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Who Group Employee Engagement & HuTrust Trust Whitepaper

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The Employee Trust & Engagement 2014 Results Are Out!

What can an organization focus on to build more trust and engagement with their employees?
What do employees want to trust their organization for?
What do employees want to trust their manager for?

How does this impact their engagement and commitment to the organization and their manager?
In this research, we measure trust and engagement with a view to analyse the most impactful factors that will drive employees to positively endorse your business, support their managers and give their best at work.
We look at how levels of trust can influence engagement behaviours which has key implications for where an organisation should focus. With more targeted understanding, organisations can better focus on reducing those disengaged and to ultimately re-engage where possible.

Published in: Leadership & Management
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Who Group Employee Engagement & HuTrust Trust Whitepaper

  1. 1. Who Group Employee Engagement 8 HuTrust® Trust Study 2014 Uncovering the key drivers of Engagement: Now you can effectively 8 concisely build Engagement with Trust who? HuTruSts >> mext
  2. 2. How Engaged Are We? For what do we (not) trust our employer? What makes us Trust our employer more 8 drives our Engagement? HuTrust and the 6 facets of trust are copyright 8 trademark ifrn/ mext and used under exclusive license by Who Group Table of Contents 1 Executive Findings Why We Conduct Research On Engagement and Trust The Trust 8 Engagement Model 2 3 4 HuTrust® Trust Model explained 6 More Trust Means More Engagement 12 Key Engagement Benchmarks for Australia 14 Key Engagement Benchmarks for New Zealand 1'7 Who We Researched 8 With What? 18 Compared With 2012 19 About HuTrust® Partner network and mext 20 Who Is Who Group? l ~. *1 / ' About the Author Mn 9. Km es’/ ,t<~si is a Consultant in Employee Engagement 8 Development at Who Group. She is an experienced researcher with an Honours—BComm in Organisational Psychology. Her research thesis on Motivation, Effort 8 Performance has been published in the South African Journal of Psychology, 2011.
  3. 3. Want to know how your organisation is performing? Contact Who Group for further information. See whogroup. com Executive Findings: Are our employees just treading water? _ 44.4! _ What to consider when engaging your workforce I Typically employees that have more trust in you are also more engaged. I A higher trust level at your organisation means more of your employees are engaged at your organisation. I The touch points to consider when building trust and engagement are the 6 HuTrust® Facets comprising Stability 8 Development aspects, Relationship 8 Benefit aspects, Vision 8 Competence aspects that together define your employees’ work experience. I In 2014, how your organisation develops for the future and the value of working at your organisation is what drives employees to trust you most. I In 2014, trust in the direct manager is influenced strongest by how competent and how well established the manager is perceived to be. I Organisational Trust drives Engagement more than direct Manager Trust, which means you cannot afford to just leave it up to the team manager. HR and senior management play an integral part in engaging your workforce. : .'-J ‘1- After 2 years of service length, employee engagement 8 trust drops by more than 10%. Besides driving engagement whilst attracting, hiring and inducting new employees, what does your organisation do to engage your current, long-term employees? Does your organisation deliver on what it promised during the hiring period? What are the key benchmarks for 2013/14? Australia - 62% are engaged! - Almost every 2nd employee would leave if a better opportunity came Organisations in Australia are barely trusted - Trust has decreased since 2012 by 9%. Managers in Australia are barely trusted. New Zealand - 56% are engaged! - Every 2nd employee would leave if a better opportunity came along. Organisations in New Zealand are barely trusted. Managers in New Zealand are just trusted. Who Group Employee Engagement 8 HuTrust® Trust Study 2014 www whogroup com 1
  4. 4. Why We Conduct Research On Engagement And Trust | his study forms part of the global HuTrust® Trust and Who Group Engagement Benchmarks. Most leaders in business today acknowledge that high levels of engagement promote retention of talent, foster greater employee loyalty, and increase organisational performance and shareholder value. An engaged employee typically goes ‘above and beyond’ and displays a range of other positive behaviours including increased productivity and performance. Positive financial results from high performing organisations as expressed by increased operating income and return on investment was well documented in a Towers Perrin report published almost a decade ago. More recently, the implications of Trust on the impact of employee engagement is becoming evident. Research is highlighting the intricate relationship between engagement and trust, with high performing organisations reflecting higher levels of trust and engagement as compared with their low performing counterparts. * Engagement and trust are multi—faceted concepts and the opportunity for organisations to build positive work environments are numerous. In this study, we look at how levels of trust can influence engagement behaviours, which has key implications for where an organisation should focus. With more targeted understanding, organisations can better focus on reducing those disengaged and to ultimately re—engage where possible. Strengthening the connection with those who are "moderately engaged" is also an opportunity. In this research, we measure trust and engagement with a view to analyse the most impactful drivers. The study builds on the previous work from consulting and research on HuTrust® in employee research, employer branding, people engagement 8 culture, leadership and people performance optimisation. The Who Group Employee Engagement 8 HuTrust® Trust Study was conducted during 2013/14 with 1043 participants, compiled by Who Group in collaboration with mext consulting utilising HuTrust® ‘Building Trust 2013 by Interaction Associates and HCI. Who Group Employee Engagement 8 HuTrust® Trust Study 2014 www whogroup com 2
  5. 5. The Trust 8 Engagement Model What is Engagement? Employee Engagement has to do with the level of emotional commitment that an employee has towards achieving work and organisational goals. The engagement questions in the survey answer the question of what the employees are prepared to do and are categorised into three dimensions: Endorse, Enjoy and Exceed. O 9 Endorse Enjoy Exceed assesses the degree to assesses the degree to assesses the degree to which employees which employees have a which employees are promote the brand, positive experience in willing to do more than products and services of their work environment is expected and the organisation. and how that affects supporting their propensity to stay. management's decisions, to ensure organisational success. However, an analysis of trust provides a much deeper insight into employee behaviour. Intrinsically most people understand that trust is at the heart of all relationships, but how do you define it and then how do you build it? Trust is an integral component of the Who Group framework as it underpins our entire engagement approach. Trust inspires confidence that the organisation will succeed and deliver on its promises; confidence that the managers have the competence to deliver the organisation's vision and drive the employees’ development. It is trust that makes employees endorse, enjoy and exceed at their work. Trust answers the question why employees are engaged - namely because they trust. Organisational Manager ‘ Trust _ Who Group Employee Engagement Er HuTn. ist® Trust Study 2014 wwwwhogroupcom 3
  6. 6. HuTrust® Trust Model Explained Who Group uses a patented Trust Model called HuTrust® to measure trust and the relationship trust has with driving engagement. It has six facets that collectively contribute to the development of trust building, and ultimately engagement. The 6 HuTrust® facets are the touch points that help create an employees experience of trust at your organisation. HuTrust® is psychologically correct, statistically proven and reliable in measuring trust. HuTrust® is based on the most modern full psychology, Morphological Psychology, originating from Germany and has been successfully used in practical business applications and research globally. HuTrust ® dispels the commonly held perception that trust is important yet fundamentally a "fluffy" concept, lacking commercial relevance or application. HuTrust® gives us the levers to drive engagement, performance and commitment to your organisation. Who Group Employee Engagement 8 HuTrust® Trust Study 2014 How does your organisation build trust with it's people? Introducing the 6 HuTrust® Facets: Relationship. What kind of relationship do @ we stand for? Stability. What are our organisation's stabilising factors? Benefit. What value and benefits can we offer? Vision. What is our organisation's vision that we can strive for? Development. How does our organisation develop to stay relevant? Competence. What is the competence of our organisation? www whogroup. com 4
  7. 7. Our research supports that the 6 HuTrust® Facets account for over 86% of Trust forming in an employee's mind In other words, to build trust with your employees it makes sense to focus on the 6 HuTrust® Facets. And because typically when trust increases engagement also increases, organisations cannot afford not to focus on how employees perceive them, ie. trust them. .. The six HuTrust® facets are highly correlated to trust (typically r = 0.9) and engagement (typically r = 0.6). The six HuTrust® Facets together drive almost all of trust (Typically R2 = 86%). Trust has a strong, positive correlation to Engagement (r = 0.734) that is highly significant (p-value<0.0001). The p-value tests how likely this correlation is due to chance and at 0.0001, this is hardly a chance occurrence. Who Group Employee Engagement 8 HuTrust® Trust Study 2014 This means that we can confidently say that typically in the general population, the more employees trust their organisation and manager, the more engaged they are with your organisation to stay, endorse and exceed. wwiv whogioup coin 5
  8. 8. How much do your employees trust your organisation? The average level of employee trust in their organisation lies at 6.7 out of 10 with 42% of people not trusting their organisation at all. Ideally an organisation needs a trust level of 9 out of 10 to be fully trusted and gain the benefits of an engaged workforce. Who Group Employee Engagement 8 HuTrust® Trust Study 2014 Organisational Trust Means More Employees With Engaging Behaviours Traditionally, the engagement score is calculated by combining "Agree" and "Highly Agree” responses to the questions that measure engagement (such as intent to stay, recommend products, recommend workplace and so on). In our research, we separated "Agree" from "Highly Agree" employees and looked at their levels of trust. Note on the trust scale; we consider those that rated 5 or 6 out of 10 as ‘Ambivalent’ and those that rate 7 or more as ‘Trusting’, which from research indicates when trust starts to form (Mext/ ifm). The key findings on views of organisational trust were: I Nearly four times more employees "Highly Agree” that they intend to stay the long term when they are ‘Trusting’ (26%) of their organisation as opposed to when they are 'Ambivalent’ (7%). I Double the amount of employees "Agree" that they intend to stay when they are ‘Trusting’ (45%) of their organisation as opposed to when they are ‘Ambivalent’ (23%). I Six times more employees “Highly Agree” to recommend their workplace when they are ‘Trusting’ (31%) of their organisation as opposed to when they are ‘Ambivalent' (5%). I Employees that generally “Agree" to recommend their workplace and are organisationally ‘Trusting’ are slightly more than those that are ‘Ambivalent' (50% Ambivalent vs 58% Trusting). The findings reflect the magnitude in which organisational trust can impact directly on engaging behaviours. A higher trust level in the organisation has a higher percentage of employees who recommend working here A higher trust level in the organisation has a higher percentage of employees who intend to stay - agree I highly agree I agree I hiehlv agree 50% 70% 45% r - ' ' ' ' ' ' - ' ' ' - ' ' ' ' - ' ' ' 53% 40% 60% 35% 50% 30% 40% 25% 20% 30% 15% 9% 6' QMFWVEES who intend to SSW 20% % df employees who recommend working here 10% 10% 5% “% — Seared 5 - 6 out of ID foromunlsctlonnl Trust Saved 7-10 00201 1070! 0llIn| sII| onIl‘| 'rust 0% soomt 5 — 6 out at 10 for Organisations! Trust scam: 7-10 out of mlor 0r[anlsItiomlTrusl www whogroup. com 6
  9. 9. Organisations cannot leave building Trust and Engagement only up to the direct managers Trust in your organisation drives Engagement more than trust in the direct manager. Organisational Trust drives. .. Endorsing the company as an employer 44% more and it's products 8 services 60% more Employee loyalty to stay Work Enjoyment 54% more 36% more . ..than direct manager trust. Trust building should be an asset discussed and managed by business leaders together with HR as a strategic partner. Trust building should be incorporated into wider organisational activities such as the Employer Brand, Employee Value Proposition, Culture and Values initiatives. Who Group Employee Engagement 8 HuTrust® Trust Study 2014 www. whog'roup. com 7
  10. 10. Whilst all of the six HuTrust® facets were found to be driving trust from our statistical driver analysis, Development 8 Benefit were found to drive trust strongest. From our clients, we have seen that this varies from organisation to organisation depending on their circumstances. Contact us for more information. www. whogroup. com Will my organisation stay relevant for the future? What is in it for me if I work here? These are employees’ key drivers of organisational trust in 2014 In 2014 , the strongest driver, from the six HuTrust® facets, that is influencing employees to trust their organisation is Development: Will my organisation stay relevant for the future? Will it still be in business in a few years? Unfortunately, nearly half (40%) of employees do not trust that their organisation will develop well for the future, whilst 22% only moderately trust for this. What is your organisation doing to stay relevant? Are you developing your staff? Staying abreast of industry developments? Are you innovative or stuck in the past? The second strongest driver of organisational trust is Benefit: What's in it for me? What Who Group Employee Engagement 8 HuTrust® Trust Study 2014 makes working at this organisation valuable to me besides earning money? Unfortunately, almost half (45%) of employees do not feel that the organisation meets their needs or is valuable to them besides pay. What do employees gain from working at your organisation? Do you even know what your employees find valuable? Is it climbing the corporate ladder or just having fun with workmates? Defining a clear Employee Value Proposition (EVP) can transform your organisation. www whogroup. com 8
  11. 11. Direct Manager Trust Matters In Driving Engagement When we looked at trust levels amongst those who "Agree” or “Highly Agree" to whether they support their managers decisions or intend to stay for the long-term, we continue to see big differences between groups. Key Findings in views of direct manager trust include: Direct Manager Trust drives: Support Four times moi 0 employees "Highly Agree" that they support their manager's decisions when they are ‘Trusting’ (33%) of their manager as opposed to when they are ‘Ambivalent’ (8%). Three times more employees "Highly Agree” that they intend to stay the long term when they are ‘Trusting’ (21 %) of their manager as opposed to when they are ‘Ambivalent’ (7%). Employees that generally "Agree” to these engagement behaviours are slightly more when they are ‘Trusting’ of their manager than when they are 'Ambivalent’, although the differences were The results show that trust in the direct manager has clear implications for a range of engaging in the ma nager’s jr decisions ‘ 7: 57; OC more ’ not as dramatic. Di5C7efi°']§"Y behaviours. . effort 8 . ITIOYG 7 A higher trust level In the manager has a higher percentage of employees who intend to stay I agree I highly agree . ..than 45% Organisational 40% , . 33;’ . ... ... ... ... . . . 39% r Trust. ,3 : 3 35% . 11 r 5 I § 30% : o 3 25% 2a‘% r - -X-3 ---- -: — ---------- - -i E I 21% E 20% : % I 3e 15% : r 10% 7% 5% 0% 'Ambivalent’ ‘Trusting’ scored 5 — 6 out of 10 for Marugerrrust Scored 7-JD out of 10 for MInagIrTrust Who Group Employee Engagement 8 HuTrust® Trust Study 2014 % or employees suwortlu their manners detisiovls § § § M736 30% 20% 10% A hlgher trust level In the manager has a higher percentage of supporting employees I agree I rrigrriy agree a. s------ ‘Ambivalent ' ’Tm:1lng’ Scored 5 — 6 out of 10 for MInagerTrust Scored 7-10 out of 10 for ManIgerTrust
  12. 12. agers are great. he ‘now what to do and where we need to go and empower us to succeed. .17 ‘Q’ r is ok. She is e get along well. ot sure how good where it takes me. So, do you think you're trusted leaders ? Do you know what your team is thinking and saying about you as a manager? How much do they trust you as their manager? Trust is the basis for what others say and think of us, influencing behaviour and attitudes. My manager 1:. only NOHlE'd about how they look after themselves The average level of employee trust in their manager lies at moderate trust with 7.4 out of 10. Almost one in 3 of those researched are not trusting of their manager at all. Ideally a manager needs a 9 out of 10 to be / éF{i highly trusted, have their decisions supported ’ without question and employees being more willing to go 'above and beyond’ to achieve the manager's directives. Who Group Employee Engagement 8 HuTrust® Trust Study 2014 www whogroup. com 10
  13. 13. Whilst all of the six HuTrust® facets were found to be driving trust from our statistical driver analysis, Development 8 Benefit were found to drive trust strongest. From our clients we have seen that this varies from organisation to organisation depending on their circumstances. Contact us for more information. www. whogroup. com Can my manager lead our team successfully? Is my manager well established in the organisation? These are employees’ key drivers of manager trust in 2014 In 2014, the strongest driver, from the six HuTrust® facets, that is influencing employees to trust their manager is Competence: Does your team trust you to be a good leader and help them to succeed? Do your superiors trust your ability to lead your team and achieve your objectives? Over half (52%) of employees strongly feel their manager has what it takes to lead their team. However, almost a third of employees (31%) still don't trust their manager's leadership capability. How do you bring out the best from your team? As a manager, how do you show your superiors that you can lead your team effectively? Being perceived as a competent leader means you have to justify yourself less, whilst having your decision's supported more, leaving more time for you to focus on achieving with your team. Who Group Employee Engagement E2 HuTrust® Trust Study 2014 Driving trust in the manager at equal strength is Stability: How well established are you as a manager in the organisation? Do you give your team and superiors a sense of stability? Almost half (45%) of employees perceive their manager to have a strong foundation. However, just over a third (37%) of employees feel their manager lacks stability. Do you as a manager know what stabilising factors you have? Are you well known and respected in the organisation? Highly educated with a track record of success? Do you communicate these factors to your team and supervisors? Being in a team with an established manager can give team members a sense of stability, in that, the team has a solid representation. www. whog'roup. com 11
  14. 14. Key Engagement Benchmarks for Australia: 62% are engaged! How many of us in total are engaged in Australia? Fully Engaged Moderately Engaged 1 it if K1‘ C Dlsengaged Almost every 2nd employee would leave if a better opportunity came along. What is your organisation doing to keep your key talent? 1 out of 4 employees do not support their manager's decisions. As a manager, how can you gain their support and stop them from working against you? Engagement score for each category 8 their items Endorse Recommend Working Here Recommend Products Outside Work Enjoy Intend to Stay Work Enjoyment Exceed Go the Extra Mile Support Manager's Decision Sample Size = 495 N —' o° 61% 69% 50% 51% 74% 79% 92% l ow o° Please note: Single items illustrate percentage of ‘agrees’ Er ‘highly agrees’. Category score is the percentage of people that are considered engaged for that category. Who Group Employee Engagement 8 HuTrust® Trust Study 2014 www whogroup com 12
  15. 15. What are Organisations in Australia most trusted for? Organisations in Australia are barely trusted 2 out of 5 Australian employees do not trust that their organisation will develop well for the futu-re_ Stability Vision _ _ I _ Relationship Considering that Development is a key driver of organisational trust, this can seriously Development impact your overall employee trust and engagement levels. Competence Benefit What can your organisation do to show that they will be relevant and in business in the next couple of years? Organisational Trust nimm Amhlvnlmt rum Stop your talented employees from jumping Average level of trust does not pass the trust threshold. ship and show what a market leader your organisation is. What are Managers in Australia most trusted f ? . . or Managers in Australia are barely trusted Almost half of Australian employees highly trust their manager's leadership capabilities. This is positive since Competence to Lead is a Stabimy key driver of Manager Trust. Vision Relationship However, the average level of trust is ambivalent. Many managers are not trusted for giving their team a clear vision or goal or a °°'“"°‘°"" sense of stability. Many managers could relate better to their team. Employees mostly feel Development Benefit that working with their manager is not M’"""°”'““ valuable or beneficial to them as their manager 5 could better meet their needs by helping them Wm Wm" M grow or by just making work fun Average level of trust does not pass the trust threshold. except for Manager trust overall just makes 7/10. What are you doing as a manager to become a trusted leader? Results represent all surveys received for this Country. No weighted averages were applied Please see page 17 for more details Who Group Employee Engagement 8 HuTrust® Trust Study 2014 www whogroup com 13
  16. 16. Key Engagement Benchmarks for New Zealand: 56% are engaged! How many of us are engaged in New Zealand? Fully Engaged Every 2nd employee would leave if a better opportunity came along. Madame“, Engaged However, 5 out of 6 are supportive of their manager's decisions. - . t , t , s 7 Employees in New Zealand seem to Neutral "8’ K K K W . be more neutral than employees in Australia. Luckily neutral employees are more readily engaged than those that are disengaged. Disengaged 2 0/, Engagement score for each category 8 their items Endorse 59% Recommend Working Here 76% Recommend Products Outside Work 65% Enjoy 47% Intend to Stay 49% Work Enjoyment 74% Exceed 87% Go the Extra Mile 96% on on o° Support Manager's Decision Sample Size = 449 Please note: Single items illustrate percentage of ‘agrees’ Er ‘highly agrees’. Category score is the percentage of people that are considered engaged for that category, Who Group Employee Engagement 8 HuTrust® Trust Study 2014 www whogroup com 14
  17. 17. What are Organisations in New Zealand most trusted for? Even though organisations seem to have a slightly higher trust level than in Australia, they are still not trusted with 1 in 10 employees actually distrusting their organisation. Considering that almost half of employees do not trust their organisation to be of value to them besides getting a wage, and more than half do not think that their organisation has an appealing vision to work towards, it becomes clear why their trust might be low. What is your organisation doing to show its employees value beyond pay, to inspire them to work towards something great? What are Managers in New Zealand most trusted for? It appears that managers in New Zealand are a little more trusted than their counterparts in Australia, especially for relating well and leading their teams. However, they are not as trusted for giving stability to the team, nor giving their team a clear vision and goals. Ideally, a manager needs to have an average level of trust of 8 out of 10 to minimize any doubts employees might have about their manager. Just that little bit more trust can make a big difference! Organisations in New Zealand are barely trusted Vislon Stability Relationship Development Competence Benefit Organisational Trust : olmm Ambhllont rum Average level of trust does not pass the trust threshold. Managers in New Zealand are just trusted Vision summv T Relationship Development Competence Benefit Manager Trust 1 -211- Dlnrust Amhlvnlnnt Tn-z Average level of trust just passes the trust threshold for all except Vision and Stability. Results represent all surveys received for this country. No weighted averages were applied. Please see page 17 for more details. Who Group Employee Engagement 8 HuTrust® Trust Study 2014 www whogroup com 15
  18. 18. Interesting Find: After 2 years of service length, employee engagement 8 trust drastically drops by more than 10%! How the Engagement 8 Trust score changes the longer employees have been with their employer 80 75 cu § 70 in -0- Engagement R4’ 55 ‘E -I-Trust § tn 60 n. 55 50 -1 . . I Less Than 6 6 months to Z More than 2 More than 5 More than 10 months years years to 5 years to 10 years years years Typically organisations market their employer Besides driving engagement whilst brand to attract talented individuals. Promises attracting’ hiring and inducting are made to the candidate to get them to join. These promises in the form of an employee new employees’ what does your value proposition (EVP) form a psychological 0T9aT1lSatl0T'l d0 to engage YOU! ’ contract in the new recruit‘s mind. Once they current, l0nger—tef'fn emp|0yeeg? join, they typically go through an induction How does your organisation process of some sort, welcoming them. Then _ _ _ _ they embark on the honeymoon period where dell‘/ er on what lt promlsed dunng everything is still new and exciting but this the hiring process? An appealing gradually ‘fizzles out’ after 2 years. These Evp brought to life in the Current employees come to the realisation that . perhaps their experience as an employee at the employee eXpenenCe' can make an organisation does not quite match what they the difference- have been promised. Therefore, the psychological contract is broken, trust is depleted and engagement drops. Who Group Employee Engagement 8 HuTrust® Tmst Study 2014 www. whog'roup. com 16
  19. 19. Who we researched 8 with what? We set out to collect an employee profile representative of many. Together with our partners we collected a sample of 1047 people from a range of functions/ teams, seniority, age groups, industries, company sizes, and with various service lengths. Participants spanned across 15 countries and were gathered online and in person over five months in 2013/ 14. Most participants are from Australia and New Zealand. We used a short reliable and valid survey that investigates engagement and trust levels. Engagement was measured with six standard engagement items that investigate employees commitment to stay, go the extra mile, endorse their employer, support their manager, and their level of work enjoyment. Trust was measured with 19 items that pertain to how much respondents trust the employing organisation for stability 8 development aspects, relationship 8 benefit aspects, and vision 8 competence aspects. We asked respondents to rate their level of agreement on each item with a Likert-type scale. Likert-type scales have been found most effective in measuring attitudes and affect. * Who Group Employee Engagement 8 HuTrust® Trust Study 2014 I Australia I New Zealand I Fiji I Germany I United Kingdom I Philippines I Singapore I South Africa I United States I France I Turkey I Bulgaria 1 Canada I India - Netherlands The reliability of the survey was measured with the Cronbach's Alpha indicating a high level of intemal consistency with 0.94. The validity of the tool we explain further in the trust and engagement section of this report *(Likert, R. (1932). A Technique for the Measurement of Attitudes. Archives of Psychology, 140, 1-55.) www whogroup com 17
  20. 20. Compared with 2012: Despite working in one of the world's best performing economies Australia, in 2012 the results showed that almost 1 in 3 employees did not trust their organisation and manager. Two years later, in 2014 we see this figure has dropped even more, with almost half (42%) not trusting their organisation. Overall, the trust profile for Australia has changed compared with 2012, with less employees trusting their organisation (54% in 2014 vs 71% in 2012). Similar declines are seen in trust levels of the manager (67% in 2014 vs 72% in 2012). On the whole, the average trust level was moderate to low at 7.2 out of 10 in 2012, now it is 6.3 out of 10 in 2014. Mext/ ifm research has shown that people typically start trusting when 7 or more out of 10 is indicated. HuTrust® Employee Profile 2012 for Australia 16% 19% *(Z6%) *(17%) 12% *(20%) Trust the Manager Trust the Organisation . Trust 0 Neutral C Distrusting * In brackets is the comparison 2014 HuTrust ® employee results for Australia. Who Group Employee Engagement E2 HuTrust® Trust Study 2014 We also found that employees that trust their organisation are far more likely to feel engaged and show engaging behaviours such as support manager's decisions and endorse the company. When looking at the drivers of Trust, in 2012 the organisational trust drivers were Relationship and Competence. This has changed in 2014, with Development and Benefit being the most influential drivers. This suggests the environmental landscape has shifted to a ‘rewards’ focus and the need to revisit the ‘whats in it for me’ for employees. For organisations, a clear employee value proposition (EVP) will be fundamental to tap into building and creating an engaging and trusting workplace. If people trust their organisation, they. . , ” . ‘. Will enjoy their work environment , 94.5/o , 1 much more _- I , ”89.8%“. Will recommend to others to K‘ ,1’ apply for a job in the organisation '1’ “‘ Will support the decisions their { 85.4% ) ,1 manager make , ” 67% “; Intend to stay in the organisation ’/ for the long term I ' ‘ , ” 947 ‘. Will go the extra mile to do their I ° I . I Job __ ’z I ‘ ~ {I91 77 ‘. Recommend the organisations i - ° I . . ,1 products and services to friends 8 family ‘Z012 HuTrust® Employee survey www. whog'roup. com 18
  21. 21. The HuTrust® methodology is available internationally through a network of HuTrust® partners each specialising in their own area of expertise and gathering insight on HuTrust® applications and research. Who Group is HuTrust® partner in People and Performance Consulting. About HuTrust® Partner network New studies, articles and updates to the HuTrust® methodology are constantly published. HuTrust® specialists globally help clients significantly improve their performance short and long —term by actively building trust in their organisations, brands, people and products. www. hutrust. com HuTrust® studies are done on topics such as employee trust, trust in banks and financial institutions, and politicians. These studies are conducted by the HuTrust® Partner network across the globe of which Who Group is a part. The latest research conducted by Who Group in conjunction with mext consulting investigates Trust in Australian Employers and the effects trust has on employee engagement and performance. For details of the research results please contact Who Group. Mext help clients grow with vision, precision and certainty by helping them build trust in their organisations, brands, products and People. HuTrust, Who Group, the author 8 mext have carefully compiled this document. The information contained in it has been obtained from sources that we believes to be reliable. HuTrust, Who Group, the author and mext do not make any representation as to the accuracy of the information received from third parties and is unable to accept liability for any loss incurred by anyone who relies on it. The recipient of this document is responsible for their use of it, and any decisions, actions and consequences pertained to it. Who Group Employee Engagement 8 HuTrust® Trust Study 2014 www whogroup com 19
  22. 22. Who is Who Group? Who Group are Human Capital service and Recruitment delivery specialists who create solutions that make a difference. Who Group Human Capital services is ideally positioned to be your strategic business partner. Our core focus is to assist organisations to improve their performance through their people. We use a combination of best practice tools, interventions and methodologies that deliver results. Our consulting approach provides customised solutions for every client and we focus on those things that drive your success. Our expertise spans the entire employee life cycle from "hire to retire" and we are able to assist with the entire process from attraction through to retention. We have experience across the HR value chain and we partner with our clients to design solutions that are a best fit for their environment. We also place a great emphasis on creating sufficient knowledge and capability transfer back to our clients to ensure lasting and sustainable solutions. Who knows you. www. whogroup. com 0 Employee Surveys 8 Diagnostics 0 Recruitment 8 Executive Search 0 Culture Change 8 Employee Wellness 0 Outplacement 8 Career Counseling 0 Employer Branding 8 EVP 0 Leadership Coaching Contact Us: Telephone: +61 (0) 3 8636 4000 Fax: +61 (0)3 8636 4099 Head Office: Level 2, 1 Southbank Blvdfilsouthbank VIC 3006

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