Australian Employee HuTrust Profile.

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The study furthers all the consulting and research work done with HuTrust® in employee research, employer branding, people engagement & culture, leadership and people performance optimisation.

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  • Excited to see what the employee engagement trends are for 2013. Please take part here and let us get truly representative insights of what drives engagement. Thank you in advance. Click this link or copy and paste it into your internet address bar: bit.ly/19wYzNU
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Australian Employee HuTrust Profile.

  1. 1. Australian Employee Profile 2012 Summary People Power The trust effect on employee engagement and performance. A  Joint  Study  by     Who  Group  Australia  -­‐  Michael  Dudley  md@whogroup.com   &  mext  Consul:ng  –  Stefan  Grafe  Stefan.Grafe@mextconsul>ng.com   September2012  
  2. 2. This study forms part of the global HuTrust® Profiles.! ! HuTrust® Profiles track and measure the trust strengths and weaknesses and analyse the most potent drivers of trust.! ! The study furthers all the consulting and research work done with HuTrust® in employee research, employer branding, people engagement & culture, leadership and people performance optimisation. ! ! HuTrust® specialists globally help clients significantly improve their performance short and long-term by actively building trust in their organisations, brands, people and products.! ! This study was conducted during May/June 2012 in Australia with over 500 white collar employees by mext Consulting and Who Group.! About this study For further information please contact! ! Who Group Australia: ! Michael Dudley md@whogroup.com! +61 3 8636 4001! ! mext Consulting: ! Stefan.Grafe@mextconsulting.com! +61 400 575 410 ! ! www.hutrust.com!
  3. 3. Our work is a huge part of our lives. ! ! Directly for our employees, ! for their families and social network.! There is no doubt that a high level of engagement is an indicator of a high performing culture. !
  4. 4. But what is that engagement? ! How do I know what is good and what’s not? ! How do I build it? ! How do I know the payback?! The answer is as old as civilisation.
  5. 5. Trust
  6. 6. If your people can trust you, they will do a lot for you. 67.0%! Intend to stay in the organisation for the long-term! 85.4%! Support the decisions their manager makes! 94.0 %! Go the extra mile to do their job! 91.7%! Recommend the organisation’s products or services to others! 89.8%! Recommend to others to apply for a job with the organisation! 86.0%! Use the company’s products or services in their private life! 94.5%! Enjoy their work environment much more! 61.3%! Don’t consider salary as an important factor!
  7. 7. Trust drives engagement. ! ! Trust is the root cause ! of your engagement measures.! ! Trust is the cause ! of your Net Promoter Score (NPS).! ! NPS=23 NPS Question Trust Question TS=24
  8. 8. Trust separates the more successful organisations from the less successful. ! The successful manager from the less successful. The leader from those that fail to lead.! ! Trust divides those that can develop and transform rapidly and effectively from those that are plagued by delays, cost overruns and underachievement.! ! ! Trust in CEOs fell 12% to just 38% from 2011 to 2012. Edelman 2012 Trust Barometer
  9. 9. The critical importance of trust in the workplace is well acknowledged “The glue that holds all relationships together - including the relationship between; the leader and the led is trust, and trust is based on integrity.” Brian Tracy, Speaker and Author “Leadership requires five ingredients – brains, energy, determination, trust and ethics. The key challenges today are in terms of the last two – trust and ethics.” Fred Hilmer, Australian Institute of Management “Trust is the lubrication that makes it possible for organizations to work.” Prof. Warren Bemis, named in the top-10 thought leaders in business, Business Week “The right people will feel far more pressure to perform well when they are trusted.” Hector Ruiz, CEO of AMD “The most powerful features of an organizational culture are trust and respect.” Dr. Samuel Chand, named in the top-30 Global Leadership Gurus lists
  10. 10. Employee HuTrust® Profile 2012 ! How do the Australian employees score their employers?!
  11. 11. Typically organisations consider everything above the midpoint as ‘trust’ or ‘satisfaction’.! ! This is in reality incorrect as it insufficiently accounts for the inbetweeners that neither trust nor distrust.! ! However, mext/IFM studies have shown, customers only express the slightest level of trust by ticking 7 and above.! ! The wrong scale gives managers a false sense of what the actual employee trust score is– and thus a wrong starting point for engagement.! Typical interpretation: What people really mean: Assuming that a score above mid-point constitutes Trust, the typical interpretation below could be misleading and possibly give a false indicator. When employees tick 5 or 6 on a 0-10 point scale, they are merely impartial. They neither distrust nor trust you. ! What is your level of Trust? Distrust   Neutral   Low  Trust   High  Trust   Distrust   Neutral   Trust   0     1     2     3     4     5     6     7     8     9     10     In companies with over 5000 employees you would be counting 10 % of employees wrong (10.2 % of employees ticked 6, companies 5000+). – That means an error reading of 10 % or more.!
  12. 12. 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 0 1 2 3 4 5 6 7 8 9 10 If I trust my organization and manager I will... go the extra mile to do my job. stay with the organization in the long term. recommend our products or services to others. be inclined to support the decisions my manager makes. A shift from neutral to low trust improves employee behaviours and attitudes by 400%. A shift from low trust to high trust improves this again by 300%.! Distrust   Neutral   Low  Trust   High  Trust   It’s also not just about being trusted or not. The strength of trust makes all the difference to your people carrying your success.
  13. 13. What do your distrusting employees say? ‘OEen  I  am  asked  to  do   something  urgently,  but   oEen  it  turns  out  it   wasn’t  that  urgent  or  is   not  used  at  all.  I  do  as   liJle  as  possible  then.’   ‘They  cut  costs  with   us,  but  spend  huge  on   their  conferences.’   ‘I  just  lie  low.   They  do  what   they  want   anyway  without   regard  for  me.’   ‘My  manager  is  only   worried  about  how   they  make  career.’   ‘Not  sure  about  it.   They  introduce  these   things,  but  I  don’t   think  they  ever  asked   any  of  us.’  
  14. 14. What do your neutral trusting employees say? ‘It’s  a  means  to   earn  money.’   ‘Every  >me  is  like   siPng  in  the  theatre.   The  top  guys  change,   make  all  this  booha   and  I  watch  the   comedy  with   amusement  as  a   spectator.’   ‘My  boss  is  good  as   a  buffer  to  the   stupid  poli>cs   above.  That’s  it.   Good  if  otherwise   they  leave  me   alone.’   ‘I  just  can’t  see  what   they  achieve.  May   make  more  money  for   the  shareholders,  but   I  don’t  get  anything   back.  For  us  they  just   come  up  with  these   phoney  programs  I   am  not  interested  in.   Lets  see.’   ‘We  seem  to   restructure  constantly.   I  don’t  care  anymore.   It  doesn’t  achieve   anything  for  me   anyway.’   ‘Unless  they  show   me  that  they  do   more  than   looking  aEer   themselves,  I   have  no  reason  to   do  more  for   them.’   ‘Why  would  I  put   more  in,  they  don’t   appreciate  it   anyway  and  it   makes  no   difference.’  
  15. 15. What do your low trusting employees say? ‘My  manager    is  ok.  She   is  nice  and  we  get  along   well.  But  I  am  not  sure   how  good  she  is  and   where  it  takes  me.’   ‘I  give  them  the   benefit  of  the  doubt.  I   am  suppor>ve,  but  I   wouldn’t  call  myself   enthusias>c.’   ‘There  has  to  be  work/ life  balance.  I  like  my   work,  but  it  is  work   nevertheless.’   ‘I  always  go  in  with   a  posi>ve  mindset.   But  I  am  not  sure  if   it  is  warranted.’   ‘Happy  to  do  a  bit   more  occasionally.  But   there  are  clear  limits.’   ‘I  am  not  sure.  I  think  I   trust  them  and  they  are   overall  good,  but  some   things  I  don’t  like.’  
  16. 16. What do your high trusting employees say? ‘My  managers  are  great.   They  know  what  to  do   and  where  it  needs  to  go   and  empower  us  to   succeed.’   ‘You  are  asked  so   many  >mes  where   you  work.  People  are   oEen  surprised  how   much  I  like  my  job   and  that  I  don’t  mind   working  longer  than   I  have  to.  I  can’t   understand  how   they  can  work  for  a   company  they  don’t   really  believe  in.’   ‘My  company  is   good.  I  give  my   best  and  I  know   my  bosses  do.  I   feel  we  do   something  good   for  the  company   and  I  can   develop  with  it.’   ‘I  love  working  here.  The   atmosphere  is  great.  I   enjoy  my  job  and  coming   here.’   ‘When  our  new  CEO  came   in,  at  first  I  thought  he  was   another  revolver.  But  he   really  has  made  a  difference.   He  has  a  clear  vision  and  I   enjoy  helping  with  that.’  
  17. 17. Despite working in one of the world’s best performing economies, almost 1 in 3 of your staff do not trust their organisation and manager.! ! Every second employee! has only low trust.! Trust the Organisation! Trust the Manager! HuTrust® Employee Profile 2012 – Australia, from companies with over 1000 employees Distrusting Neutral Low trust High trust 12% 16% 49% 22% 10% 19% 46% 26% Average white collar employee trust in Australia Only 1 in 5 fully trust their organisation and 1 in 4 trust their manager, giving their very best.
  18. 18. For manager and organisational trust ! employees rate their employers at! Overall employers would get a negative Net Promoter Score.! Only 1 in 4 would be considered a Promoter.! 7.2 average low trust Companies 1000+ employees! Manager NPS -3 Organisational NPS -6
  19. 19. If your organisation was a 4 cylinder engine, ! you’d be only fully firing on 1 cylinder.!
  20. 20. Let’s think of it as your team
  21. 21. Some segment insights
  22. 22. Women trust their managers more than men Organisational trust 71%! Manager trust 64%! Organisational trust 74%! Manager trust 76%! Males Females
  23. 23. Small or big: Manager trust is the same, but larger organisations loose their people’s trust SMEs <1000 employees Big Companies 5000+ employees Organisational trust 65%! Manager trust 68%! Organisational trust 74%! Manager trust 69%!
  24. 24. Who says Gen Y is distrusting and unwilling to commit? Gen Y (companies 1000+) Organisational trust 70%! Manager trust 69%! Over 35 Organisational trust 74%! Manager trust 75%!
  25. 25. But how is trust defined and measured?
  26. 26. HuTrust® is the only scientifically sound and practically proven tool to asses and build trust.! ! It breaks the amorphous concept of trust into its six clear facets.! ! Even statistically over 70% of trust can be attributed to the six HuTrust® Facets (statistically 65% is already very high).! ! HuTrust® is the correct trust equation.   Stability + Development + Relationship +! Benefit + Vision + Competence! ! = Trust! 6! Introducing HuTrust® Knowing what trust is made of, we can analyze, build and manage it!
  27. 27. HuTrust® has helped organizations from Airlines to Telco's and from Australia to Qatar to improve their performance in all areas of business.!
  28. 28. For which HuTrust® Facets do employees trust employers the most?
  29. 29. Stability: ! 8 out of 10 employees feel their organisation ! has built a strong foundation.! ! This is likely to do with the time the organisation has been around or products offered.! Development: ! 1 in 4 don't trust their organization to develop well.! Relationship: ! This is the second worst performing HuTrust® Facet.! ! Benefit: ! The worst performing HuTrust ® Facet and the strongest inhibitor.! ! Only 6% highly trust you for delivering an adequate benefit in their lives besides being paid!! ! Vision: ! The third biggest inhibitor of your trust.! ! Competence: ! Every third employee doesn’t trust you to have what it takes. Ouch! Do we know what we actually need to be competent in?!
  30. 30. The “Trust” Effect – an exponential improvement Trust score 6! ‘Why would I put more in, they don’t appreciate it anyway and it makes no difference.’! Trust score 7! ‘Happy to do a bit more occasionally. But there are clear limits.’! Trust is the root cause of your people’s behaviour and attitudes.! Trust is the root cause of your KPIs.! ! Currently organisations and managers miss out on at least ! 1/3 of possible performance.!
  31. 31. Now that we know our strengths and weaknesses - How do we best build that trust that is so valuable to our people to better drive our performance?
  32. 32. With HuTrust® you can: Analyse your trust! Determine and qualify the biggest drivers of trust! Operationalize across the organisation and in specific segments, divisions and teams! ! HuTrust® is applied in: Leadership trust! Organisational performance and engagement! Transformation readiness! Inter departmental cohesion! Departmental performance! Manager Performance! ! ! ! www.hutrust.com!
  33. 33. About Who Group 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. We have built a consulting firm able to deliver the most immediate but sustaining improvements to the way you do business. ! ! 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! ! Contact Us! ! Telephone: 03 8636 4000! Fax: 03 8636 4099! ! Head Office! Level 2, 1 Southbank Blvd! Southbank   VIC   3006 ! ! Who Group are Human Capital service and Recruitment delivery specialists who create solutions that make a difference.!
  34. 34. About mext Mext help clients grow with vision, precision and certainty by helping them build trust in their organisations, brands, products and people www.mextconsulting.com Who we are: •  Founded in 2004! •  Partners in Australia, Singapore , Germany, North America and The Netherlands! •  Local native speaking staff and market intelligence! What we do: •  Research! •  Consulting! •  At mext we are experts in driving customer engagement based on trust. With our unique HuTrust® approach we have helped customers in many industries improve ROI by up to 36%.! Who we work with: •  FMCG! •  Financial Services! •  Telco & Media! •  Travel! •  Industry! •  NGO!
  35. 35. For the full presentation please contact: Australia: Who Group www.whogroup.com Michael Dudley, md@whogroup.com International: mext consulting www.mextconsulting.com Stefan Grafe, Managing Partner stefan.grafe@mextconsulting.com South East Asia: Duxton Consulting, www.duxtonconsulting.com Laurenz Koehler laurenz.koehler@duxtonconsulting.com Europe and US: Psyma www.psyma.com Christina Eisenschmid, christina.eisenschmid@psyma.com To download this summary presentation please visit www.hutrust.com/hr-people-engagement

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