September 2011 Managers – a critical link in employee engagement
We continue to live in uncertain times…… Percent of Organisations with an Increase or Decrease in Engagement Source: Aon H...
Managers definitely have a role to play  “ The line manager is the lens through which I see the company and the company se...
But they are under pressure Market uncertainty Customer  confidence  Mergers & acquisitions Regulatory changes Influencing...
Digging further into the manager experience…… <ul><ul><li>>700 managers across Europe </li></ul></ul><ul><ul><li>All funct...
Some key findings Managers are more likely to act on engagement when: They themselves are engaged! They’ve seen the impact...
Engaged managers are more likely to take action Source: Aon Hewitt European Manager Survey 2011 27% 52% 63% 0% 10% 20% 30%...
How engaged are your managers? Engagement levels by job type Source: Aon Hewitt‘s Global Employee Engagement Database
What’s needed to engage managers today? <ul><li>2008 </li></ul><ul><li>Career opportunities </li></ul><ul><li>Recognition ...
Seeing is Believing  Case Study: Team Engagement and Customer Promoters 60% 37% 40% 10% 0% 10% 20% 30% 40% 50% 60% % Promo...
Clear expectations make a difference 45% 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% I have not been set clear expectations I h...
DNA of an engaging manager <ul><li>is tuned-in to people  </li></ul><ul><li>is an effective performance coach </li></ul><u...
Clear accountability is needed too! 17% 35% 47% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Change in Engagement Score Imple...
Support from HR is essential 38% 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% I have not been given sufficient support from HR I...
Senior leaders need to be role models 44% 73% 0% 10% 20% 30% 40% 50% 60% 70% 80% Senior leadership does not set a positive...
Some practical advice <ul><li>Focus on the engagement priorities for your managers </li></ul><ul><li>Look to establish the...
Nicole Toorenaar Tel: 020 430 5027 [email_address]
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Aon Hewitt employee engagement 2011

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Aon Hewitt employee engagement 2011

  1. 1. September 2011 Managers – a critical link in employee engagement
  2. 2. We continue to live in uncertain times…… Percent of Organisations with an Increase or Decrease in Engagement Source: Aon Hewitt‘s Global Employee Engagement Database
  3. 3. Managers definitely have a role to play “ The line manager is the lens through which I see the company and the company sees me.” Chris Bones (Engaging for Success 2009) % of employees with strong positive perceptions of managers… 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Providing support to succeed Giving valuable feedback Addressing under- performance Listening to and implementing my ideas Best Employer The Rest
  4. 4. But they are under pressure Market uncertainty Customer confidence Mergers & acquisitions Regulatory changes Influencing consequences Line Manager Making sense of corporate messages
  5. 5. Digging further into the manager experience…… <ul><ul><li>>700 managers across Europe </li></ul></ul><ul><ul><li>All functions (except HR) </li></ul></ul><ul><ul><li>Approx 40% are managing more than 20 people </li></ul></ul>
  6. 6. Some key findings Managers are more likely to act on engagement when: They themselves are engaged! They’ve seen the impact for themselves They get support and encouragement They are clear about what is expected of them
  7. 7. Engaged managers are more likely to take action Source: Aon Hewitt European Manager Survey 2011 27% 52% 63% 0% 10% 20% 30% 40% 50% 60% 70% I did not review the results I reviewed the results I reviewed the results and took action % of engaged managers
  8. 8. How engaged are your managers? Engagement levels by job type Source: Aon Hewitt‘s Global Employee Engagement Database
  9. 9. What’s needed to engage managers today? <ul><li>2008 </li></ul><ul><li>Career opportunities </li></ul><ul><li>Recognition </li></ul><ul><li>Effective work practices </li></ul><ul><li>Inspiring leadership </li></ul><ul><li>Fair pay </li></ul><ul><li>2009 </li></ul><ul><li>Career opportunities </li></ul><ul><li>Fair pay </li></ul><ul><li>Inspiring leadership </li></ul><ul><li>Effective work practices </li></ul><ul><li>Recognition </li></ul><ul><li>2010 </li></ul><ul><li>People/HR practices </li></ul><ul><li>Career opportunities </li></ul><ul><li>Organisation reputation </li></ul><ul><li>Innovation is supported </li></ul><ul><li>Communication </li></ul><ul><li>2011 </li></ul><ul><li>Delivery on promises </li></ul><ul><li>Effective work practices </li></ul><ul><li>Innovation is supported </li></ul><ul><li>Fair pay </li></ul><ul><li>Career opportunities </li></ul>2008 2009 2010 2011
  10. 10. Seeing is Believing Case Study: Team Engagement and Customer Promoters 60% 37% 40% 10% 0% 10% 20% 30% 40% 50% 60% % Promoters NPS Teams in Aon Hewitt High Performance Zone for Engagement Teams outside of the Aon Hewitt High Performance Zone for Engagement
  11. 11. Clear expectations make a difference 45% 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% I have not been set clear expectations I have been set clear expectations % of managers taking action
  12. 12. DNA of an engaging manager <ul><li>is tuned-in to people </li></ul><ul><li>is an effective performance coach </li></ul><ul><li>empowers people to grow </li></ul><ul><li>matches strengths to opportunities </li></ul><ul><li>promotes two-way communication </li></ul><ul><li>does what they say they’re going to do </li></ul><ul><li>builds team spirit </li></ul><ul><li>is hands-on with their teams </li></ul><ul><li>is resilient </li></ul>A truly engaging manager ..
  13. 13. Clear accountability is needed too! 17% 35% 47% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Change in Engagement Score Implementation of Action Plans Both % of managers
  14. 14. Support from HR is essential 38% 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% I have not been given sufficient support from HR I have been given sufficient support from HR % of managers taking action
  15. 15. Senior leaders need to be role models 44% 73% 0% 10% 20% 30% 40% 50% 60% 70% 80% Senior leadership does not set a positive example Senior leadership sets a positive example % of managers taking action
  16. 16. Some practical advice <ul><li>Focus on the engagement priorities for your managers </li></ul><ul><li>Look to establish the links between engagement and team performance </li></ul><ul><li>Clarify what engaging manager DNA looks like in your organisation and make this explicit </li></ul><ul><li>Include engagement into manager training and induction programs </li></ul><ul><li>Set-up forums and support networks </li></ul>
  17. 17. Nicole Toorenaar Tel: 020 430 5027 [email_address]

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