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Second Annual Employee Engagement Study

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Amid uncertain economic times, U.S. employees expressed continued optimism about the direction of their companies and loyalty to their employers, according to the second annual employee engagement ...

Amid uncertain economic times, U.S. employees expressed continued optimism about the direction of their companies and loyalty to their employers, according to the second annual employee engagement survey conducted by APCO Worldwide and Gagen MacDonald.

The survey results, however, indicate employees continue to believe their employers are not nearly as committed to them. There also is a widening gap between the perceived performance of CEOs and immediate supervisors, with employees expressing far more confidence in the performance of and communication from middle managers.

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    Second Annual Employee Engagement Study Second Annual Employee Engagement Study Presentation Transcript

    • Building Stronger Relationships with Employees
      The 2nd Annual Employee Engagement Study
      November 30, 2010
    • Overview
      Employee Confidence and Connection: Despite continued economic uncertainty and high unemployment employees are still optimistic about and feel connected to their company
      Employer Connection: There is a strong sense employers are not reciprocating in terms of loyalty toward employees
      Connection Gap: This gap is driven by perceived poor performance by the CEO and the executive team
    • Overview
      Mood: Employees believe things are getting better at their company; morale has improved slightly
      Job Satisfaction: Employees are generally satisfied with their current job and plan to remain with their company in the near term
      Job Performance: Employees have more confidence in their supervisors’ ability to lead their company and perceive their supervisors are doing a better job than their CEO; gap is widening
      Values: Company values play an important role in driving employee confidence and connection
      Communication: Employees rate the quality and frequency of communication from their supervisor much higher than from their CEO
    • Employee Engagement
    • Numbers at a Glance
      EmployeeConfidence
      EmployeeConnection
      EmployerConnection
      81.4
      83.5
      63.3
      Change from 2009
      -2.9
      -3.2
      -2.6
    • Employee Confidence
      Why do employees feel confident about the direction of their company?
      EmployeeConfidence
      Significant elements Beta
      The executive team in my company supports and lives our values.
      .390
      81.4
      My company’s executive team clearly explains the direction the company is heading.
      .366
      My company’s executive team shares positive and negative news openly.
      .323
      My supervisor responds to my feedback.
      .107
      Employee Confidence = % right direction & % expect to be better + about the same
      r2 = .256
    • Employee Connection
      Why do employees feel connected to their company?
      EmployeeConnection
      Significant elements Beta
      The executive team in my company supports and lives our values.
      .218
      83.5
      In my company, I am comfortable sharing information and ideas.
      .172
      My company’s executive team exemplifies authentic, open and honest communication.
      .149
      I have all the information that is necessary for me to do my job.
      .138
      Employee Connection = loyal to company & personally motivated to help company succeed
      r2 = .315
    • Employer Connection
      What are employees seeking from their company?
      EmployerConnection
      Significant elements Beta
      The executive team in my company supports and lives our values.
      .282
      My company’s executive team exemplifies authentic, open and honest communication.
      .189
      63.3
      In my company, I am comfortable sharing information and ideas.
      .156
      My company’s executive team clearly explains the reasons behind decisions.
      .156
      .094
      My company’s values are clearly aligned with our business strategy.
      .094
      I have all the information that is necessary for me to do my job.
      Employer Connection = company values its employees and is loyal to employees
      r2 = .661
    • The Connection Gap
      What explains the gap?
      83.5
      EmployeeConnection
      Significant elements Beta
      63.3
      EmployerConnection
      The executive team in my company supports and lives our values.
      -.287
      My company’s executive team exemplifies authentic, open and honest communication.
      -.208
      The Gap
      20.2
      I receive consistent information from all the leaders in my company.
      -.144
      r2 = .337
    • The Mood of the Company
    • Direction of Company: Current
      More likely to say right direction
      Management employee
      85%
      $150K+ income
      85%
      10-19 years at company
      83%
      Wrong track
      18%
      Non-union
      82%
      Rightdirection
      77%
      6-9 years at company
      82%
      More likely to say wrong track
      Mixed / Not Sure
      5%
      Union member
      30%
      20+ years at company
      29%
      <$50K income
      26%
      2009: 81% right direction
      High school or less education
      24%
      55+ years old
      23%
      10,000+ employees
      23%
    • Direction of Company: vs. One Year Ago
      More likely to say better
      African American
      52%
      Management employee
      45%
      $150K+ income
      44%
      Worse
      22%
      6-9 years at company
      41%
      35-44 years old
      40%
      Better
      33%
      About the same
      44%
      College graduate
      38%
      10-19 years at company
      36%
      More likely to say worse
      2009: 27% better
      Union member
      30%
      Female 45+ years old
      29%
      Indicates significant difference from 2009
    • Direction of Company: One Year From Now
      More likely to say better
      Management employee
      54%
      18-34 years old
      53%
      Female 18-44 years old
      50%
      Better
      40%
      1-5 years at company
      48%
      Worse
      13%
      Non-union
      44%
      About the same
      46%
      More likely to say about the same
      Union member
      60%
      Northeast
      58%
      2009: 44% better
      Non-management employee
      53%
      Female 45+ years of age
      53%
    • Company Morale: Current
      More likely to say positive
      500-999 employees
      65%
      100-249 employees
      64%
      18-34 years old
      64%
      Neutral
      18%
      African American
      63%
      Positive
      57%
      Management
      62%
      62%
      Negative
      23%
      West residents
      Non-union
      61%
      Not sure
      2%
      More likely to say negative
      2009: 59% positive
      Union member
      34%
      Post graduate degree
      28%
    • Company Morale: vs. One Year Ago
      More likely to say better
      18-34 years old
      40%
      6-9 years at company
      35%
      Male 18-44 years old
      34%
      Worse
      28%
      $150K+ income
      34%
      Better24%
      3-5 years at company
      31%
      10,000+ employees
      30%
      About the same
      47%
      Management employee
      29%
      More likely to say worse
      Union member
      37%
      2009: 20% better
      <$50K income
      37%
      High school or less education
      36%
      Female
      34%
    • Job Satisfaction & Commitment
    • Job Satisfaction: Current
      Why are employees satisfied?
      Significant elements Beta
      Unsatisfied
      11%
      The quality of the communication you are receiving from your immediate supervisor.
      .342
      Satisfied
      79%
      Don’t know or refused
      10%
      The quality of the communication you are receiving from your CEO.
      .309
      r2 = .302
      2009: 78% satisfied
    • Job Satisfaction: Current
      Who is most satisfied?
      6-9 years at company
      87%
      Unsatisfied
      11%
      500-999 employees
      86%
      Satisfied
      79%
      College graduates
      84%
      Don’t know or refused
      10%
      Management
      84%
      Non-union
      83%
      2009: 78% satisfied
    • Job Satisfaction: vs. One Year Ago
      More likely to say higher
      6-9 years at company
      29%
      $150K+ income
      29%
      Higher
      17%
      Northeast
      24%
      10,000+ employees
      21%
      About the same
      60%
      More likely to say about the same
      $75-100K income
      68%
      250-499 employees
      68%
      Lower
      23%
      More likely to say lower
      2009: 78% higher / same
      Post graduate
      32%
      Northeast
      32%
    • Plan to Be at Job in 6 Months
      More likely to say yes
      500-999 employees
      98%
      35-44 years old
      93%
      6-9 years at company
      92%
      10-19 years at company
      90%
      No
      11%
      Yes
      87%
      More likely to say no
      Not sure
      2%
      18-34 years old
      20%
      3-5 years at company
      18%
      2009: 88% yes
    • Commitment & Perceived Reciprocity
      Indicates significant difference from 2009
      • Decline in strong agreement on each the four elements from 2009 to 2010
      • Major gap in employee commitment to their company vs. perceived commitment of the company to them
      • College graduates are more likely to give the company credit for being committed to them
      • Biggest gaps exist among union and non union, management and non-management employees – union and non-management more likely to believe the company is not committed to them
    • Job Performance Perceptions
    • Ability to Lead
      More confidence in supervisors on ability to lead
      Key differences in CEO and supervisor ratings between:
      • Management and non-management
      • Union and non-union
      • Education – high school or less vs. more education
      Non-management, union, and high school educated or less all rate both supervisors and CEOs less positively on ability to lead
      2010Mean
      2009Mean
      Your immediate supervisor’s ability to effectively lead your team
      20%
      52%
      72%
      7.0
      7.1
      Your CEO’s ability to effectively lead your organization
      25%
      46%
      71%
      6.9
      7.1
      Very Confident
      Confident
    • CEO Performance Rating
      What impacts this rating?
      Significant elements Beta
      Fair
      15%
      My company’s executive team exemplifies authentic, open and honest communications.
      .266
      Poor
      17%
      Good
      62%
      My company’s executive team clearly explains the reasons behind decisions.
      .235
      Don’t know or refused
      6%
      My company’s executive team clearly explains the direction the company is heading.
      .208
      2009: 66% good, 16% poor
      r2 = .442
    • CEO Performance Rating
      More likely to say good
      $150K+ income
      82%
      45-54 years old
      76%
      Fair
      15%
      Management employee
      75%
      $100-150K income
      72%
      Poor
      17%
      500-999 employees
      71%
      Good
      62%
      College graduate
      70%
      More likely to say poor
      Don’t know or refused
      6%
      Union member
      30%
      2009: 66% good, 16% poor
      Some college or less education
      23%
      55+ years old
      22%
      Female 45+ years old
      22%
    • Supervisor Performance Rating
      What drives this rating?
      Significant elements Beta
      Fair
      11%
      My supervisor provides clear direction and priorities for our work group.
      .516
      Good
      72%
      Poor
      14%
      My supervisor responds to my feedback.
      .295
      Don’t know or refused
      3%
      r2 = .592
      2009: 73% good, 16% poor
    • Supervisor Performance Rating
      More likely to say good
      6-9 years at company
      86%
      $150K income
      81%
      Management employee
      80%
      Fair
      11%
      Post graduate degree
      79%
      45-54 years old
      76%
      Good
      72%
      Poor
      14%
      More likely to say poor
      Don’t know or refused
      3%
      Union member
      22%
      High school or less education
      18%
      2009: 73% good, 16% poor
    • The Performance Gap
      72%
      Supervisor
      Good Job
      This is a significant gap between CEO and supervisor
      College graduates, $150K+ earners, and management employees all rate CEO and supervisor equally positively
      Big rating gap among those with some college education or less as supervisors are rated much more positively
      62%
      CEOGood Job
      Supervisor-
      CEO Job
      Rating Gap
      10
    • Company Values
    • Company Values
      2010Mean
      2009Mean
      Note the significantly lower agreement between 2009 and 2010 on the executive team supporting and living corporate values. Biggest gaps in agreement occur between:
      • Management and non-management
      • Union and non-union
      • College educated and high school or less education
      • $150K+ earners and those earning less than $100K
      There is also directionally less agreement that the company’s values are aligned with the business strategy
      My company has a set of clearly defined values that drives all of our behavior
      19%
      58%
      77%
      7.5
      7.5
      My company’s values are clearly aligned with our business strategy
      19%
      55%
      74%
      7.3
      7.7
      The executive team in my company supports and lives our values [n=495]
      21%
      45%
      66%
      6.8
      7.4
      The executive team in my company communicates regularly about our company values [n=495]
      21%
      47%
      68%
      6.8
      6.9
      Indicates significant difference from 2009
      Strongly Agree
      Agree
    • Communication
    • Communication Rating
      More confidence in supervisors on the communication they receive vs. CEO
      Key differences in CEO and supervisor ratings between:
      • Management and non-management
      • Union and non-union
      • Education – high school or less vs. more education
      Non-management, union, and high school educated or less all rate both supervisors and CEOs less positively on communication
      2010Mean
      2009Mean
      The communications you receive from your immediate supervisor about the state of your company
      22%
      47%
      69%
      6.8
      6.7
      The communications you receive from the CEO about the state of your company
      25%
      40%
      65%
      6.4
      6.5
      Very Confident
      Confident
    • Frequency & Quality of Communication
      2010Mean
      2009Mean
      Note that both the frequency and quality of communication from supervisors are more highly rated than are CEO communication.
      In particular, there is a large gap between the supervisor and CEO communication frequency.
      Also note that the gap increased from 2009 to 2010 due to declines in CEO communication ratings.
      Union and non-management employees rate CEO communication significantly lower than their supervisor’s
      The frequency of the communication you are receiving from your immediate supervisor
      18%
      56%
      74%
      7.3
      7.4
      The frequency of the communication you are receiving from your CEO
      25%
      37%
      62%
      6.2
      6.5
      The quality of the communication you are receiving from your immediate supervisor
      21%
      51%
      72%
      7.1
      7.1
      The quality of the communication your are receiving from your CEO
      24%
      42%
      66%
      6.7
      6.4
      Excellent
      Good
    • Communication Elements: Importance
      Mean
      Each communication element is rated as highly important
      Generally speaking, extremely important ratings above 35% indicate a very strong resonance, a level met by each element
      Note, though, that supervisor interactions are generally viewed as more important than executive management’s interactions
      Is this because they don’t see senior management as engaged so they have lower importance on their interactions?
      A supervisor takes time to listen to opinions and ideas of others [N=495]
      8.3
      8.3
      8.2
      8.2
      7.9
      7.8
      7.7
      7.7
      7.5
      7.3
      86%
      86%
      84%
      87%
      84%
      82%
      79%
      81%
      77%
      78%
      74%
      12%
      A supervisor provides clear direction and priorities for their work group [N=495]
      72%
      14%
      A supervisor responds to feedback [N=495]
      73%
      11%
      People have all information necessary for them to do their job
      71%
      16%
      A company's executive team clearly explains direction the company is heading
      67%
      17%
      People are comfortable sharing information and ideas in their company
      66%
      16%
      A company's executive team shares positive and negative news openly
      65%
      14%
      A company's executive team exemplifies authentic, open and honest communication
      65%
      16%
      People receive consistent information from all leaders in their company
      60%
      17%
      A company's executive team clearly explains reasons behind decisions
      57%
      21%
      Extremely important
      Somewhat important
    • Communication Elements: Performance
      Mean
      I have all the information that is necessary for me to do my job
      Performance on these elements is generally more moderate.
      The intensity is certainly lower for many of the elements.
      Note that 2 of the 3 most highly rated elements are employee-driven feelings, things they can directly control.
      Again, supervisors are rated as doing a better job than executive team members.
      7.4
      7.3
      7.3
      7.2
      7.1
      6.7
      6.4
      6.3
      6.0
      6.0
      82%
      73%
      77%
      76%
      75%
      71%
      64%
      65%
      60%
      59%
      55%
      27%
      My supervisor takes the time to listen to the opinions and ideas of others [N=495]
      57%
      16%
      In my company, I am comfortable sharing information and ideas
      55%
      22%
      My supervisor responds to my feedback [N=495]
      56%
      20%
      My supervisor provides clear direction and priorities for our work group [N=495]
      54%
      21%
      My company's executive team clearly explains direction the company is heading
      46%
      25%
      My company's executive team exemplifies authentic, open and honest communication
      39%
      25%
      My company's executive team shares positive and negative news openly
      38%
      27%
      My company's executive team clearly explains the reasons behind decisions
      33%
      27%
      I receive consistent information from all the leaders in my company
      33%
      26%
      Describes perfectly
      Describes somewhat
    • Communication Importance & Performance
      Core strengths
      My supervisor provides clear direction and priorities for our work group
      My supervisor takes the time to listen to the opinions and ideas of others
      I have all the information that is necessary for me to do my job
      Opportunity
      My supervisor responds to my feedback
      My company's executive team clearly explains the direction the company is heading
      In my company, I am comfortable sharing information and ideas
      My company's executive team shares positive and negative news openly
      My company's executive team exemplifies authentic, open and honest communication
      I receive consistent information from all the leaders in my company
      Importance
      My company's executive team clearly explains the reasons behind decisions
      Performance
    • Conclusion & Methodology
    • Conclusion
      • Hooray for middle managers!
      • Employee confidence and connection remain high, but senior leaders aren’t doing enough to sustain these levels
      • It is critical for senior management to live company values and communicate with their employees to reduce the connection gap and build loyalty
      • There is a real opportunity for visionary leaders to build meaningful relationships with their employees by being transparent about where they see the company headed, the decisions they make and the implications
    • Implications for Senior Management
      • Live the company values: supporting and living the company values is a key driver in improving employee confidence and closing the employee/employer connection gap
      • Share the vision: employees who know where the company is going and how they can help get the company there are by nature more engaged with their company
      • Be an information ambassador: authentic, open and honest communication seems to be missing for many employees
      • Encourage feedback: it is important for senior leaders to solicit feedback as well as communicate what is happening; employees indicate that being able to freely share information and ideas is important in making them feel more connected to the organization
      • Take care of immediate supervisors: middle managers are perceived to be performing at a higher level than senior managers and appear to be the glue holding many organizations together
    • Research Methodology
      APCO Worldwide and Gagen MacDonald jointly sponsored a telephone survey among U.S. adults who have been employed full-time at least one year at a company with at least 100 employees. The purpose of the study is to determine the state of the U.S. workplace as viewed by America’s workforce.
      Survey Population: U.S. full-time employees
      Sample Design: Random digit dialing
      Eligibility Criteria: Employed at least one year at a company with at least 100 employees
      Sample Size: n = 503
      Margin of Error: ± 4.4% (at 95 percent confidence level)
      Data Collection Methodology: Telephone
      Field Dates: October 1-8, 2010