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2015 Edelman Trust Barometer - Employee Engagement Results

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As Edelman’s 15th annual Trust Barometer indicates, trust has hit an unprecedented low. With any great challenge comes opportunity, and now, more than ever before, companies need to look internally to elevate and amplify those voices whom consumers and stakeholders want to hear from most: Employees.

For more information, please visit: ee.edelman.com

Published in: Business

2015 Edelman Trust Barometer - Employee Engagement Results

  1. 1. BUILDING TRUST TAPPING INTO THE INTERNAL TRUST SURPLUS TO BOLSTER CREDIBILITY
  2. 2. 2 EDELMAN’S 15th Annual TRUST BAROMETER METHODOLOGY Informed Public • 500 respondents in U.S. and China, and 200 in other countries • Ages 25-64 • College-educated • In top 25% of household income per age group in each country • Report significant media consumption and engagement in business news and public policy • 15 years of data General Online Population • 1,000 respondents per country surveyed • Ages 18+ • 4 years in 25+ markets Online Survey in 27 Countries • 33,000 respondents • 7 years in 20+ markets • 10 years in 10+ markets
  3. 3. 3 THE BOTTOM LINE: TRUST NEEDS A TURNAROUND Trust has declined across nearly every sector, in almost every geography More than 80% distrust business, government, or both CEO credibility continues to fall More than 60% distrust media
  4. 4. 4 However, companies continue to have an internal “Trust Surplus” that they can tap into to help bolster credibility.
  5. 5. 5 A COMPANY’S EXPERTS AND “A PERSON LIKE YOURSELF” REMAIN HIGHLY CREDIBLE 70% 68% 63% 54% 55% 53% 46% 37% 70% 67% 63% 56% 53% 49% 43% 38% Academic or Industry Expert Company Technical Expert A Person Like Yourself NGO Representative Financial or Industry Analyst Regular Employee CEO Government Official or Regulator 2014 2015 More Trust Less Trust Q130-143. [TRACKING] Below is a list of people. In general, when forming an opinion of a company, if you heard information about a company from each person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box, Very/Extremely Credible) Informed Publics, 27-country global total. Informed Public When speaking about a company’s overall strategy, experts and peers outrank traditional spokespeople CREDIBILITY OF SPOKESPERSONS, 2014 VS. 2015
  6. 6. 6 • Listens to customer needs and feedback • Treats employees well • Places customers ahead of profits • Communicates frequently and honestly 21% 31% 29% 23% 29% 47% 34% 30% 23% 31%33% 22% 29% 34% 26% 22% 27% 37% 34% 31% 14% 23% 13% 19% 15% OperationsPurposeProductsIntegrityEngagement EMPLOYEES RANK AMONG MOST TRUSTED INFLUENCERS COMPANY’S EMPLOYEECOMPANY CEO ACTIVIST CONSUMER ACADEMIC MEDIA SPOKESPERSON MOST TRUSTED INFLUENCER TO COMMUNICATE EACH TOPIC • Has ethical business practices • Takes responsible actions to address an issue or crisis • Has transparent, open business practices • Has highly-regarded and widely-admired top leadership • Ranks on a global list of top companies • Delivers consistent financial returns to investors Informed Public Q197-201(Global Summary). We would now like you to think about different types of information you may read, see or hear about a company. For each topic, please select which person you trust MOST to provide you with credible and honest information about a company. Informed Publics, 27-country global total. Employees ranked most credible for Engagement, Integrity and Operations
  7. 7. 7 0% 10% 20% 30% 40% 50% 60% 70% 80% CEO Regular Employee Company Technical Expert Automotive, tech, entertainment and consumer electronics among the largest gaps ACROSS INDUSTRIES, IN-HOUSE TECHNICAL EXPERTS SURPASS CEOS AS CREDIBLE SOURCES 23 pts Q130-143. [TRACKING] Below is a list of people. In general, when forming an opinion of a company, if you heard information about a company from each person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box, Very/Extremely Credible) General Population, 27-country global total. Q43-60. [TRACKING] Please indicate how much you trust businesses in each of the following industries to do what is right. Again please use the same nine-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal.” (Top 4 Box, Trust) General Population, 27-country global total. Informed Public 24 pts 23 pts 23 pts MOST TRUSTED INFLUENCER TO COMMUNICATE EACH TOPIC AMONG PEOPLE WHO TRUST EACH INDUSTRY
  8. 8. 8 THE OPPORTUNITIES FOR COMPANIES TO LEVERAGE THIS INTERNAL TRUST SURPLUS ARE CLEAR Engage employees regularly on the state of the business, with a focus on CEO transparency underpinned by storytelling that reaffirms personal commitment by leadership Employees with employees Employees with world Employees with company Tap in-house technical experts (such as engineers, developers and scientists) to help position the company’s overall strategic story in relatable terms Empower employees to serve as company advocates, especially on topics where employees are highly credible, such as discussing a company’s ethical, customer-focused business practices and leadership
  9. 9. 9 IN 2015, WE ALSO GAINED ADDITIONAL INSIGHTS RELATED TO PERCEPTIONS OF INNOVATION 51% Too Fast28% Too Slow 19% Just Right The pace of development and change in business and industry today is… Q349-351. Below are a number of statements. For each, please think about the pace of development and change in business and industry today and select the response that most accurately represents your opinion. (Not Enough, Too Much) Informed Publics, 27-country global total. Informed Public
  10. 10. 10 24% 30% 35% 54% 66% 70% Make the World a Better Place Improve People's Lives Personal Ambition Greed/Money Business Growth Targets Technology TECHNOLOGY AND MAKING MONEY ARE PERCEIVED AS THE BIGGEST INNOVATION DRIVERS Q353. From the list below, what do you believe are the top three drivers of change in business and industry today? Informed Publics, 27-country global total. Informed Public DRIVERS OF CHANGE IN BUSINESS AND INDUSTRY TODAY ARE PERCEIVED TO BE:
  11. 11. 11 Due to the credibility of employees and technical experts, these employee groups are in a unique and powerful position to shift perceptions of how a company innovates.
  12. 12. 12 To help bolster the credibility of company leadership, companies must cultivate these credible internal spokespeople to help refine and reinforce their “Trusted Innovation” story from within.
  13. 13. 13 REINFORCING THE INNOVATION STORY FROM WITHIN Technical experts within your company Regular employees Front-line employees Three target audiences can help elevate the “how” and “why” around a company's innovation story
  14. 14. 14 One of the most trusted overall sources of information about a company IN-HOUSE TECHNICAL EXPERTS • Can help underscore a company’s innovation story by tying it back to the overall strategy • Can credibly articulate the development process of new innovations • Can serve as trusted internal ambassadors to help educate general employees about a company’s innovations – and the why and benefit behind them – in relatable and tangible terms Technical experts within your company
  15. 15. 15 Uniquely positioned to understand the role that their own company plays in the broader picture of innovation REGULAR EMPLOYEES • Can serve as credible spokespeople to discuss innovations their company is pursuing • Require context to understand not only what the innovations are, but the “why” and the benefits behind those innovations Regular employees
  16. 16. 16 The first line of defense with customers FRONT-LINE EMPLOYEES • Can help advocate a company’s innovation story directly to customers and prospects • Can serve as a trusted feedback channel to inspire the next wave of innovation Front-line employees
  17. 17. 17 Trusted Innovation . .. Continue to foster the lifecycle of innovation through these trusted groups – and harness these resources to bolster the credibility of C-suite messages AMPLIFYING TRUSTED INNOVATION FROM WITHIN Provide training and support to serve as a critical feedback loop and customer ambassador Elevate to underscore the credibility behind the innovation strategy, both internally and externally Tap as internal advocates to tell the “how” and “why” behind an innovation
  18. 18. 18 FOR MORE INFORMATION Edelman Employee Engagement helps companies create employee connections that deepen engagement, increase trust and accelerate business performance. Email: employee.engagement@edelman.com Twitter: @EdelmanEE Web: ee.edelman.com Complete Trust Barometer info: trust.edelman.com

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