‘A heightened emotionalconnection that anemployee feels for theirorganisation thatinfluences them to exertgreater effort in theirwork’
On agenda for 81%organisations globallyOnly 21% have a formalemployee engagementprogrammeCOA solutions• 2/3rds doing something• Only 5% said ‘highlyengaged• 41% admitted staff aredemoralised!
Employee EngagementThe Business Case• Determine potential impacton organisations performanceand success• 30 consultation events, 300online responses• 50 different definitionsStrongest theme to emerge…‘Engagement matters because people matter’
Employee EngagementThe Business Case• Better financial performance• Higher levels of innovation• Lower absence levels• Increased staff retention• Fewer accidents• Employee wellbeing• More employees advocating their organisationCost to UK Economy? £39-43 billion (Gallup)
Other studies have quantified theimpact finding that:• Deliver 4 times more value to organisation(Mercer data)• Generate 43% more revenue (Hay Group)• Average 2.7 days sickness against 6.2 days(Gallup)• 87% less likely to leave (Corporate LeadershipCouncil)• Out perform other companies by 47%-202%(Watson Wyatt)
Some questions to consider• I am inspired by my work?• I love what I’m doing• I am really enthusiastic about what I do• I’m really committed to the success of thisbusinessWhat % of your employeeswhen asked would say…What’s that telling you?
Factors which significantly link tocommitment in the workplace• Employees trust inmanagement• Satisfaction in thework itself• Satisfaction in decision making• Quality of relationshipsbetween management and employee• Satisfaction with amount of pay received• Satisfaction with a sense of achievementSource: Workplace Employment Relations Survey
The Main Drivers of Engagement• Involvement in decisionmaking• Freedom to voice ideasto which managers listen• Having opportunitiesto develop in the job• Feeling that the organisation is concerned foryour health and well-beingSource:
The Main Drivers of Engagement• Regular feedback anddialogue with my boss• Clear perceptions of theethos and values of theorganisation• Effective internal employee communication• Employee clarity of job expectations• Regular feedback and dialogue withsuperiorsSource: