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BIG DATA BUSTS TOP 3
EMPLOYEE ENGAGEMENT
AND LEADERSHIP MYTHS

For companies to be successful,  employees must be engaged ...
Employee engagement is low. 

 

Contrary to popular reports,  the global state of employee engagement is
actually fairly ...
People join companies,  but leave

managers. 

 

People might leave because of bad managers,  but what most employees rea...
Economic conditions negatively impact

employees’ views of leadership

 

Even in some of the most challenging economic si...
‘Q, 

Want more details on M
these myth busters?  :lE! !El: 

Download our report for valuable guidance on the
importance ...
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Big data busts top three myths of employee engagement and leadership

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Big data busts top three myths of employee engagement and leadership

  1. 1. BIG DATA BUSTS TOP 3 EMPLOYEE ENGAGEMENT AND LEADERSHIP MYTHS For companies to be successful, employees must be engaged to perform, innovate and drive business outcomes. We identified three key findings that can challenge some of the beliefs concerning employee engagement and leadership. "IIII" I| '|| '|I I I | |II“| I ''II II'' II ® If C1 Smarter Workforce
  2. 2. Employee engagement is low. Contrary to popular reports, the global state of employee engagement is actually fairly strong. 70% O of employees around the world are engaged .
  3. 3. People join companies, but leave managers. People might leave because of bad managers, but what most employees really need to stay engaged is senior leaders who provide a clear vision for the future. The top driver of engagement is directly related to the actions of senior leaders. Driving employee engagement cannot be delegated to managers alone. TOP DRIVER OF EMPLOYEE ENGAGEMENT: Leaders who communicate a motivating vision of the organization’s future. TOP DETERMINANT OF TURNOVER INTENTIONS: Employees who cannot achieve career goals at the organization and do not believe in the organizations future.
  4. 4. Economic conditions negatively impact employees’ views of leadership Even in some of the most challenging economic situations, senior leaders are able to inspire confidence and motivate employees. In the peak of economic turmoil in 2009, employees rated senior leaders more positively than in 2008. In addition, leaders in emerging and Q 0 challenged markets are typically rated 0 more favorably by their employees than 1 those in mature markets. i 2 mature emerging challenged markets markets markets Mature Markets = United States, United Kingdom, Australia, Germany, Japan, and The Netherlands; Emerging Markets = Brazil, Russia, China, Mexico, South Africa, and United Arab Emirates; Challenged Markets = Egypt, Spain, and Greece
  5. 5. ‘Q, Want more details on M these myth busters? :lE! !El: Download our report for valuable guidance on the importance of leadership in promoting employee engagement for organizational success. READ THE REPORT P IBM Smarter Workforce ibrn. corr1/srnctrterworktorce

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