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The Connection Between Employee Engagement and Glassdoor Scores

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A recent study illuminates the significant link between employee engagement and both Glassdoor scores and stock value. Dr. Charles Scherbaum discusses the results of this analysis and provides concrete advice for systematically measuring and improving employee engagement in order to improve employer brand and financial outcomes.

Published in: Leadership & Management
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The Connection Between Employee Engagement and Glassdoor Scores

  1. 1. ENGAGEMENT THE KEY TO IMPROVING YOUR EMPLOYER BRAND AND FINANCIAL PERFORMANCE... How the C-Suite Can Harness the Employee Experience to Improve the Brand and Organizational Success
  2. 2. Glint conducted a study to identify the relationship between employee engagement and organizational success, using Glassdoor ratings and stock performance as proxies. WHAT IS THE RELATIONSHIP BETWEEN PEOPLE SUCCESS AND ORGANIZATIONAL SUCCESS?
  3. 3. The findings demonstrate that organizations with higher employee engagement achieve significantly better Glassdoor ratings and public company stock performance. WHAT IS THE RELATIONSHIP BETWEEN PEOPLE SUCCESS AND ORGANIZATIONAL SUCCESS?
  4. 4. WHAT IS THE RELATIONSHIP BETWEEN PEOPLE SUCCESS AND ORGANIZATIONAL SUCCESS? Glint’s Data Science Team Analyzed: 75 companies 500,000+ employees 15 industries Stock performance of publicly-traded clients over a 52- week period
  5. 5. Dr. Charles A. Scherbaum Associate Professor of Psychology Baruch College, City University of New York HELPING US UNDERSTAND THE BENEFITS OF THE DATA In the following slides, Dr. Scherbaum will talk through the employee engagement data and its importance to help organizations achieve tangible business results.
  6. 6. WHAT IS THE RELATIONSHIP BETWEEN GLASSDOOR SCORES AND ENGAGEMENT? The analysis revealed that engagement is a critical driver of Glassdoor scores, with companies in the top quartile of Glint scores having, on average…
  7. 7. 35% higher Glassdoor ratings (4.2 vs 3.1)
  8. 8. 34 percentage points higher Glassdoor recommendations (83% vs 49%)
  9. 9. 27 percentage points higher CEO approval (93% vs 66%)
  10. 10. Employees at organizations with favorable (top quartile) driver scores on Growth (learning & development opportunities at work) and Prospects (positive outlook on company future) have an 87% recommendation rating versus 46% for their lower-scoring (bottom quartile) counterparts.
  11. 11. While the evidence for the impact of company culture and engagement towards organizational success has historically been limited, these data provide evidence that employee feedback about issues such as culture, empowerment, and inclusion have a considerable relationship to an organization’s ability to attract top talent. “Influence the employer brand by improving the employee experience.” Charles Scherbaum WHY DO WE WANT TO ENGAGE?
  12. 12. Because the top drivers of employee engagement can vary greatly from one organization to the next, no single key variable accounts for the single greatest impact on Glassdoor rating, validating Glint’s philosophy that every organization has its own engagement profile. WHY DO WE WANT TO ENGAGE? How can the C-suite use this data?
  13. 13. Glint compared the public company stock performance of organizations and Glint engagement scores WHAT ARE THE FINANCIAL BENEFITS OF ENGAGEMENT?
  14. 14. Top quartile of overall Glint scores achieved 42% higher 52-week change in stock value than companies in the bottom quartile WHAT ARE THE FINANCIAL BENEFITS OF ENGAGEMENT?
  15. 15. Companies in the top quartile of Empowerment scores had 35% higher 52- week change in stock value compared to companies in the bottom quartile WHAT ARE THE FINANCIAL BENEFITS OF ENGAGEMENT?
  16. 16. Companies in the top quartile of Growth scores had a 5x higher market cap per employee than companies in the bottom quartile WHAT ARE THE FINANCIAL BENEFITS OF ENGAGEMENT?
  17. 17. These data showcase that organizations with a highly engaged workforce significantly outperform those without. “A highly engaged workforce leads to better financial performance.” Charles Scherbaum HOW CAN LEADERS MAKE ENGAGEMENT A PRIORITY?
  18. 18. CEOs and CFOs must educate executives and managers on the significant impact of employee engagement on organizational success, and make improving employee engagement a priority to reap financial benefits and mitigate business risks. HOW CAN LEADERS MAKE ENGAGEMENT A PRIORITY? How can the C-suite use this data?
  19. 19. WHY IS ACTION SO IMPORTANT? While gathering and understanding people date is important, action drives results
  20. 20. Teams where individuals believe that action will be taken tend to be significantly more engaged, reporting 25% higher engagement scores on average* *Glint customer data WHY IS ACTION SO IMPORTANT?
  21. 21. They are also 25% more likely to recommend the company as a good place to work, compared to those with low confidence in action taking* WHY IS ACTION SO IMPORTANT? *Glint customer data
  22. 22. WHY IS ACTION SO IMPORTANT? *Glint customer data When managers take action to improve specific engagement areas that are impacting their teams, they show 7% higher scores in those areas relative to the overall company average*
  23. 23. These data show that managers who take action to enhance the engagement of their teams are able to do so and elevate team performance. “Taking action in targeted, consistent ways can lead to sustained improvement.” Charles Scherbaum WHAT TYPE OF ACTION IS NECESSARY?
  24. 24. 1. Simply using people data to make the business case for engagement is not enough to create an engaged culture. Let your employees know what you have heard and what you have done in response. 2. Building a culture of engagement starts with holding managers accountable to take action to enhance the engagement of their teams. 3. An engaged culture is not built in a day. Managers must take the time to listen their employees, help guide their careers, and help overcome obstacles to their effectiveness at work. Simple actions make a big difference. WHAT TYPE OF ACTION IS NECESSARY? How can the C-suite use this data?
  25. 25. ABOUT DR. CHARLES SCHERBAUM Dr. Charles A. Scherbaum Associate Professor of Psychology Baruch College, City University of New York With a focus on on talent management, employee engagement, and analytics, Dr. Scherbaum’s research has appeared in journals such as Personnel Psychology, Organizational Research Methods, Educational and Psychological Measurement, Journal of Business and Psychology, and Human Resource Management Review. Dr. Scherbaum was one of the winners of the 2011 M. Scott Myers Award from the Society for Industrial and Organizational Psychology as well as the 2011 Innovation Award from the International Personnel Assessment Council for his research on cognitive ability tests. The Doctor also received a Ph.D. in industrial and organizational psychology from Ohio University.

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