013 Hay Group. All rights reserved 29
    • 03 Panel discussion Moderator: Sonja Brouwers (Hay Group)
    • Once questionnaires are sent in…. Create ownership amongst line managers Set priorities and come up with a clear plan Keep talking with your employees © 2013 Hay Group. All rights reserved 32
    • Lucrèce Reybroeck Corporate HR Director - Euroports Patrick De Deken Site Manager Antwerp – Ineos Oxide Patrick Janssens Member of Flemish Parliament
    • 04 Conclusion Nico Van Dam (Hay Group)
    • Employee Engagement Forum Thank you