FOR ICDC 2016

FINANCE OPERATIONS RESEARCH EVENT
Skyline DECA
Skyline High School
1122 228th Avenue Southeast
Sammamish, WA 98075
Thomas Bowler
Jarod Bleiweiss
JANUARY 11, 2016

Table of Contents
I. EXECUTIVE SUMMARY ............................................................................................................................ 1
II. INTRODUCTION ....................................................................................................................................... 3
III. RESEARCH METHODS USED IN THE STUDY........................................................................................ 7
IV. FINDINGS AND CONCLUSIONS OF THE STUDY ................................................................................. 14
V. PROPOSED STRATEGIC PLAN............................................................................................................... 21
VI. PROPOSED BUDGET.............................................................................................................................. 28
VII. BIBLIOGRAPHY ................................................................................................................................... 30

B o w l e r |1
I. EXECUTIVE SUMMARY
Description of the Business:
Edward Jones is an investment firm headquartered in St. Louis, Missouri, assisting their seven million clients throughout
their 11,000 locations nationwide with long-term financial goals such as mortgages, retirement savings, and education
tuition. The investment firm stands apart in excellence due to its philosophy of developing strong relationships with their
clients to make their experience with Edward Jones memorable. Edward Jones has an unprecedented revenue of $6.3
billion as well as consistently ranking among the top 10 investment firms in America according to Fortune Magazine.
Current Employee Engagement Strategies:
Edward D. "Ted" Jones Jr. was the son of founder Edward D. Jones. Ted Jones made a monumental decision to change
the ownership of the company from a closely held private partnership to a partnership for a majority of the employees to
earn "partner" with the firm. The ability to be an owner in this company is a huge benefit and typically makes the
employees highly motivated toward a greater level of success. The employees buy into the culture and the philosophy,
especially when their compensation is directly linked via ownership in the company.
Edward Jones’ Current Employee Engagement Strategies
 Travel Award Program  Performance Communications
 Summer Regional Meetings  Feedback Opportunities
Research Methods:
Research Goals
1. Align the engagement goals of Edward Jones with the employees of the business.
2. Examine the current employee engagement strategies at Edward Jones and their effectiveness.
3. Understand the best methods to establish an improvement in Edward Jones’ employee
engagement strategies.
Research Methods
Surveys:
 Branch Employee Online Survey
 Human Resources Division Online Survey
 Recruitment Division Online Survey
Personal Interviews:
 Alexis Jordan, Human Resource Manager
 Laura Cook, Assistant Branch Recruitment Director
 Dino Guzzetti, Financial Advisor at Sammamish Branch
 David Bleiweiss, Financial Advisor at Issaquah Branch
Focus Groups:
 Human Resource Division Focus Group
 Branch Employees Focus Group
Secondary Research:
 Past company reports
 Evaluations of competitors and other businesses’ employee engagement strategies
 Internet sources: LinkedIn, Company website, and Forbes
 Employee engagement books

F i n a n c e O p e r a t i o n s R e s e a r c h E v e n t B l e i w e i s s , B o w l e r | 2
Findings and Conclusions:
Conclusions Based on the Findings
1. Edward Jones’ employees are motivated through accomplishing tasks as opposed to monetary values
2. The limited number of employees in each Edward Jones’ branch limits bonding in the collective work
environment
3. Employees love working for a company that is socially responsible
4. Edward Jones’ workforce lacks Generation Y employees in the employee base
5. Edward Jones’ recruiting process is not compatible for potential Generation Y employees
6. Relationships between Edward Jones’ managers and employees are not strong
7. Edward Jones’ employees want to feel appreciated by their managers
Proposed Strategic Plan:
Overarching Goals of the Proposed Strategic Plan
Specific Aims of the Proposed Strategic Plan
1. Enhance corporate social responsibility at Edward Jones
2. Increase generation Y’s share of employees in the Edward Jones workforce
3. Empower value of employees to optimize employer-employee relationships
Objective Activity Year 1 Cost Year 2 Cost Year 3 Cost
1 Support Charities $11,500,000 $11,500,000 $11,500,000
2 College Career Services $700,000 $700,000 $700,000
2 Generation Y Recruiting $520,000 $520,000 $520,000
3 Employee Resource Groups $4,500,000 $4,500,000 $4,500,000
3 I/O Psychologist Hiring $6,781,320 $6,781,320 $6,781,320
3 Regional Manager Visits $16,250 $16,250 $16,250
Subtotal $24,017,570 $24,017,570 $24,017,570
Total Investment Cost $72,052,710
0
20
40
60
80
Theory X Theory Y
#ofrespondents
Which motivational theory applies to the
employees in the work environment?
Theory Name
0
50
100
Daily Weekly Monthly Yearly
#ofrespondents
How often do you see your
manager/supervisor?
Time frame
Increase
productivity by
15% in three
years
Reduce turnover
by 5% in three
years
Decrease defects
by 20% in three
years

II. INTRODUCTION
A. Description of the business or organization
In 1922, Edward D. Jones Sr., a long time native to the state of Missouri, founded the successfulinvestment
services firm, Edward Jones, which stands apart with its excellence and consistent high-achievement in revenue of $6.3
billion to this day.1
During the establishment of Edward Jones in St. Louis, the company’s headquarters to this day, Mr.
Jones’s eyes were set on assisting clients with long-term investments throughout the world. The founder of this
investment firm would not be disappointed in years to come as Edward Jones has reached the top 10 investment firms in
the United States each in the last 11 years according to Fortune
Magazine.2
Each Edward Jones office is usually staffed by two
qualified associates: one Financial Advisor and one Branch Office
Administrator. The one-broker-per-office model allows clients to
directly choose their broker and also permits the investment firm
to open offices in areas and towns where a large office staffed by
many brokers would be unprofitable. Following this business
model has allowed Edward Jones to expand immensely, being
incorporated of 35,000 employees, 11,000 locations, and building over 7 million clients worldwide, providing more
branch-office locations than any other brokerage in North America3
.
Long-term investments can be very challenging and stressfulfor many individuals worldwide, but Edward Jones
is a decidedly different kind of investment firm as the mission is to help clients reach their long-term financial goals.
Edward Jones provides clients with a financial advisor who will meet with the individual face to face to discuss their
current financial situation and determine the specific needs of them as well. Edward Jones comes to conclusions on
clients’ needs and how to reach goals on a consistent basis. The most common needs that Edward Jones faces are
preparing for retirement, living in retirement, preparing for the unexpected (being laid off, need of expensive surgery,
1 https://www.edwardjones.com/en_US/different/history/index.html
2 http://fortune.com/best-companies/
3 https://www.edwardjones.com/cgi/getHTML.cgi?page=/en_US/fa/index.html
~Facets of Client Discussions

etc.), paying for education, and planning estate and inheritance. Each of these needs concern important long-term
financial problems that unfortunately cause 18.5% of individuals worldwide to go bankrupt.4
B. Description of the community (Economic, Geographic, Demographic, and Socioeconomic factors)
While Edward Jones’ headquarters are located in St. Louis, Missouri, the investment firm derives a majority of
its success fromits numerous locations throughout the United States. The following economic, geographic, demographic,
and socioeconomic factors pertain to the United States as a whole.
Economic: Edward Jones benefits from the rising
economy of the United States since the most recent
recession in 2008. Not only has the nation seen
immense improvement in the unemployment rate, but
The United States is the world's largest national
economy, representing 22% of nominal global GDP and
17% of global GDP (PPP). The United States' GDP was
estimated to be $17.710 trillion as of Q1 2015.5
Financially speaking, Edward Jones will further continue its success as Finance Companies are rising in
Consumer Credit as seen in the graph on the right. Furthermore, the percentage of families holding a financial asset of
retirement accounts has increased from 21.5% to 42.7% from 1989 to 2015.6
The appealing economic state of financial
businesses creates a favorable opportunity for Edward Jones to engage its employees to continue the legacy of greatness
that makes the investment firm stand apart in excellence in the finance industry.
Geographic: As mentioned in the beginning of this section, Edward Jones’ headquarters are located in St. Louis,
Missouri. Edward Jones does not only strive in the state of Missouri, but across the entire nation through its branch
network of over 11,000 locations nationwide. Edward Jones holds some offices in Canada and also had locations in the
United Kingdom for 10 years, before selling the division to Tory Law in 2009.
4 http://www.uscourts.gov/FederalCourts/Bankruptcy.aspx
5 http://data.bls.gov/timeseries/LNS14000000
6 http://www.allcountries.org/uscensus/792_financial_assets_held_by_families_by.html
676.4
680
688.7
691.5
2012 2013 2014 2015
Dollars(Billions)
Year
FINANCE COMPANIES
CONSUMER CREDIT

As the United States stands as the third largest country in terms of land area, the potential for further expansion
of Edward Jones offices will continue. Transportation remains very accessible and convenient in the United States
whether it is interstate or international travel. Edward Jones benefits from major highways that stream throughout the
U.S. like I-90 (West-East) and I-5 (North-South), which constitute for a portion of the 157,724 mile long U.S. highway
system. Furthermore, the United States
borders the Atlantic and Pacific Oceans,
creating a favorable opportunity for the
nation to trade with foreign countries,
ultimately strengthening the United States’
economy (Demonstrated in the previous
subsection).
Demographic: As of June 26, 2015, the
United States has a total resident population of
321,160,000, making it the third most populous country in the world. The United States is very urbanized, with 81% of
citizens residing in cities and suburbs as of 2014 (The worldwide urban rate is 54%)7
. Edward Jones has a tremendous
opportunity to capitalize on the abundance of urban residents as over 2/3 of the investment firm’s branches are located in
cities. The rise of the nation’s population since 1990 closely correlates with the rise of clients at Edward Jones, making it
a favorable trend for the business’ future. With potential for a continuation of Edward Jones’ client base, the investment
firm is and will be an encouraging and engaging business for current and future employees.
Edward Jones has enjoyed experiencing the nations’ growth in average income, which has tripled since 1930 as
it currently sits at approximately $52,0008
. Higher income directly correlates with higher living standards for the U.S.
population. The nation’s wealthy inhabitants make the United States a perfect area to recruit employees with both the
resources and a predisposition towards philanthropic organizations such as Edward Jones.
7 https://www.census.gov/geo/reference/urban-rural.html
8 https://research.stlouisfed.org/fred2/series/MEHOINUSA672N
~Edward Jones’ 11,000 offices throughout the U.S.

Socioeconomic: In terms of the commission based fees towards
finance and investment firms, in 2012, American consumers
spent an average of $1,700, in 2013, $1,830, in 2014, $1,995,
and in 2014, $2,180.9
Although the money spent towards using
investment firms such as Edward Jones has been increasing
since 2010, the money spent towards long-term investments is
not as focused as several other aspects of life such as food,
clothing, healthcare, insurance, transportation, housing, and other miscellaneous items. 84% of Americans do not seriously
think about their retirement and other long-term investments until the age of 37. Additionally, 73% of Americans in 2014
admitted to procrastinate on saving for the long-term future.10
C. Overviewof the business or organization’s current employee engagement strategies
Edward D. "Ted" Jones Jr. was the son of founder Edward D. Jones. Ted Jones made a monumental decision to
change the ownership of the company from a closely held
private partnership to a partnership for a majority of the
employees to earn "partner" with the firm. Ted Jones could
have sold the company and became extremely wealthy but
instead of selling the company he decided to open up the
partnership offering so the employees could own the
company. The ability to be an owner in this company is a
huge benefit and typically makes the employees highly
motivated toward a greater level of success. The employees buy into the culture and the philosophy, especially when
their compensation is directly linked via ownership in the company.
Douglas E. Hill, chief operating officer from 1998 through 2003 and managing partner in 2004 and 2005,
continued the firm’s tradition of bringing personal investment services to an ever-increasing number of individual
9 http://www.apa.org/topics/socioeconomic-status/
10 http://www.msn.com/en-us/money/savingandinvesting
$1,700 $1,830 $1,995 $2,180
2012 2013 2014 2015
AverageFees($)
Years
INVESTMENT FIRMS
COMMISSIONED BASED FEES

investors in communities across the country. With the firm’s nationally recognized training program, which Hill helped
to develop after having been a successful financial advisor, Edward Jones is training about 100 new financial advisors
each month. This growth would ensure that the firm has the opportunity to continue offering investments tailored to the
needs of individual investors in the communities in which they live and work.
III. RESEARCH METHODS USED IN THE STUDY
Research Goals
1. Align the engagement goals of Edward Jones with the employees of the business.
2. Examine the current employee engagement strategies at Edward Jones and their effectiveness.
3. Understand the best methods to establish an improvement in Edward Jones’ employee engagement strategies.
Research Methods
Surveys:
 Branch Employee Online Survey
 Human Resources Division Online Survey
 Recruitment Division Online Survey
Personal Interviews:
 Alexis Jordan, Human Resource Manager
 Laura Cook, Assistant Branch Recruitment Director
 Dino Guzzetti, Financial Advisor at Sammamish Branch
 David Bleiweiss, Financial Advisor at Issaquah Branch
Focus Groups:
 Human Resource Division Focus Group
 Branch Employees Focus Group
Secondary Research:
 Past company reports
 Evaluations of competitors and other businesses’ employee engagement strategies
 Internet sources
 Articles
A. Description and rationale of research methodologies selected to conduct the research study
The market research was conducted through primary and secondary research. Primary research is data
conducted/collected by the researcher (Myself); the methods utilized for this strategy included surveys, personal
interviews, and focus group discussions. Secondary research is existing data that the researcher did not collect
themselves. I organized our research by the type of research conducted. In this section, I have provided the definition and
rationale for each broad research method, followed by a chart with each of the pieces of research conducted in that
category and our reasoning for conducting each type. Please note: Branch Employees are defined as employees
(Financial Advisors and Branch Office Administrators) who work in a branch office.

Surveys:
A survey is defined as a questionnaire to systematically establish facts, statistics, and trends. I used surveys to
establish the current preconceived opinion of the employee engagement of Edward Jones and decide how to effectively
improve them. The use of surveys allowed me to receive direct feedback of specific aspects of Edward Jones’ employee
environment and the general engagement in the workforce.
Rationale of Surveys
Branch Employee, Online Survey:
 To understand the culture of the Edward Jones’ work environment
 To examine motivational factors behind the branch employees
Human Resource Division, Online Survey:
 To assess the importance of employee engagement as a whole and at Edward Jones specifically
 To analyze Edward Jones’ efforts towards employee engagements, including strengths, weaknesses,
opportunities, and threats.
Recruitment Division, Online Survey:
 To evaluate the effectiveness of the investment firm’s recruiting process
 To verify the traits and qualities the division looks for in potential employees for the future
Interviews:
An interview is defined as a formal conference designed to elicit facts and statements. Conducting interviews
allowed me to gain knowledge on different perspectives in regards to employee engagement strategies at Edward Jones.
The interviews allowed for detailed responses filled with analysis to provide the Edward Jones Marketing Firm with
effective market research.
Rationale of Interviews:
Alexis Jordan, Assistant Regional Human Resources Director
 To learn about Edward Jones’ history and the current employee engagement strategies
 To obtain information regarding Edward Jones’ accomplishments from an employee environment perspective
 To be informed of the expectations of the firm’s employees
 To better understand the prominent nature of creativity and innovation amongst employees
 To find out the importance of leadership among the managers
Laura Cook, Assistant Branch Recruitment Director
 To discern strengths and weaknesses in the recruiting process
 To discuss the demographics of the employees and its impact on employee engagement
Dino Guzzetti, Financial Advisor at Sammamish Branch
 To analyze his rationale for working at Edward Jones
 To evaluate the bonding and friendships amongst other branch employees
David Bleiweiss, Financial Advisor at Issaquah Branch
 To determine why some potential employees choose to not for Edward Jones
 To examine current and potential incentives that could make current/potential Edward Jones’ employees even
more excited to be engaged in the work environment

Focus Groups:
A focus group is defined as a demographically diverse group of people assembled to participate in a guided
discussion to provide feedback about a particular product, area, or service. This research was important to conduct
because it provided qualitative, detailed information. The group analyzed the guided questions and managed to provide
effective points to assist me in declaring the final conclusions. We further reflected with the particular group about the
conclusions I came up with following the discussion.
Rationale of Focus Groups
Human Resources Division Focus Group
 To determine how to further motivate Edward Jones’ employees
 To scrutinize the impact of recruiting on employee engagement
 To collect information on empathy and gratitude towards employees
 To analyze methods to improve leadership in the management in the future
Branch Employees Focus Group
 To evaluate strengths, weaknesses, opportunities, and threats of the employee engagement strategies
 To obtain data on the perception of supervisors and managers of Edward Jones
 To discuss motivational theories like Maslow’s hierarchy of needs, Theory X, Theory Y, and
Herzberg’s theory.
Secondary Research:
In addition to the primary research described above, we studied several pieces of secondary research, defined as
market research previously compiled and organized, to form conclusions. Various sources utilized in this aspect of
market research included analyzing Linkedin, the Edward Jones website (Careers Tab), Strategic Programs Inc., our
competitors’ web pages, and The Essential Guide to Employee Engagement by Sarah Cook.
B. Process used to conduct the selected research methods
The following section describes the process followed to conduct each method of research and is organized in a
similar format to the previous section. A chart under each category describes when and where each method was
conducted. After the chart, the process used to conduct each method is described in detail and includes some of the
questions addressed with that method.
Surveys:
We conducted three surveys over a period of four months. We obtained feedback from statistically significant
amounts of people.

Timeline of Surveys Conducted
Title of Date(s) Place Conducted Responses
Branch Employees October 2015-January 2016 www.surveymonkey.com 124
Human Resource
Division
October 2015- January 2016 www.surveymonkey.com 73
Recruitment Division October 2015- January 2016 www.surveymonkey.com 47
Branch Employees Survey
Research Techniques:
 15 questions
 Distributed via regional managers
 Survey opened on www.surveymonkey.com from October 3, 2015 at 8:00am until January 3, 2016 at
11:59pm (Pacific Time)
Sample Questions:
 Which motivational theory applies to you more in the work environment, Theory X or Theory Y?
 What aspect of Maslow’s hierarchy of needs applies to you the most at work?
Human Resource Division Survey
 12 questions
 Distributed through the Human Resource Manager, Alexis Jordan
Sample Questions:
 How much personal engagement is there between managers and employees each week?
 What motivational theory does Edward Jones hope to emphasize more in the nearby future?
Recruitment Division Survey
 10 questions
 Distributed through the Human Resource Manager, Alexis Jordan, and Assistant Branch Recruitment
Director
Sample Questions:
 Which trait/quality is the most prominent in a potential employee?

Interviews:
Four interviews were held throughout the market research process. The interviews were either held via phone or
in person.
Timeline of Interviews Conducted
Name Official Position Date Conducted Place Conducted
Alexis Jordan Assistant Regional HR
Director
September 26, 2015 Phone Call
Laura Cook Assistant Branch
Recruitment Director
November 3, 2015 Phone Call
Dino Guzzetti Financial Advisor November 18, 2015 Sammamish, WA
David Bleiweiss Financial Advisor December 9, 2015 Issaquah, WA
Alexis Jordan
 40 minutes long via phone call
 Discussed 8 questions
 Followed up later on with reports on the employee engagement
strategies that was utilized as secondary research.
 Discussed motivation and employee culture
Sample Questions:
 Discuss the importance of leadership in managers at Edward Jones
 What are the expectations of employees at work on a daily basis?

Laura Cook
 35 minutes long via phone call
 Discussed 6 questions
 Followed up through various emails back and forth on our Hotmail
accounts to clarify certain questions/results
 Discussed recruiting’s impact on employee engagement
Sample Questions:
 Discuss the importance of recruitment and training on Edward Jones’ employee engagement?
 Edward Jones’ training was recently ranked 17th
according to Training Magazine. How can the recruiting
division improve this ranking in the future?
Dino Guzzetti
 In-person at his office in Sammamish, Washington.
 40 minutes long in length
 Discussed the culture of Edward Jones’ workforce
 Focused on employee engagement strategies that could further
enhance the motivation at Edward Jones
 Talked about bonding with other branch employees
 Followed up with various emails back and forth to clarify
data/conclusions drawn
Sample Questions:
 What are some weaknesses of Edward Jones’ employee engagement?
 At branch offices, there are only two employees including yourself. Does this impact the employee
engagement? Why or why not?

David Bleiweiss
 In-person at his office in Issaquah, Washington
 45 minute discussion at his office
 Had short discussions with him at his house in Issaquah, Washington
as he is the father of Jarod Bleiweiss.
 Discussions at his house ranged from 5-15 minutes
 Discussed incentives that influence motivation
 Given access to a SWOT analysis of Edward Jones
Sample Questions:
 What potential incentives could further enhance motivation in the workplace?
 How strong are your relationships with the managers/supervisors?
Focus Groups
I moderated two focus groups concerning the current employee engagement strategies at Edward Jones and
potential methods for improvement regarding the topic for the long-term future.
Timeline of Focus Groups Conducted
Title of Date(s) Place Conducted Participants
Human Resources Division
Focus Group
December 19, 2015 Company room 7
Branch Employees Focus
Group
January 3, 2016 Local Starbucks 8
Human Resources Division Focus Group
 6 questions
 35 minutes in length
 Equal participation among all participants
 Notes taken to record data/information and then draw conclusions
Sample Questions:
 How could Edward Jones show more empathy and gratitude for its employees?
 Discuss the role of corporate social responsibility on the engagement of a workforce?
 What trends can Edward Jones take advantage of to diversify its employee base?

 8 questions
 45 minutes in length
 Couple “leaders” amongst discussion, but everyone contributed
 Participants helped to draw conclusions upon the data found
Sample Questions:
 How do Theory X and Theory Y apply to the work environment at Edward Jones?
 Discuss your relationships with your managers and supervisors.
 How does the public perception of Edward Jones affect your overall engagement?
Secondary Research
I used numerous sources to both build a foundation for my market research and support my own primary
research. In order to produce competent research, I witnessed portions of the Edward Jones Human Resources and
Recruitment annual reports from the last five years. I gained access to research projects conducted by severalFortune
500 companies, government studies, and general studies on employee engagement through various internet
sources/articles. In particular, www.strategicprogramsinc.com and The Essential Guide to Employee Engagement by
Sarah Cook, were found to be very informative resources. The secondary research process was conducted over the entire
market research time frame: beginning in September and concluding in late December.
IV. FINDINGS AND CONCLUSIONS
A. Findings of the research study
Surveys
 81% of the HR division believes that Theory
Y applies to the employees in the work
environment.
 87% of the employees noted that they are
“satisfied” with their salary.
0
10
20
30
40
50
60
70
Theory X Theory Y
#ofrespondents
Which motivational theory applies to the
employees in the work environment?
Theory Name

 When employees analyzed Maslow’s
hierarchy of needs, 2.4% chose
physiological, 1.6% chose safety, 35.5%
chose self-belonging, 12.1% chose esteem,
and 48.4% chose self-actualization.
 On a scale from 1-5 (5 highest), when asked
about the strength of their relationship with
their office co-worker, a rating of “4” was
selected the most with 43% of employees,
followed by “5” (36%), “3” (15%), “2” (5%), and “1” (1%).
 47% of employees have less than three close friends at Edward Jones
 73% of employees support a charity. Of that 73%, 13% support charities with other Edward Jones employees
 The HR division believes that in order to
empower its employees, 63.5% chose
enhancing worker participation, 8% chose
delegating roles effectively, 24% chose
improving communication, and 4.5 chose
“other”.
 72% of the HR division believes that
employee training does not occur
frequently enough
 On a scale of 1-5, 68% of employees rated their Edward Jones summer regional meetings as “5”.
 79% of employees want to learn more and advance their skills at work.
0
10
20
30
40
50
60
70
#ofrespondents
Which aspect of Maslow's hierarchy of needs
applies to you at work?
Aspect of Maslow's Hierarchy
0
5
10
15
20
25
30
35
40
45
50
Worker
Participation
Delegate roles
effectively
Better
communication
Other
#ofrespondents
Method
How can you empower your employees?

 “Seeing your manager” was defined as interacting
and communicating with them for at least 30
minutes. 3% of employees see their managers daily,
8% said weekly, 27% said monthly, and 62% said
yearly.
 Employees were asked of their ages to assist us in
analyzing the recruiting process. 3% were 22-29
years old, 15% were 30-39, 33% were 40-49, 34%
were 50-59, and 9% were 60-69, and 6% were 70+.
 65% of employees believe that in the offices,
technology needs renovation the most.
Personal Interviews
Alexis Jordan
~“Some employees just do their job to make themselves successful. I want Edward
Jones’ employees to do their jobs above and beyond to make themselves AND the
company successful”.
~“Engaged employees thrive in empowerment and innovation… Which we could step
up, as a lot of adults these days lack creativity”.
~“I have heard from other HR managers that retention is about 25% higher for
employees who have engaged in company-sponsored mentorship”.
~”A true leader needs to be a mentor, a communicator who reaches out, a person
who displays his or her vision in an engaging fashion, and finally, a role model.
Many employees look up to their employees, and the employees here are no
exception”.
0
20
40
60
80
100
Daily Weekly Monthly Yearly
#ofrespondents
How often do you see your
manager/supervisor?
Time frame
0
10
20
30
40
50
22-29 30-39 40-49 50-59 60-69 70+
#ofrespondents
Age Segmentation (years)
Age of Employees

Laura Cook
~“If I’m not engaged, then the new employees, interns, and rising staff in my
department will likely be disengaged too”.
~“I could probably gain more trust and more engagement out of my department if I
show more empathy and demonstrate competence”.
~”The main weaknesses of our recruiting process are that we lack age diversity and
the interviews focus more on their financial planning skills as opposed to real-life
application”.
Dino Guzzetti
~“While we are ranked very high as one of the top companies to work for, I
personally think that’s more because of the relationships I build with my clients, as
opposed to the financial advisors in Bellevue, Redmond, Seattle, and so on”.
~“There is no happiness except in the realization that we have accomplished
something”.
~”I would love to be able to contribute to a worthy cause as a member of Edward
Jones. I’m always joyful when my friends and family members join a socially
responsible business – they always have a great sense of pride in working for the
company”.
David Bleiweiss
~“I love working at Edward Jones, but I feel like we’re wasting an opportunity as our
individual offices usually only have two employees. There isn’t consistent contact
between us for idea sharing and camaraderie”.
~”My relationship with my manager isn’t as strong as employee-employer
relationships typically are like in a business. Some of the criticism I’ve seen in large
corporations like Edward Jones is that the management often views the employees as
a number, as opposed to a person. Feeling valued by the people I look up at Edward
Jones would definitely increase most employees’ morale”.

Focus Groups
Human Resource Division Focus Group
~ “It is important that we ensure that manager to employee relationships are just as strong, if not stronger than a
typical relationship between employees and their various clients”.
~ “We want our employees to love coming to work every day, and we always appreciate their hard work beyond
financial incentives. However, we need to show that appreciation beyond just a paycheck”.
~ “Diversification in the workforce would enhance the great atmosphere at Edward Jones. Especially with an up
and coming generation like the millennials, they would be able to add their respective talents like social networking,
communications, and being technological. Mixing in more of Generation Y would certainly increase the innovation
and creativity we’ve been looking for”.
~”Volunteerism and being philanthropic would help us engage our existing workforce and also act as a lever for our
public relations. A social responsible brand will make Edward Jones an attractive employment opportunity”.
~“The philosophy here goes beyond just working for the money, and we strive to make our leaders proud as we
follow that mindset”.
-“The engagement with the management division is not very consistent, to be honest. Edward Jones’ model is unique
in that we have the power to manage ourselves, which gives us great autonomy, but the connection with the people
we are actually working for is as strong as we wish it was”.
~”Valuing our community as a whole at Edward Jones would bring us all together in a cooperative style. That
feeling that we can positively impact the community around us while we help our clients with their long-term
financial goals would be a dream, but a dream we can achieve”.
Secondary Research
 Engaged employees take an average of 2.69 sick days per year. Unengaged employees take an average of 6.19
sick days per year.
 Highly engaged employees are 480% more committed to helping their company succeed.
 Highly engaged employees are 250% more likely to recommend improvements.

 Generation Y (Born 1980-2000) is engaged through heavy technology usage.
 Generation Y will represent over 50% of the workforce by 2020.
 According to a 2014 survey taken by the Harvard Business Review, 86% of Generation Y selected “yes” to the
question “Would being able to contribute to a worthy cause while in the core function of your job position
engage you at work?”
Edward Jones’ Recognition
 “Highest in Investor Satisfaction With Full Service Brokerage Firms” –J.D. Power, April
2015
 Ranked No. 24 of Forbes Magazine of “America’s Best Employers 2015” (500 companies
rated) –Forbes, March 2015
 Edward Jones ranked No. 6 overall in “best companies to work for.” In the listing’s 16 year
history, Edward Jones has had top 10 finishes for 12 years, top 5 rankings for six years,
and finished No. 1 in 2002 and 2003. –Fortune Magazine, March 2015
 Edward Jones was ranked No. 17 out of 125 companies for training. –Training Magazine,
February 2015
B. Conclusions based on the findings
Through extensive research performed through various methodologies, we have come to vital conclusion
concerning the employee engagement at Edward Jones.
Conclusion 1-Edward Jones’ employees are motivated through accomplishing tasks as opposed to monetary
values: The motivational theories are a great measure of this conclusion. The future employee engagement strategies
must go beyond simply giving an employee a raise.
Conclusion 2-The limited number of employees in each Edward Jones’ branch limits bonding in the collective
work environment: The model of Edward Jones’ offices provides many benefits for the employees, as seen by the
numerous awards the firm has received for the work environment created. However, the structure prohibits strong
friendships beyond each office as neighboring offices in the particular region only have the opportunity to see each other
at work events about once a year.
Conclusion 3-Employees love working for a company that is socially responsible: With sincere corporate social
responsibility, there will be a more positive atmosphere in the work force. Being able to work for a company that is
social responsible and cares for the community brings a sense of pride for the employees. Generating positive public
relations and having the ability to use a positive brand to recruit future employees will increase job satisfaction, leading
to a high level of engagement.

Conclusion 4- Edward Jones’ workforce lacks Generation Y employees in the employee base: It is pivotalto enrich
the employee base with Generation Y employees because they are the future of Edward Jones. Furthermore, diversifying
the workforce will benefit Edward Jones as there will be more perspectives and creative innovations that Edward Jones
hasn’t seen before.
Conclusion 5-Edward Jones’ recruiting process is not compatible for potential Generation Y employees: In order
to obtain Generation Y, the recruiting division needs to be responsible. Generation Y is swimming through an era of
technology, which is pivotal to improve at Edward Jones. Additionally, in order to obtain Generation Y, we have to
adjust our recruitment strategies around the age group.
Conclusion 6-Relationships between Edward Jones’ managers and employees are not strong: As mentioned in the
second conclusion, the Edward Jones model for offices hinders employee relationships beyond the office. Another issue
is that managers do not pursue enough effort to engage with the employees in their respective regions.
Conclusion 7-Edward Jones’ employees want to feel appreciated by their managers: As seen by Maslow’s hierarchy
of needs, self-actualization is pivotal for motivational factors. The feeling of belonging in a work environment only
enhances the engagement an employee will have on a daily basis.
Furthermore, the research on Edward Jones helped create a SWOT analysis, a strategic planning technique that
scans the internal and external of a business: strengths, weaknesses, opportunities, and threats (with factors of PRIMOF
and PESTLE). The internal factors, strengths and weaknesses, are represented by PRIMOF, standing for people,
resources, innovation/ideas, marketing, operations, and finance. The external factors, opportunities and threats, are
represented by PESTLE, standing for political, economic, social, technological, legal, and environmental/ethical.
SWOT Analysis of Edward Jones Investments
InternalFactors
Strengths Weaknesses
People
 35,000 employees
 100 trained employees everyday
 Convenient communication in the branch office
model
People
 Human Resource department is
completely separate from Branch
Employees in terms of engagement
Resources
 Offices located in wealthy areas
 A majority of offices are located in urban
environments
Resources
 The technology at Edward Jones is not as
up to date as other financial businesses
 Lack of Generation Y employees
Innovation and Ideas
 Strategic in retaining and adding additional clients
Innovation and Ideas
 Lack of idea sharing and camaraderie
 Shortage of diversity in the workplace

Marketing
 Focus on retirement – majority of clients come in
for this aspect of long-term investments
 Market orientation marketing strategies
Marketing
 No history of rebranding
 No recent history of adjusting employee
engagement strategies
Operations
 Branch employee usually has office in a local area
 Freedom in schedule flexibility
Operations
 Usually only two employees per office
 Lack of community bonding at workplace
Finance
 $6.3 billion in revenue earnings in 2015
 Financial oriented business
Finance
 Lack of salary bonuses
 Commission only earned on 1st
investment
ExternalFactors
Opportunities Threats
Political
 Stock market causes people to think more about
their investments
 Obama Care is being pushed through
Political
 Politicians do not put emphasis on
investing.
Economic
 Increasing trend of job growth since 2008
recession.
Economic
 Investing is based solely on the stock
market which can be unpredictable at
times.
Social
 Edward Jones financial advisors establish
committed relationships with clients
 Resurgence in investment firms
Social
 Young generations are not inclined to start
investing early or be financial advisors
 Other businesses have more of a focus of
community involvement from employees
Technological
 Increase in social media marketing
 Younger workforce depends heavily on technology
in the workforce
 Rising trend of businesses utilizing technology
Technological
 Increase rate of hacking technological
systems
 Competitors more updated in technology
Legal
 Protected by the SEC (Provides customers with
safety)
 Required by law to protect clients’ personal
information
Legal
 Law that prohibits the sharing of stock
information to clients
 Lack of sharing client information could
prevent growth of business
Environmental/Ethical
 United States’ government recently raised budget
for environment preservation
 Cities becoming more “Green Friendly”
 Environmental Protection Agency regulates
environmental issues well in the U.S.
Environmental/Ethical
 Other investment firms/banks evaluating
and attempting to improve employee
engagement strategies
 High level of pollution in the U.S.
V. PROPOSED STRATEGIC PLAN
A. Objectives and rationale of the proposed plan
The findings and conclusions from our research and analysis demonstrate the need for Edward Jones to improve
some aspects of its employee engagement strategies to effectively establish an enjoyable culture for the firm’s

outstanding employees. Based on the conclusions stated in the previous section, important objectives have been created
to establish the goals of the proposed strategic plan. Below are the objectives we wish to follow in order to improve
employee engagement and motivation at Edward Jones, ultimately improving upon the existing standard of excellence
that makes the investment firm stand apart.
First off, there will be three overarching goals that the proposed strategic plan will be catered around to measure
the effectiveness of the plan in accordance to employee engagement. I have chosen the following three overarching goals
because they are the underlining principles and base of employee engagement. They are convenient performance
indicators to measure to ensure Edward Jones is on the right track in the proposed strategic plan. Each of the overarching
goals follow the S.M.A.R.T. (specific, measurable, attainable, realistic, timely) technique to creating effective goals.
Overarching Goals of the Proposed Strategic Plan
 Increase productivity by 15% in three years
 Reduce turnover by 5% in three years
 Decrease defects by 20% in three years
Keeping the overarching goals of increasing productivity, reducing turnover, and decreasing defects, the
following table displays the specific aims of the plan. The specific aims will allow us to concentrate on key elements of
employee engagement that directly relate to Edward Jones’ current employee engagement strategies and the trends and
potential the firm can accomplish in the future.
Specific Aims of the Proposed Strategic Plan
 Objective 1: Enhance corporate social responsibility at Edward Jones
 Objective 2: Increase generation Y’s share of employees in the Edward Jones workforce
 Objective 3: Empower employees to optimize employer-employee relationships
Below are descriptions of why each specific objective is pivotal to accomplish the overall goal of enhancing
employee engagement strategies at Edward Jones. Each objective states which conclusions support the need for the
change, upgrade, or necessary implementations for the proposed strategic plan. Additionally, benefits have been
addressed to underline the success and potential that Edward Jones and the employees will experience when the objective
is achieved.

Objective 1: Enhance corporate social responsibility at Edward Jones
Rationale:
 Conclusion 1- Edward Jones’ employees are motivated through accomplishing tasks as opposed to monetary
values
 Conclusion 2- The limited number of employees in each Edward Jones’ branch limits bonding in the
collective work environment
 Conclusion 3-Employees love working for a company that is socially responsible
Benefits:
Enhancing the corporate social responsibility has numerous benefits at a multitude of levels. First off, Edward Jones
will benefit from the increased visibility and revenue. Supporting the community and worthy causes around Edward
Jones will increase the corporation’s publicity and brand recognition. Adding in this extracurricular element to the
Edward Jones workforce experience will allow employees to bond with one another over the activities Edward Jones
does as a collective group. Edward Jones valuing corporate socialresponsibility will boost employee engagement in
the existing workforce as well as become a level for employee attraction for recruiting purposes.
Objective 2: Increase Generation Y’s share of employees in the Edward Jones workforce
Rationale:
 Conclusion 4- Edward Jones’ workforce lacks Generation Y employees in the employee base
 Conclusion 5-Edward Jones’ recruiting process is not compatible for potential Generation Y employees
Benefits:
Among the advantages of diversity in the workplace are: increased creativity, increased productivity, new attitudes,
new language skills, global understanding, new processes, and new solutions to difficult problems. A workforce
composed of different age demographics creates an environment where each generation brings different skills and
talents to the table. Young employees have a strong grasp with social networking and technology that is limited in
the skill set of more mature professionals. As the younger generations are credited with better knowledge of
technology, the more mature members have the advantage of traditional business skills. The diversity will give
Edward Jones the ability to communicate and establish relationships with a variety of age groups. Furthermore, a
workforce heavily composed only of people in a particular age demographic runs the risk of becoming obsolete. The
older workers will be able to mentor the new, younger employees to pass down the accumulated years of experience.
Overall, a variety of age groups in the workforce willbring more perspectives and personalities to the environment
which will ultimately enhance the creativity and innovation that will engage our workforce for the future.
Objective 3: Empower employees to optimize employer-employee relationships
Rationale:
 Conclusion 6-Edward Jones employer-employee relationships are not strong
 Conclusion 7-Edward Jones’ employees want to feel appreciated by their managers
Benefits:
Management’s lack of detail to employee relations creates a trust gap between management and the employees on
the front line. This trust is the lubricant that keeps the corporate machinery spinning and it needs to be supported
with open dialogue and face-to-face meetings between managers and employees. The employees will work hard
knowing that they are respected and recognized by the management division, ultimately raising their confidence
when they walk into a friendly work environment every day.

B. Proposed Activities and Timelines
After establishing goals for the strategic plan to progress and develop Edward Jones’ employee engagement
strategies, each objective will consist of one or two activities to fulfill the goal. The content below will include a
reiteration of the objective, followed by the activities corresponding to the objective. Each activity will have a brief
description of how we envision it in order to accomplish the particular objective.
Objective 1: Enhance corporate social responsibility at Edward Jones
 Support Charities: Edward Jones has many employees that give back to their communities and support a
charity. However, now Edward Jones employees will support charities as a team. Employees will enjoy going to
numerous charity events together in their local areas. Edward Jones employees will have the opportunity to
participate in various charity events including the Pineapple Classic run, Relay for Life, and Ronald McDonald
House Charity Golf Outings.
Employees will not be required to participate in these events, but there will be promotion within the local workforces
about particular events through newsletters, word-of-mouth networking, Linkedin, and other group/team messaging
applications (varies depending on region/area). Edward Jones will not only be able to improve their public relations as
they actively contribute to the community, but the workforce willhave more opportunities to bond with each other.
Objective 2: Increase Generation Y’s share of employees in the Edward Jones workforce
 Register with College Career Service Departments: In order to recruit Generation Y before competitors do,
Edward Jones will register with College Career Service Departments around the nation to advertise internships
and available full-time jobs/positions at Edward Jones offices. College Career Service Departments will strive to
diversify our firm by connecting with suitable candidates. Various departments will allow our

Recruitment/Human Resource divisions to have an opportunity to join the Employer-In-Residence- programs to
meet with students on campus for resume critiques and other career advice.
 Recruiting via Generation Y Relevant Channels: Internet media will also be
heavily emphasized for recruiting Generation Y. Edward Jones will feature
YouTube advertisements, with the goal of informing Generation Y of the valuable
opportunity to work at Edward Jones. Furthermore, socialmedia (Facebook,
Instagram, and Twitter) will be utilized to reach out to Generation Y, hence
their active involvement on the various mobile applications, where this
generation constantly searches for job opportunities. Beyond the general social
media apps utilized by millions worldwide, Edward Jones will also recruit for
Generation Y employees through Linkedin. This is a business-oriented social networking service. Job recruiters,
head hunters, and personnel HR are increasingly using Linkedin as a source for finding potential candidates.
Edward Jones will follow this technological trend.
Objective 3: Empower value of employees to optimize employer-employee relationships
 Employee Resource Groups: Edward Jones will start Employee Resource Groups. At these meetings, Edward
Jones’ employees will have the opportunity to share ideas and cultivate relationships with other employees in
their local area. They will be structured in an open-ended format, so that innovation and creativity in the
workforce are pursued to the fullest extent. The employee resource groups will have the chance to communicate
with the regional managers about their needs to ensure their job satisfaction is high. Implementing employee
resource groups come with a multitude of benefits including higher retention, professional development, ideas
on how to recruit better talent, market outreach, and a positive public perception in the sense of an employment
opportunity. The groups will allow industrial democracy to be part of the organizational culture, giving them
more authority and involvement in decision-making. Employers will benefit from a more cooperative workforce
that will not be inclined to engage in industrial action and the employees will be satisfied as the job enrichment
will mean the workers will have a better sense of achievement, which is an effective motivating force for the
Edward Jones employee base.

 Hire Industrial Organizational Psychologists: To ensure of an emphasis of valuing the employees of Edward
Jones, Industrial Organizational (I/O) Psychologists will be hired to help the Human Resources Division to
empower the employees. The I/O Psychologists will help increase the employee’s productivity, implement
strategies to enhance team-building, and resolve conflicts between employers and employees. With the lack of
interaction between employers and employees, the I/O Psychologists will lead activities in the future to provide
opportunities to develop these relationships. With more interaction between the employees and employers, there
is a chance of conflicts on decision-making, personality differences, and overall opinions. The I/O Psychologists
will evaluate each of these situations and include psychological concerns such as the needs for respect, dignity,
empowerment and effectiveness.
 Regional Managers visiting offices: The managers in each region will visit the offices that they oversee every
other week. They will stop in the office to talk to the financial advisor and branch office administrator for about
30 minutes and engage with the employees. The managers will be expected to not only check in with actual
work progress on particular employee tasks, but also get to know the employees better. At Edward Jones, the
employees strive to establish close relationships with clients, but now it’s time for the manager to establish a
close relationship with the employees. If the managers act as role models and are engaged with the work at
Edward Jones, then the employees will follow their lead. Managers will be expected to go through a workshop
hosted by the Employee Engagement Group. This workshop will help managers learn the significance of a
leader on employee engagement and the importance of developing relationships with the employees as well.
Timeline of Activities
Activity Schedule
Support Charities  (August, 2016) Meet with Public Relations department about idea
 (September, 2016) Visit local charities to develop sponsorships
 (December, 2016) Send out newsletter to all employees about CSR approach
 (December 2016-ongoing) Research localcharity events
 (Ongoing time) Promote localcharity events
 (Ongoing) Dates will vary depending on certain charity event dates
Register with College
Career Services
Departments
 (June, 2016) Assign recruiting division to contact 100 college career services
departments
 (September, 2016) Confirm registrations
 (October, 2016) Create internship advertisements
 (February, 2017) Release internship advertisements
 (Throughout 2017) Visit colleges

Recruit via Generation Y
Relevant Channels
 (August, 2016) Create new social media accounts
 (September, 2016) Set up advertising budget with Facebook, YouTube, and
LinkedIn
 (November, 2016) Create advertisements
 (February, 2017) Release advertisements
Employee Resource
Groups
 (September, 2016) Send out newsletter to all employees about the activity
 (October-December, 2016) Continue to market idea of forming local group
 (November, 2016) Finalize budget
 (February, 2017) Start meetings
Hire Industrial
Organizational
Psychologists
 (July, 2016) Inform HR Division of the new position
 (August, 2016) Begin searching and recruiting I/O Psychologists
 (August, 2016) Finalize salary details and benefits for I/O Psychologist
position. Finalize budget with Finance Department.
 (November, 2016) Conduct interviews with candidates
 (January, 2017) Begin specialized training process
 (February, 2017) Official start of new employment
Regional Manager Visits  (August, 2016) Leadership workshop
 (September, 2016) Meet with managers to discuss employee relationships
 (November, 2016) Start visiting offices
C. Proposed metrics or key performance indicators to measure plan effectiveness
The proposed strategic plan will need to have key return on investment factors to measure the project. The
overarching goals mentioned in section 5A of this paper will act as the key performance indicators to measure the overall
project’s effectiveness.
The growth of growth of productivity will be measured by performance in the workplace. To calculate this, the
average salary of an Edward Jones employee must be considered, which is $55,000 annually11
. In 2015, Edward Jones
reached $6.3 billion12
in revenue. With 7 million clients constituting for the revenue through commission based fees, on
average each client is responsible for $900 in commission. With 35,000 employees at Edward Jones, each employee is on
average accountable for about 200 clients. The number of clients an employee has, multiplied by the average amount of
commission each client generates, equates to each employee essentially earning $180,000 in revenue each year for
Edward Jones. The $180,000 represents the productivity without any implementation of the proposed strategic plan.
However, with a 15% increase in productivity, the revenue will be expected to have a similar correlation with the
productivity, but just a 5% increase in revenue. Increasing the revenue each employee produces by 5% would result in
11 http://www.payscale.com/research/US/Employer=Edward_Jones_Investments/Salary
12 https://www.edwardjones.com/images/revenue-sharing-disclosure.pdf

$27,000 more. Taking into account all 35,000 employees, the growth of productivity will result in an additional $315
million in one year.
Turnover is measured annually at Edward Jones. The firm’s turnover rate in 2015 was 15.2%. Edward Jones had
35,000 employees, meaning 5,320 employees were replaced. With Edward Jones’ extensive hiring, recruitment, and
training processes that have garnered national attention, the average cost of a hire at Edward Jones is $15,80013
. Last
year, Edward Jones spent $84,056,000 on employee turnover. Reducing turnover by 5% will save 5% of $84,056,000,
which is $4,202,800.
Defects are already measured annually at Edward Jones which will continue for this proposed strategic plan. By
the end of the third year of the plan, defects should be 20% less than in the first year. Defects cause a loss of
approximately 3% of revenue each year14
. Taking Edward Jones’ $6.3 billion revenue in 2015 into account, a loss of 3%
of revenue amounts to $189,000,000 in one year, and $567,000,000 over three years. Decreasing the defects by 20% will
save 20% of $567,000,000, which is $113,400,000.
The three overarching goals will be evaluated every six months to ensure they are heading in the right direction,
and then again for a final evaluation at the completion of three years to deem the plan successfulor not. The total
projected return on investment for three years is $432,602,800. While the financial numbers for the proposed strategic
plan are very heavy, it’s important to note that Edward Jones generated $6.3 billion in revenue just last year alone, an
amount that has increased by about $400 million without the proposed strategic plan. A detailed income statement of
Edward Jones will be included in section 6A to reassure the plan has a realistic approach that can be attained.
VI. PROPOSED BUDGET
A. Costs associated with proposed strategies
The costs associated with implementing our entire proposed strategic plan over its three year time table will be
$72,052,710. Each activity has a rationale for the details pertaining each cost. Following that includes three columns of
the cost in the first, second, and third years of the proposed strategic plan. The bottom of the table includes a subtotal for
each respective, followed by a total investment cost of the three years combined. All costs pertain to the entirety of
Edward Jones Investments of 35,000 employees and 11,000 locations.
13 http://careers.edwardjones.ca/explore-opportunities/hq/about/division/branch-recruiting-hiring.html
14 https://www.mindtools.com/pages/article/newTMC_87.htm

Activity Cost Rationale Year 1 Cost Year 2 Cost Year 3 Cost
Support
Charities
 Promotion within Edward
Jones workforce
 Sponsorship packages
 Public Relations
program/consulting
 Support 10 prominent
charities
 $1 million donation yearly
for each charity
$11,500,000 $11,500,000 $11,500,000
Register with
College Career
Services
 Registration cost of $44015
 100 college registrations
nationwide
 Yearly trips to colleges ($310
average cost for travel).
 20 recruitment division
members travelling
 General recruiting costs
$700,000 $700,000
$700,000
Generation Y
Recruiting
 YouTube Instream
Advertisements
 Facebook Advertisements
 LinkedIn Advertisements
 Pay-Per-Click pricing
 Internship advertisements
 General recruiting costs
$520,000 $520,000 $520,000
Employee
Resource Groups
 $2,500 yearly budget for
communication, resources,
facilities etc. per group
 10 meetings per year
 1,800 expected groups
$4,500,000 $4,500,000 $4,500,000
Industrial
Organizational
Psychologist
Hiring
 $75,000 average salary16
 Edward Jones HR Division
pays 6% above the market17
 One for each region
 90 regions
 12 hours of yearly training
 $29 per hour
$6,781,320 $6,781,320 $6,781,320
Manager Visits
 Gas
 26 visits/year
 Average total driving
distance of 30 miles
 Average $2 per gallon
 Average 23.6 miles per
gallon
 90 regional managers
$16,250 $16,250
$16,250
Yearly Subtotals $24,017,570 $24,017,570 $24,017,570
Total Three Year
Investment Cost
$72,052,710
15 http://www.career.vt.edu/JobSearchGuide/JobCareerFairPrep.html
16 http://www.payscale.com/research/US/Job=Industrial-Organizational_Psychologist/Salary
17 http://careers.edwardjones.com/explore-opportunities/hq/compensation.html

While the final three year investment cost is substantial at over $72 million, it will be effective in engaging the
entirety of the Edward Jones workforce of 35,000 employees through 11,000 locations nationwide. To put it into
perspective, investing $24 million each year in this plan would entail approximately only $2,180 per location. The
following table is an income statement of Edward Jones over the last three years to reassure the feasibility of the
employee engagement plan and the overall financial state of the investment firm.
Edward Jones Investments
Income Statement
For the years ended 12/31/13, 12/31/14, & 12/31/15
(Numbers in millions) 2015 2014 2013
Revenue 6,311 6,142 5,871
Cost of Revenue 1,894 1,747 1,603
Gross Profit 4,417 4,395 4,268
Operating Expenses 2,357 2,659 2,515
Operating Income 1,902 2,144 1,941
Other Income 87 79 83
Income before income taxes 1,989 2,223 2,024
Provision for income taxes 467 481 497
Net Income 1,522 1,742 1,527
VII. BIBLIOGRAPHY
"Bankruptcy." United States Courts. Administrative Office of the U.S., 2015. Web. 12 Oct. 2015.
"Census.gov." Census.gov. U.S. Department of Commerce, 2015. Web. 20 Oct. 2015.
Cook, Sarah. The Essential Guide to Employee Engagement: Better Business Performance through Staff Satisfaction.
London: Kogan Page, 2008. Print.
"Employee Motivation: A Powerful New Model (HBR Bestseller)." Employee Motivation: A Powerful New Model (HBR
Bestseller). Harvard Business Review, 2015. Web. 24 Mar. 2016.
"Edward Jones - Compensation and Benefits - Headquarters." Edward Jones Careers Site. Edward Jones Investments,
2016. Web. 21 Mar. 2016.
"Edward Jones History." Our History. Edward Jones, 2015. Web. 12 Oct. 2015.
"Financial Assets Held by Families, by Type of Asset Statistics - USA Census Numbers." Financial Assets Held by
Families, by Type of Asset Statistics - USA Census Numbers. Photius Coutsoukis, 2014. Web. 15 Oct. 2015.
Hoang, Paul. Business & Management. Melton, Vic.: IBID, 2007. Print.
"Industrial-Organizational Psychologist Salary (United States) Industrial-Organizational Psychologist Salary. Pay Scale,
2016. Web. 21 Mar. 2016.
"Investment Firms, Commission Based Fees." American Psychological Association. American Psychological
Association, 2015. Web. 22 Oct. 2015.
"Put the Power of Personal Attention to Work for You." Edward Jones. Edward Jones, 2015. Web. 12 Oct. 2015.
"Registering for College and Career Services." Career Services. VT Careers, 2016. Web. 21 Mar. 2016.
"Top 10 Investment Firms in America." Forbes. Forbes Magazine, 2014. Web. 12 Oct. 2015.
"Urban and Rural Classification." U. S. Census Bureau. U.S. Department of Commerce, 2015. Web. 20 Oct. 2015.

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