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Quantum Workplace - 2012 Employee Engagement Trends Report
 

Quantum Workplace - 2012 Employee Engagement Trends Report

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An awesome workplace is one where people want to join, they want to perform well, and they want to tell everyone just how awesome their work is. As the ratio of people who fit this description ...

An awesome workplace is one where people want to join, they want to perform well, and they want to tell everyone just how awesome their work is. As the ratio of people who fit this description increases, so too does the degree of awesomeness.

The desire to be awesome is universal. Both employers and employees share it. The human brain is wired with the desire to master tasks and to win. Awesome workplaces maintain environments where those inherent ambitions are unleashed.

Awesomeness builds brands. It sustains success. It fuels the virtuous cycle between internal magnetism and external loyalty. The more magnetic your culture, the more clients love working with you. The more clients
love working with you, the more magnetic your culture becomes.

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    Quantum Workplace - 2012 Employee Engagement Trends Report Quantum Workplace - 2012 Employee Engagement Trends Report Presentation Transcript

    • 2012 .............................................. Employee Engagement Trends Report – – – – ( ( – ( (Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 2 .............................................................................................WHAT DOES IT MEAN TOMAKE WORK AWESOME?An awesome workplace is one where people want to join, they want toperform well, and they want to tell everyone just how awesome their workis. As the ratio of people who fit this description increases, so too doesthe degree of awesomeness.The desire to be awesome is universal. Both employers and employeesshare it. The human brain is wired with the desire to master tasks and towin. Awesome workplaces maintain environments where those inherentambitions are unleashed. CONTENTS What Does It Mean to Make Work Awesome? ........2Awesomeness builds brands. It sustains success. It fuels the virtuous cycle An Overview of the Best Places to Work Survey........4between internal magnetism and external loyalty. The more magnetic Are Organizations Making Work Awesome?..........6your culture, the more clients love working with you. The more clients Today’s Workforce: Hostile or Engaged?..............6love working with you, the more magnetic your culture becomes. The Link Between Business Performance and Employee Engagement ............................9 Industry Trends to Watch ...........................11 What Does It Take to Make Work Awesome? .........14 Analysis of the Ten Areas of Engagement.............14 Analysis of the 37 Survey Items......................15 Recognition: What Do Employees Want? .............19 Go Make Work Awesome ..........................22Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 3 .......................................................................................................Most important, making work awesome is the responsibility of every player on everyteam at every company, and it is critical to your success. The data consolidated inthis trends report sheds light on two major themes, 1) Are organizations making workawesome? and 2) What does it take to make work awesome?According to the findings of our recently completed survey of employees from nearly5,000 organizations across the U.S., employee engagement trended up in 2011, butit is still below pre-recession numbers. In 2012, organizations need to stay focused onkey areas to ensure engagement doesn’t slip back down.This whitepaper will: • Give an overview of how engaged today’s workforce is • Examine the economic recovery and its effect on engagement • Identify industries that need to pay careful attention to employee perceptions • Highlight where organizations are excelling and failing • Pinpoint specific areas that can make a big impact in 2012 • Provide fresh research and insight on employee recognitionMake work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 4 .......................................................................................................An Overview of the Best Places to Work SurveyDeveloped in 2003, the Best Places to Work survey contains 37 standard items that fall intoten areas of engagement. These 37 items were tested among 75 pilot items on one millionemployees. The 37 items making up today’s survey account for 99 percent of the variation in overallengagement found in the test group. Quantum Workplace validates the survey annually throughBest Places to Work, gathering responses annually from nearly 5,000 organizations.When evaluating what makes the most impact on engagement, we analyze two different levels: Meet David Weisser Director of Research and Analytics David is the brain behind Quantum Workplace’s trend 1 Ten areas of engagement report data. Our resident analyst, David is responsible for evaluating and presenting survey Teamwork data to help clients make data- Manager effectiveness driven decisions. In addition, David leads discovery-based Trust in senior leaders research projects, aggregating Trust with coworkers total client and Best Places to Retention Work data to deliver reports on Alignment with goals workplace trends. David holds a Feeling valued degree in political science from Nebraska Wesleyan University Individual contribution and a master’s in survey research Job satisfaction 37 individual from University of Nebraska. He Benefits formally worked for Nebraska survey items Health and Human Services, the University of Nebraska, and the Department of Labor, followed 2 by nearly ten years at Kenexa.Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 5 .......................................................................................................Among the 37 survey items, six are what we call engagement anchors, and the other 31 are About Best Places to Workwhat we call engagement drivers. Engagement anchors are diagnostic. They measure what an Best Places to Work givesorganization’s employee engagement level is, but they do not provide insight on what action organizations the opportunity to compete to be recognized as acan be taken to improve engagement. These anchors are further divided into three categories: place where people simply love toadvocacy, discretionary effort, and intent to stay. This is Quantum Workplace’s model for work. Founded in 2004, Best Placessuccessful employee engagement. to Work is the original contest created to honor companies where• Advocacy: Identifies the level at which employees serve as advocates for the organization talent is valued and engaged. The contest is held annually in nearly 40 cities and garners participation from• Discretionary Effort: Identifies the level at which employees report spending their time to put nearly 5,000 organizations. forth extra effort to enhance the organization Participation in Best Places to• Intent to Stay: Identifies employees’ reported interest in staying at the organization Work is free. Through the contest, organizations have the opportunity to purchase a customized survey, as well as detailed reporting on their employees’ feedback. Interested in participating? Advocacy Discretionary Intent to Stay Engagement Contact your local business Effort journal or Quantum Workplace at bestplaces@quantumworkplace.com to find out if there’s a contest in your city.Unlike engagement anchors, engagement drivers are actionable. While all engagement driversimpact engagement anchors, and therefore the level of overall engagement, some drivers havemore of an impact than others.This analysis examines the data collected through Best Places to Work over the course of thepast five years to provide insight on trends and what they mean for 2012. The report provides anoverview of how engagement is trending in general, as well as an in-depth look at the individualareas and items examined in the survey. Armed with this information, you should be able todetermine where to place your greatest efforts to improve engagement in 2012.Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 6ARE ORGANIZATIONS MAKINGWORK AWESOME? ............................................................................ 67.1%Today’s Workforce: Hostile or Engaged?In the past five years, employee engagement hit its lowest point in2010 with only 66.7 percent of employees ranking as engaged. Thisincreased to 67.1 percent in 2011, but is still significantly below thelevel of engagement found prior to the late-2008 recession. 2012 of employees rankedis a year to watch and a year for organizations to stay focused to as engaged in 2011.ensure engagement continues to climb. Is Engagement Really This High Nationwide? Maybe Not. Keep in mind this data is collected from employees whose organizations voluntarily participate in Quantum Workplace’s Best Places to Work survey. What kind of organization participates in Best Places to Work? Likely, an organization committed to employee engagement. Lucky for you, that means this analysis will give you insight to the best of the best. But keep in mind, organizations with incredibly low employee engagement probably do not opt to participate in an employee engagement survey, let alone an employer of choice contest. Since you’re reading this report, chances are your organization is committed to employee engagement, and this report gives you the opportunity to see how other like-minded organizations are trending as a whole.Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 7 In our analysis, employees responded to an engagement survey using a 6-point Likert scale. Based on an average of their answers, without factoring in skipped questions, they placed in one of four groups: Engaged, Contributing, Disengaged, and Hostile. ................................... ................................... ................................... – – – – ( ( ( ( – – ( ( ENGAGED CONTRIBUTING DISENGAGED HOSTILE Average Score: 5-6 Average Score: 4-4.9 Average Score: 3-3.9 Average Score: 1-2.9 Highly favorable Moderately favorable Indifferent Negative Advocates Something holds them back Lack motivation Lack commitment Intend to stay Opportunity for increased At-risk for retention Impact productivity of others Lead with discretionary effort performanceMake work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 8The chart on the right illustrates the distribution amongthe four employee profiles over the last five years. 3.1% 2.9% 2.8% 3.5% 3.3%Looking at how these engagement profiles have 6.1% 6.6% 6.4% 7.34% 7.1%fluctuated, it is apparent that as you move from hostile to 20.2% 22.4% 22.0% 22.44% 22.5%engaged, the amount of variance increases. For example,over the past five years, the highest level of hostileemployees was 3.5 percent in 2010, and the lowest was 70.6%2.8 percent in 2009. This represents a .7 percentage 68.8% 68.1% 66.72% 67.1%point change, whereas the engaged profile experienceda 3.9 percentage point change during the past fiveyears. Combining the middle profiles, contributing anddisengaged, delivers a 3.5 percentage point change.So what does this mean? An extremely negativeperception is not likely to change. It is very difficult tochange the minds of people whose minds are alreadymade up. Also, keep in mind that perception of excellenceis more likely to shift to the middle, even over somethingsmall or based on how someone is feeling that specificday. Organizations should spend their efforts on those 2007 2008 2009 2010 2011who are still in the middle and haven’t made up theirminds. This is where engagement strategies can have ENGAGED DISENGAGEDthe most impact. Once you shift your middle-groundemployees to engaged employees, it’ll be easier to bring CONTRIBUTING HOSTILEthose hostile employees around because you’ll have therest of your employees on board to influence perception.Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 9The Link Between Business Performance and Employee EngagementResearch has long shown that crisis. As the Dow began toengaged employees lead to 2,913 Mass Layoffs rise slowly in March of 2009more successful companies. and reported layoffs began toEngaged employees are decline, employee engagementmore productive and deliver shot up dramatically. Perhaps,higher customer service, which as employees believed thatresults in greater financial the worst was behind them,success for their employers. As they were quick to reboundsuccessful organizations grow, 7,608.92 71% Avg. and devote themselves to their Engagement Scoretheir employees enjoy new DJIA Close companies.opportunities, and this, in turn,leads to even higher levels of Interestingly, since the lowengagement. point of the recession, the correlation between DJIAEconomic Recovery and the 2007 2008 2009 2010 2011 performance and employeeEngagement Effect Engagement DJIA Mass Layoffs engagement has been moreLooking back over the past closely attuned than it wasfive years, we can examine the Employee engagement Then, starting in October of during the earlier part of theimpact that the recession had continued to be somewhat 2008, engagement began to recession. This suggests thaton employee engagement erratic through the beginning decline, following the fall in the the workforce has a heightenedand what it means for 2012. of 2008 and experienced a Dow, and reached its lowest awareness of changes in theIn September of 2007, steady rise between June point just after the Dow hit its market and how they impactengagement became erratic and September, despite poor recession low and reported their workplace. In 2011, bothand started to decline. In market performance and layoffs were at their highest. employee engagement and thethe next month, the Dow rising reports of layoffs. It is DJIA rose. If past performanceexperienced a major sell-off. almost as though employees The erratic behavior of is any indicator, 2012 should beAccording to the U.S. National were holding out hope and employee perceptions, leading a great year.Bureau of Economic Research, remaining resilient despite up to the fall of the Dow,December 2007 marked the obvious and significant market seemed to be prophetic, abeginning of the recession. pressure on their organizations. sign of the incoming financialMake work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 10What Areas of Engagement Are Strongly Related to Stock Market Performance?While overall employee engagement has had a close correlation to market performance, not all areasmeasured in the Best Places to Work survey had a significant correlation over the past five years. Asmentioned previously, the Best Places to Work survey items link back to ten areas of engagement: 10 areas of engagement Teamwork Manager effectiveness Trust in senior leaders Trust with coworkers Retention Alignment with goals Feeling valued Individual contribution Job satisfaction Benefits When analyzing how these areas track with market performance, trust in senior leaders, job satisfaction, and teamwork have the highest correlation. This means that employee perceptions in these three areas are highly likely to become more positive or negative as financial performance fluctuates. Conversely, employee perceptions on benefits are highly unlikely to change as stock market performance shifts.Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 11 .......................................................................................................Industry Trends to Watch 75%The diverse industries surveyed in 2011 demonstrated great variance in employeeengagement. A distinctive difference exists between the most highly engaged industriesand the lowest. Organizations in industries experiencing low levels of engagement would bewise to look outside their industry peers and instead gain ideas from organizations in high-performing industries. of employeesThe following industries were represented in Best Places to Work: were engaged in Accommodation and food services Other services top performing Arts, entertainment, and recreation Real estate, rental, and leasing industries. Construction Professional services Educational services Retail trade Finance and insurance Software and information technology Healthcare and social assistance Utilities Want to dig deeper Manufacturing Wholesale trade Nonprofit into your industry’s engagement trends?The top performing industries had an average of 75 percent engaged employees, which iseight percentage points higher than the national average. The top performing industries were: Contact us for a free consultation. • Accommodation and Food Services info@quantumworkplace.com • Construction • Real estate, rental, and leasingUnfortunately, not all industries experience such a high level of engagement. On average,among the lowest performing industries, only half of surveyed employees ranked as engaged,and nearly one in five were disengaged or hostile. The lowest performing industries were: • Educational services • Manufacturing • Arts, entertainment, and recreationMake work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 12 ..........................................................................................Looking at each engagementprofile, we can examine theamount of differentiation ENGAGED EMPLOYEES ( (among industries. 52.5% 76.4% ( Educational services Accommodation and food servicesThe amount of engagedemployees ranged from as lowas 52.5 percent in educationalservices to as high as 76.4percent in accommodation and CONTRIBUTING EMPLOYEES ( (food services. This represents a – 16.1% 30.5%23.9 percent variance. Accommodation and food services ManufacturingContributing employeesranged from 16.1 percent inaccommodation and food – – DISENGAGED EMPLOYEESservices to 30.5 percent in 3.8% 12.5%manufacturing, a 14.4 percent – Construction Educational servicesvariance.The amount of disengagedemployees ranged from 3.8percent in construction to 12.5 – – HOSTILE EMPLOYEESpercent in educational services, 1.1% 7% (an 8.7 percent variance. Construction Arts, entertainment, and recreationHostile employees ranged from1.1 percent in construction to 7percent in arts, entertainmentand recreation, a 5.9 percentvariance.Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 13Our analysis also evaluated how perceptions changed in industries from 2010 to 2011. Some industries remained constant, whileothers became drastically more positive or negative. The chart below displays the findings. The outlook in industries on the leftbecame drastically more positive. Industries in the middle remained constant, and outlook in industries on the right becamedrastically more negative.Public administration Accommodation Construction Utilities Agricultural, forestry, and food services fishing, huntingTransportation and Finance and Not-for-profitwarehousing Management of Insurance Educational services companies and Real estate, rental, enterprises Other Services and leasing Professional, Manufacturing scientific, and technical services Wholesale trade Healthcare and Retail trade social assistance Arts, entertainment, Software and and recreation information technologyMake work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 14WHAT DOES IT TAKE TO MAKEWORK AWESOME?Now that we’ve looked at how engagement is trending at a high level, let’s take a look at the individual areas contributing toengagement and discover where you can make the most impact.Analysis of the Ten Areas of EngagementEmployee perceptions in all ten areas have an impact on the level of their overall engagement. Naturally, some organizations ratehigher in certain areas than in other areas. Our research shows that while all areas contribute to overall engagement, success in someareas may be a better indicator of a high level of success overall. Of the companies surveyed, 50 teamwork, and trust in senior 10 areas of engagement percent scored the highest on items related to trust with coworkers. However, this group of companies leaders. Yet, less than one percent of companies surveyed actually performed best in Teamwork Manager effectiveness that did best in the area of trust in the areas of feeling valued Trust in senior leaders coworkers, did not necessarily do and team effectiveness, and Trust with coworkers best overall. This group’s average only one in five companies Retention engagement score was the lowest performed best in the area Alignment with goals compared to other groups that of trust in senior leaders. It is Feeling valued succeeded in one of the other nine very likely that organizations Individual contribution areas of engagement. Therefore, performing well in the areas Job satisfaction it can be concluded that trust with of feeling valued, team Benefits coworkers doesn’t have the strongest effectiveness, and trust in senior association with overall engagement. leaders will have a very high level of overall engagement. The areas of engagement that had the strongest association with overall engagement were feeling valued,Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 15Analysis of the 37 Survey ItemsWhen analyzing each of the 37 survey items, we examined which items rated the highest, how stable orvolatile the items were from year to year across industries, and which engagement drivers had the biggestaffect on overall engagement. TOP THREE RATED ITEMS LOWEST RATED ITEMS 1 I am always thinking about ways to do my job better. I know how I fit into the organization’s future plans. 35 2 I understand how my job helps the organization achieve success. Considering the value I bring to the organization, I feel I am paid fairly. 36 I feel loyal to my immediate team We have benefits not typically 3 or work group. available at other organizations. 37Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 16Stable vs. Volatile: Where YouCan Affect Change Highly I am always thinking about ways to doComparing how these items were my job better. Ratedrated among industries in 2011to 2010, it is apparent that some I believe this organization will be I understand how my job helps theitems are more stable than others. successful in the future. organization achieve success.The least favorable items tendto have the least consistency in I feel loyal to my immediate team orfavorability at the industry level, work group.meaning that they are morelikely to change from year to I have a close and trusting relationshipyear. Though an item may be with one or more coworkers.rated highly, it could shift quickly,depending on your industry. The We have benefits not typicallychart to the right illustrates which available at other organizations.items, rated high and low, werethe most stable and the most Considering the value I bring to the My team effectively collaboratesvolatile from 2010 to 2011. organization, I feel I am paid fairly. leveraging individual strengths.Organizations are less likely to be I know how I fit into the My benefits meet my (and my family’s)able to change perception of the organization’s future plans. needs well.items that have the most stability.Efforts to improve employee There is open and honest Lowly communication between employeesengagement should be placed Ratedon items that are more volatile. and managers.Perceptions of these items aremore susceptible to change. Volatile StableMake work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 17 .......................................................................................................What’s Driving Engagement?As mentioned earlier, the survey contained six engagement anchors that measure what anorganization’s employee engagement level is based on employees’ advocacy, discretionaryeffort, and intent to stay. The other 31 items in the survey are called engagement drivers.Employees’ perceptions on these items affect, or drive, their overall engagement level. Whileall items have an impact on the overall level of engagement in organizations, as stated before, The top threesome have a greater effect than others. engagement drivers have been constant for the past five years. Advocacy Discretionary Intent to Stay Engagement EffortOver the past five years, the same three items have risen to the top as having the greatest impacton the six anchors of engagement. These top three drivers are: 1. The leaders of this organization are committed to making it a great place to work. 2. I trust the leaders of this organization to set the right course. 3. I believe this organization will be successful in the future.Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 18 .......................................................................................................Universally, the above three items drive engagement in all organizations. If you’re performing wellon these three items, it is highly likely you have a high level of overall engagement. The good thingabout these three items is that from 2010 to 2011 they were among the more volatile items, whichmeans that what you do has an impact on how they rate. Simply put, they are actionable, and youcan count on them being changeable. Focusing on tactics to improve perception of these top threeengagement drivers will be a successful strategy for 2012.In 2011, the next three items driving overall engagement were: 4. I know how I fit into the organization’s future plans. 5. The leaders of the organization value people as their most important resource. 6. The organization makes investments to make me more successful.These items have varied from year to year. The fourth and sixth drivers increased in importancein 2011, while the fifth driver dropped one position. Similar to the top three drivers, these alsoexperienced a wide range of change among industries between 2010 and 2011, which meansperceptions on these items are highly likely to change. Your 2012 strategies can affect change onthese items, positive or negative.Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 19 .......................................................................................................Recognition: What Do Employees Want?After nearly ten years of researching employee engagement, it is clear that feeling valued andbeing recognized for good work are key ingredients to an engaged workforce. So in 2011, twoquestions were added to the Best Places to Work survey to find out more. This year’s researchsought to discover what types of recognition employees value the most and their perception of itsfrequency (was it too much or not enough?). The survey examined 11 types of recognition: • Granted time off • Granted more flexibility/autonomy • Additional job responsibility • A personalized gift (plaque or company merchandise) • Access to new learning/training opportunities • Team celebration • Praise from direct manager • Praise from senior leadership • A promotion • Pay increase • Spontaneous cash bonusMake work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 20Rather than look at overall perception, let’s look at how perceptions varied among the engagement profiles discussed earlier. Thediagram below shows how each engagement profile ranked their top five preferred forms of recognition.Not very surprising, a pay increase ranked first across all engagement profiles. What’s interesting though is that a spontaneous cashbonus ranked second among every engagement profile except engaged employees, who preferred having access to new learning ortraining opportunities. In fact, as engagement rose, the importance of having access to learning or training opportunities increased.As hostility rose, the desire for a promotion and more time off became increasingly important. Employees with an engaged profileranked a promotion ninth and more time off seventh in importance out of the 11 types of recognition. Recognize Us! Employees’ Top 5’s ....................................... ....................................... ....................................... – – – – ( ( ( ( – – ( ( ENGAGED CONTRIBUTING DISENGAGED HOSTILE 1. Pay increase 1. Pay increase 1. Pay increase 1. Pay increase 2. Access to new learning/ 2. Spontaneous cash 2. Spontaneous cash 2. Spontaneous cash training opportunities bonuses bonuses bonuses 3. Spontaneous cash bonuses 3. Granted time off 3. A promotion 3. A promotion 4. Granted more flexibility/ 4. Access to new learning/ 4. Granted time off 4. Granted time off autonomy training opportunities 5. Granted more flexibility/ 5. Granted more flexibility/ 5. Praise from senior leadership 5. A promotion autonomy autonomyMake work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 21 .......................................................................................................Whether engaged or not, all employees ranked a personalized gift as the leastimportant. All employees also consistently reported the desire for more flexibilityand autonomy, regardless of the engagement profile. Employees’ perceptions varied Praise fromthe greatest on the topic of team celebration; however, as employees became moreengaged, desire for a team celebration increased. seniorWhen asked about the frequency of these types of recognition, all employees reported leadershipbeing rewarded with additional job responsibilities too often and with promotions notoften enough. However, for the hostile employees, a promotion was even more likely is tooto be reported as too infrequent. Second to promotions, the form of recognition tooinfrequently awarded for each profile was praise from senior leadership. infrequentlyMoving forward into 2012, organizations shouldn’t ignore the importance of awarded.recognizing employees with more flexibility and autonomy, access to learning andtraining opportunities, and praise from senior leadership. As we continue to studyrecognition in 2012, it will be interesting to discover how much employees’ perceptionson recognition change or stay the same.Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 22 .......................................................................................................GO MAKE WORK AWESOME!You’ve taken the first step.By reading this report, you’ve already demonstrated your commitment tocreating an awesome workplace with engaged employees. So what’s next?........................................................................................................... About Quantum Workplace Survey. This report gave you insight to how organizations are doing as a whole, but Quantum Workplace delivers what’s the level of engagement in your organization? Understanding where you smart tools for achieving stand is essential to understanding where you need to go. Start by listening to and recognizing workplace your employees. Discover what aspects of your culture promote or detract from awesomeness. When work is awesome, employees are their engagement. engaged, clients are loyal, and business is good. Founded in........................................................................................................... 2002, Quantum Workplace makes Analyze. Administering an engagement survey will allow you to examine where you’re complex data understandable, so it’s easy for organizations to succeeding and where you’re struggling. What sort of story does the data tell? take action. Quantum Workplace How are you comparing to organizations similar to yours? Are some areas of serves more than 5,000 your organization more engaged than others? What are they doing right? organizations annually through employee engagement surveys,........................................................................................................... action-planning tools, leadership assessment, and employer of Act. Now that you analyzed your organization’s engagement data, prioritize where choice recognition. you’re going to focus your efforts to make the biggest impact and then create a plan. Empower your managers with the data on their departments, so they can For more information: make an impact as well. Is it time to implement new strategies? Do you need to www.quantumworkplace.com info@quantumworkplace.com put an end to practices that aren’t working? What needs to be enhanced? 402.884.7721Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721
    • 2012 Employee Engagement Trends Report 23 .................................................................................................................................................................................................................. Relax. You may have a lot to work on, maybe not. But you’ve taken the appropriate steps to ensure you have an engaged workforce. You have a strategic action plan based on your findings, so you can rest at ease knowing you are doing the right thing............................................................................................................ Repeat. Are your new strategies working? Did you take the right course of action? Only time will tell. The most successful companies repeat this process annually to ensure they’re on the right track and continuing an ongoing conversation with their employees............................................................................................................Need Help? Quantum Workplace offers TeamPulse, Best Places to Work, and LeaderGrade to help organizations nationwide achieve high levels of employee engagement by following the process outlined above. It’s our mission to help you make work awesome. Give us a buzz. © 2012, Quantum Workplace This paper is for informational purposes only. The contents express the views of Quantum Workplace on the items discussed as of the date of the publication. All Quantum Workplace product names are trademarks of Quantum Workplace. Other marks are property of their respective owners and are used for informational purposes only.Make work awesome.quantumworkplace.com | info@quantumworkplace.com | 402.884.7721