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Talent Engagement The Facts (3)
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Talent Engagement The Facts (3)

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All the fact you\'ll need to understand the importance of Talent Engagement

All the fact you\'ll need to understand the importance of Talent Engagement

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  • 1. talent engagement
    the facts
    Quantified benefitsidentified in
    Engaging for Success (2009)
    by Macleod and Clarke:
  • 2. Talent Engagement leads to.....
    Better Financial Performance
    Improved Customer Care
    More Sales
    More Innovation
    Higher Profit
    Lower Attrition Rates
    Less Wastage
    Less Sick Leave
  • 3. Impact of Engagement on Financial Performance
    Based on a 12 month global study involving 664,000 employees from 50 global companies across a range of industry sectors
    27.8%
    19.2%
    13.7%
    High Engagement
    Low
    Engagement
    -3.8%
    -11.2%
    -32.7%
    12 month EPS
    (Earnings per share)
    growth rate
    12 month change in operating income
    12 month
    net income growth rate
  • 4. Better Customer Care / Relationships
    Strong correlation between highly engaged staff and client satisfaction (PWC)
    70%
    of engaged employees indicate they have a good understanding of customer needs.
    17%
    of non engaged employees say the same.
    of engaged employees advocate their organisations.
    67%
    of the disengaged would advocate their organisations. (Gallup)
    3%
  • 5. More Sales
    higher on sales of banking products than those with low engagement scores. (Nationwide Building Society)
    14%
    higher on sales of general insurance.
    (Nationwide Building Society)
    34%
    More Innovation
    of engaged employees say work brings out their most creative ideas – only 3% of disengaged agree (Gallup)
    59%
  • 6. Higher Profit Margins
    12%
    higher profitability (Gallup 2006)
    higher profit margin growth reported by Standard Chartered Bank in 2007 from high level engaged branches compared to low level ones.
    16%
    Better Bottom Line Results
    improvement in operating income in companies with high levels (Tower Perrins—ISR global survey)
    19.2 %
    decline in operating income in companies with low levels(Tower Perrins—ISR global survey
    32.7%
    increase in profits per employee per year in companies that
    increase investment in a range of workplace practices
    that relate to engagement (IES/Work Foundation (2008)
    £1500
  • 7. Lower Attrition Rates
    Better Staff Retention
    more employee turnover in companies in bottom quartile on engagement.
    31-51%
    the amount by which engaged employees are less likely to leave the organisation than the disengaged.
    87%
    Estimated cost of replacing each employee often put at equal to the person’s annual salary. (Corporate Leadership Council 2004)
  • 8. Less Wastage
    Inventory Shrinkage
    51%
    average increase in inventory shrinkage
    in low scoring companies (Gallup )
    more accidents in low scoring
    companies (Gallup)
    62%
  • 9. Less Sick Leave
    the number of sick days engaged employees take on average a year
    2.7
    6.2
    the number of sick days dis-engaged employees take on average a year
  • 10. What do the facts tell you?