SlideShare a Scribd company logo
2014 Trust, Engagement & 
Communication in the 
Workplace Survey 
In today’s work environment we 
have forgotten that it’s authentic, 
two-way conversations that build 
trusting relationships. And it is these 
trusting relationships that lead to 
true employee engagement. 
So how well are workers in 
Singapore doing when it comes to 
creating and maintaining these 
relationships? And how often are 
managers holding these critical 
conversations? 
Our survey* of employees and 
managers in Singapore revealed 
these results… 
Trusting relationships: 
51% of workers believe they have a mutual 
trusting relationship with their manager 
Only 28% of workers feel comfortable honestly 
disclosing concerns and worries with their manager 
59% of workers will go the extra mile if they are 
working with an approachable manager 
Expectations: 
When asked “How clear are you about what your manager 
expects from you at work?” workers in Singapore responded: 
29% 
53% 
13% 
3% 
I am very clear 
I am fairly clear 
I am neither clear nor unclear 
I am somewhat unclear 
2% I am very unclear 
Communication and Appreciation: 
Only 37% of workers are clear on what the 
company is trying to achieve and their part in it! 
Q: How much do workers in Singapore feel 
genuinely appreciated? 
I rarely feel 
appreciated 
I feel neither 
appreciated nor 
unappreciated 
I sometimes 
feel appreciated 
16% 10% 
VS 
I always feel 
appreciated 
24% 
46% 
27% are often 
praised and 
understand 
why 
Handling Unhelpful Behaviour: 
Q: Have you ever had to approach someone about 
negative behaviour that affected you/your team? 
28% who are 
rarely praised 
Yes, but I did not feel comfortable and did not know how to do so properly 
35% 
No, our team works very well together 
I never feel 
appreciated 
4% 
at all! 
Yes, and I felt confident in my ability to 
approach them and discuss the behaviour 
No, I would rather not create waves in the team 
12% 
14% 
18% 
No, I escalated the issue to my manager or someone of a higher position 
No, I don't feel confident in my ability to do this and get a positive outcome 
43% of those who approached someone 
said it either wasn’t resolved satisfactorily 
or had a negative outcome 
7% 
14% 
Is your manager good at 
handling awkward or 
difficult situations 
Only 48% of workers 
? think so 
Future Aspirations: 
Are we talking to our managers about our 2 year plan 
and development opportunities at the company? 
59% = yes! 
However – 21% don’t feel there are any opportunities for career 
development at their current company. 
How can you improve these results in your organization? 
5 Conversations focuses on five key conversations which can transform 
trust, relationships and engagement at work. 
Learn more at www.5conversations.co.uk 
*All results from a survey of 1000 employees and managers conducted by Atomik Research and The 
Oxford Group in July 2014. 
© The Oxford Group, 2014

More Related Content

What's hot

Coaching Remote Workers? Be Like Brad
Coaching Remote Workers? Be Like BradCoaching Remote Workers? Be Like Brad
Coaching Remote Workers? Be Like Brad
InsideOut Development
 
5 Coaching Essentials To Look For In Your Next Performance Management System
5 Coaching Essentials To Look For In Your Next Performance Management System5 Coaching Essentials To Look For In Your Next Performance Management System
5 Coaching Essentials To Look For In Your Next Performance Management System
InsideOut Development
 
Leadership presentation 2013 final
Leadership presentation 2013 finalLeadership presentation 2013 final
Leadership presentation 2013 finalDawid Krent
 
Statistics On The Importance Of Employee Feedback
Statistics On The Importance Of Employee FeedbackStatistics On The Importance Of Employee Feedback
Statistics On The Importance Of Employee Feedback
Officevibe
 
Employee happiness and engagement
Employee happiness and engagementEmployee happiness and engagement
Employee happiness and engagement
Jessica Gilmore
 
Summer 2013 Workforce Mood Tracker Results
Summer 2013 Workforce Mood Tracker ResultsSummer 2013 Workforce Mood Tracker Results
Summer 2013 Workforce Mood Tracker Results
Globoforce
 
The Importance of Employee Feedback - CU Suggestions
The Importance of Employee Feedback  - CU SuggestionsThe Importance of Employee Feedback  - CU Suggestions
The Importance of Employee Feedback - CU Suggestions
cusuggestion
 
Letter of Recomendation from Ray Clark
Letter of Recomendation from Ray ClarkLetter of Recomendation from Ray Clark
Letter of Recomendation from Ray ClarkBrian Malanson
 
5 fatal problems with performance reviews
5 fatal problems with performance reviews5 fatal problems with performance reviews
5 fatal problems with performance reviewsGloboforce
 
Top 5 Job Interview mistakes to avoid
Top 5 Job Interview mistakes to avoidTop 5 Job Interview mistakes to avoid
Top 5 Job Interview mistakes to avoid
AnanyaSingh201
 
Customer Satisfaction
Customer SatisfactionCustomer Satisfaction
Customer SatisfactionGaurav Pathak
 
What They Didn’T Teach You In College
What They Didn’T Teach You In CollegeWhat They Didn’T Teach You In College
What They Didn’T Teach You In College
Vinwe
 
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...
Qualtrics
 
16 Employee Experience Questions
16 Employee Experience Questions16 Employee Experience Questions
16 Employee Experience Questions
SemosCloud
 
Engaging on Employee Disengagement
Engaging on Employee DisengagementEngaging on Employee Disengagement
Engaging on Employee Disengagement
Pivotal Practices Consulting LLC
 
Understanding Workplace Stress by Buddha Travel
Understanding Workplace Stress by Buddha TravelUnderstanding Workplace Stress by Buddha Travel
Understanding Workplace Stress by Buddha Travel
James Brodie
 
13 ways to inspire your team members to be more engaged and motivated
13 ways to inspire your team members to be more engaged and motivated13 ways to inspire your team members to be more engaged and motivated
13 ways to inspire your team members to be more engaged and motivated
Inpeaks Reviews
 

What's hot (20)

Coaching Remote Workers? Be Like Brad
Coaching Remote Workers? Be Like BradCoaching Remote Workers? Be Like Brad
Coaching Remote Workers? Be Like Brad
 
5 Coaching Essentials To Look For In Your Next Performance Management System
5 Coaching Essentials To Look For In Your Next Performance Management System5 Coaching Essentials To Look For In Your Next Performance Management System
5 Coaching Essentials To Look For In Your Next Performance Management System
 
Leadership presentation 2013 final
Leadership presentation 2013 finalLeadership presentation 2013 final
Leadership presentation 2013 final
 
Statistics On The Importance Of Employee Feedback
Statistics On The Importance Of Employee FeedbackStatistics On The Importance Of Employee Feedback
Statistics On The Importance Of Employee Feedback
 
Employee happiness and engagement
Employee happiness and engagementEmployee happiness and engagement
Employee happiness and engagement
 
Summer 2013 Workforce Mood Tracker Results
Summer 2013 Workforce Mood Tracker ResultsSummer 2013 Workforce Mood Tracker Results
Summer 2013 Workforce Mood Tracker Results
 
The Importance of Employee Feedback - CU Suggestions
The Importance of Employee Feedback  - CU SuggestionsThe Importance of Employee Feedback  - CU Suggestions
The Importance of Employee Feedback - CU Suggestions
 
Letter of Recomendation from Ray Clark
Letter of Recomendation from Ray ClarkLetter of Recomendation from Ray Clark
Letter of Recomendation from Ray Clark
 
Commitment
CommitmentCommitment
Commitment
 
5 fatal problems with performance reviews
5 fatal problems with performance reviews5 fatal problems with performance reviews
5 fatal problems with performance reviews
 
Top 5 Job Interview mistakes to avoid
Top 5 Job Interview mistakes to avoidTop 5 Job Interview mistakes to avoid
Top 5 Job Interview mistakes to avoid
 
Customer Satisfaction
Customer SatisfactionCustomer Satisfaction
Customer Satisfaction
 
What They Didn’T Teach You In College
What They Didn’T Teach You In CollegeWhat They Didn’T Teach You In College
What They Didn’T Teach You In College
 
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...
Employee Engagement: What is it? How Do You Improve it? 10 Best Practices fro...
 
ATTITUDE AS KEY
ATTITUDE AS KEYATTITUDE AS KEY
ATTITUDE AS KEY
 
Just Culture
Just CultureJust Culture
Just Culture
 
16 Employee Experience Questions
16 Employee Experience Questions16 Employee Experience Questions
16 Employee Experience Questions
 
Engaging on Employee Disengagement
Engaging on Employee DisengagementEngaging on Employee Disengagement
Engaging on Employee Disengagement
 
Understanding Workplace Stress by Buddha Travel
Understanding Workplace Stress by Buddha TravelUnderstanding Workplace Stress by Buddha Travel
Understanding Workplace Stress by Buddha Travel
 
13 ways to inspire your team members to be more engaged and motivated
13 ways to inspire your team members to be more engaged and motivated13 ways to inspire your team members to be more engaged and motivated
13 ways to inspire your team members to be more engaged and motivated
 

Similar to 2014 Trust, Engagement & Communication in the Workplace Survey - Singapore - Infographic

Enhancing Employee Engagement - The Role of the Immediate Supervisor
Enhancing Employee Engagement - The Role of the Immediate SupervisorEnhancing Employee Engagement - The Role of the Immediate Supervisor
Enhancing Employee Engagement - The Role of the Immediate Supervisor
Steve Thomas, M.A.
 
PXT Select - Hire Smarter - Engage Fully
 PXT Select - Hire Smarter - Engage Fully PXT Select - Hire Smarter - Engage Fully
PXT Select - Hire Smarter - Engage Fully
Insights For Performance
 
Sales 2.0 panel introhive rob begg
Sales 2.0 panel introhive rob beggSales 2.0 panel introhive rob begg
Sales 2.0 panel introhive rob beggRob Begg
 
Recruiting For Sales
Recruiting For SalesRecruiting For Sales
Recruiting For SalesGlassdoor
 
Ex dir evaluation presentaion 2013-14
Ex dir evaluation presentaion 2013-14Ex dir evaluation presentaion 2013-14
Ex dir evaluation presentaion 2013-14Justin Ambrose
 
The importance of communication
The importance of communicationThe importance of communication
The importance of communication
Priscilla Cervantes
 
Engagement The Other Side
Engagement  The Other SideEngagement  The Other Side
Engagement The Other Side
Nipun Wadhwa
 
How Senior Leadership Engage/Disengage in Nonprofits
How Senior Leadership Engage/Disengage in NonprofitsHow Senior Leadership Engage/Disengage in Nonprofits
How Senior Leadership Engage/Disengage in Nonprofits
TalentMap
 
Engaging Non Engaged Employees
Engaging Non Engaged EmployeesEngaging Non Engaged Employees
Engaging Non Engaged Employees
Sonny Navaratnam
 
Czy lubimy krytykować swoich pracodawców?
Czy lubimy krytykować swoich pracodawców?Czy lubimy krytykować swoich pracodawców?
Czy lubimy krytykować swoich pracodawców?
eprpl
 
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 리포트
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 리포트디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 리포트
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 리포트
Weber Shandwick Korea
 
genY_retention
genY_retentiongenY_retention
genY_retentionErik Vos
 
Employee engagement
Employee engagementEmployee engagement
Employee engagementRahul Ranjan
 
Engagement Measuerment 2011
Engagement Measuerment 2011Engagement Measuerment 2011
Engagement Measuerment 2011Salman Alsuhail
 
Employee engagement challenges and opportunities
Employee engagement  challenges and opportunitiesEmployee engagement  challenges and opportunities
Employee engagement challenges and opportunitiesNandu Warrier
 
State of Employee Engagement Report 2016
State of Employee Engagement Report 2016State of Employee Engagement Report 2016
State of Employee Engagement Report 2016
DecisionWise
 
Employee Motivation report January 2015 FINAL
Employee Motivation report January 2015 FINALEmployee Motivation report January 2015 FINAL
Employee Motivation report January 2015 FINALBill Alexander
 
MBA 687 Employee Engagement Surveys Response Rate
MBA 687 Employee Engagement Surveys  Response Rate MBA 687 Employee Engagement Surveys  Response Rate
MBA 687 Employee Engagement Surveys Response Rate
AbramMartino96
 

Similar to 2014 Trust, Engagement & Communication in the Workplace Survey - Singapore - Infographic (20)

Enhancing Employee Engagement - The Role of the Immediate Supervisor
Enhancing Employee Engagement - The Role of the Immediate SupervisorEnhancing Employee Engagement - The Role of the Immediate Supervisor
Enhancing Employee Engagement - The Role of the Immediate Supervisor
 
PXT Select - Hire Smarter - Engage Fully
 PXT Select - Hire Smarter - Engage Fully PXT Select - Hire Smarter - Engage Fully
PXT Select - Hire Smarter - Engage Fully
 
Sales 2.0 panel introhive rob begg
Sales 2.0 panel introhive rob beggSales 2.0 panel introhive rob begg
Sales 2.0 panel introhive rob begg
 
Recruiting For Sales
Recruiting For SalesRecruiting For Sales
Recruiting For Sales
 
Ex dir evaluation presentaion 2013-14
Ex dir evaluation presentaion 2013-14Ex dir evaluation presentaion 2013-14
Ex dir evaluation presentaion 2013-14
 
The importance of communication
The importance of communicationThe importance of communication
The importance of communication
 
Engagement The Other Side
Engagement  The Other SideEngagement  The Other Side
Engagement The Other Side
 
How Senior Leadership Engage/Disengage in Nonprofits
How Senior Leadership Engage/Disengage in NonprofitsHow Senior Leadership Engage/Disengage in Nonprofits
How Senior Leadership Engage/Disengage in Nonprofits
 
EmployeeEngagementPresentation-Jan2015
EmployeeEngagementPresentation-Jan2015EmployeeEngagementPresentation-Jan2015
EmployeeEngagementPresentation-Jan2015
 
Engaging Non Engaged Employees
Engaging Non Engaged EmployeesEngaging Non Engaged Employees
Engaging Non Engaged Employees
 
Czy lubimy krytykować swoich pracodawców?
Czy lubimy krytykować swoich pracodawców?Czy lubimy krytykować swoich pracodawców?
Czy lubimy krytykować swoich pracodawców?
 
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 리포트
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 리포트디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 리포트
디지털 시대의 새로운 변화 - ‘직원 행동주의(Employee Activism)’ 급부상 리포트
 
genY_retention
genY_retentiongenY_retention
genY_retention
 
Employee engagement
Employee engagementEmployee engagement
Employee engagement
 
Engagement Measuerment 2011
Engagement Measuerment 2011Engagement Measuerment 2011
Engagement Measuerment 2011
 
Employee engagement challenges and opportunities
Employee engagement  challenges and opportunitiesEmployee engagement  challenges and opportunities
Employee engagement challenges and opportunities
 
State of Employee Engagement Report 2016
State of Employee Engagement Report 2016State of Employee Engagement Report 2016
State of Employee Engagement Report 2016
 
employee-motivation-report-january-2015
employee-motivation-report-january-2015employee-motivation-report-january-2015
employee-motivation-report-january-2015
 
Employee Motivation report January 2015 FINAL
Employee Motivation report January 2015 FINALEmployee Motivation report January 2015 FINAL
Employee Motivation report January 2015 FINAL
 
MBA 687 Employee Engagement Surveys Response Rate
MBA 687 Employee Engagement Surveys  Response Rate MBA 687 Employee Engagement Surveys  Response Rate
MBA 687 Employee Engagement Surveys Response Rate
 

Recently uploaded

原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样
原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样
原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样
tdt5v4b
 
Strategic Org Design with Org Topologies™
Strategic Org Design with Org Topologies™Strategic Org Design with Org Topologies™
Strategic Org Design with Org Topologies™
Alexey Krivitsky
 
Public Speaking Tips to Help You Be A Strong Leader.pdf
Public Speaking Tips to Help You Be A Strong Leader.pdfPublic Speaking Tips to Help You Be A Strong Leader.pdf
Public Speaking Tips to Help You Be A Strong Leader.pdf
Pinta Partners
 
The Management Guide: From Projects to Portfolio
The Management Guide: From Projects to PortfolioThe Management Guide: From Projects to Portfolio
The Management Guide: From Projects to Portfolio
Ahmed AbdelMoneim
 
20240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 202420240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 2024
Matthew Sinclair
 
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...
William (Bill) H. Bender, FCSI
 
Integrity in leadership builds trust by ensuring consistency between words an...
Integrity in leadership builds trust by ensuring consistency between words an...Integrity in leadership builds trust by ensuring consistency between words an...
Integrity in leadership builds trust by ensuring consistency between words an...
Ram V Chary
 
Employment Practices Regulation and Multinational Corporations
Employment PracticesRegulation and Multinational CorporationsEmployment PracticesRegulation and Multinational Corporations
Employment Practices Regulation and Multinational Corporations
RoopaTemkar
 
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
tdt5v4b
 
原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样
原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样
原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样
tdt5v4b
 
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
gcljeuzdu
 
Case Analysis - The Sky is the Limit | Principles of Management
Case Analysis - The Sky is the Limit | Principles of ManagementCase Analysis - The Sky is the Limit | Principles of Management
Case Analysis - The Sky is the Limit | Principles of Management
A. F. M. Rubayat-Ul Jannat
 
CV Ensio Suopanki1.pdf ENGLISH Russian Finnish German
CV Ensio Suopanki1.pdf ENGLISH Russian Finnish GermanCV Ensio Suopanki1.pdf ENGLISH Russian Finnish German
CV Ensio Suopanki1.pdf ENGLISH Russian Finnish German
EUS+ Management & Consulting Excellence
 
Comparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile SystemsComparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile Systems
Rob Healy
 
Enriching engagement with ethical review processes
Enriching engagement with ethical review processesEnriching engagement with ethical review processes
Enriching engagement with ethical review processes
strikingabalance
 
Leadership Ethics and Change, Purpose to Impact Plan
Leadership Ethics and Change, Purpose to Impact PlanLeadership Ethics and Change, Purpose to Impact Plan
Leadership Ethics and Change, Purpose to Impact Plan
Muhammad Adil Jamil
 
Risk-Management-presentation for cooperatives
Risk-Management-presentation for cooperativesRisk-Management-presentation for cooperatives
Risk-Management-presentation for cooperatives
bernanbumatay1
 
Senior Project and Engineering Leader Jim Smith.pdf
Senior Project and Engineering Leader Jim Smith.pdfSenior Project and Engineering Leader Jim Smith.pdf
Senior Project and Engineering Leader Jim Smith.pdf
Jim Smith
 
在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样
在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样
在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样
tdt5v4b
 

Recently uploaded (19)

原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样
原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样
原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样
 
Strategic Org Design with Org Topologies™
Strategic Org Design with Org Topologies™Strategic Org Design with Org Topologies™
Strategic Org Design with Org Topologies™
 
Public Speaking Tips to Help You Be A Strong Leader.pdf
Public Speaking Tips to Help You Be A Strong Leader.pdfPublic Speaking Tips to Help You Be A Strong Leader.pdf
Public Speaking Tips to Help You Be A Strong Leader.pdf
 
The Management Guide: From Projects to Portfolio
The Management Guide: From Projects to PortfolioThe Management Guide: From Projects to Portfolio
The Management Guide: From Projects to Portfolio
 
20240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 202420240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 2024
 
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...
 
Integrity in leadership builds trust by ensuring consistency between words an...
Integrity in leadership builds trust by ensuring consistency between words an...Integrity in leadership builds trust by ensuring consistency between words an...
Integrity in leadership builds trust by ensuring consistency between words an...
 
Employment Practices Regulation and Multinational Corporations
Employment PracticesRegulation and Multinational CorporationsEmployment PracticesRegulation and Multinational Corporations
Employment Practices Regulation and Multinational Corporations
 
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
 
原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样
原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样
原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样
 
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
 
Case Analysis - The Sky is the Limit | Principles of Management
Case Analysis - The Sky is the Limit | Principles of ManagementCase Analysis - The Sky is the Limit | Principles of Management
Case Analysis - The Sky is the Limit | Principles of Management
 
CV Ensio Suopanki1.pdf ENGLISH Russian Finnish German
CV Ensio Suopanki1.pdf ENGLISH Russian Finnish GermanCV Ensio Suopanki1.pdf ENGLISH Russian Finnish German
CV Ensio Suopanki1.pdf ENGLISH Russian Finnish German
 
Comparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile SystemsComparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile Systems
 
Enriching engagement with ethical review processes
Enriching engagement with ethical review processesEnriching engagement with ethical review processes
Enriching engagement with ethical review processes
 
Leadership Ethics and Change, Purpose to Impact Plan
Leadership Ethics and Change, Purpose to Impact PlanLeadership Ethics and Change, Purpose to Impact Plan
Leadership Ethics and Change, Purpose to Impact Plan
 
Risk-Management-presentation for cooperatives
Risk-Management-presentation for cooperativesRisk-Management-presentation for cooperatives
Risk-Management-presentation for cooperatives
 
Senior Project and Engineering Leader Jim Smith.pdf
Senior Project and Engineering Leader Jim Smith.pdfSenior Project and Engineering Leader Jim Smith.pdf
Senior Project and Engineering Leader Jim Smith.pdf
 
在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样
在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样
在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样
 

2014 Trust, Engagement & Communication in the Workplace Survey - Singapore - Infographic

  • 1. 2014 Trust, Engagement & Communication in the Workplace Survey In today’s work environment we have forgotten that it’s authentic, two-way conversations that build trusting relationships. And it is these trusting relationships that lead to true employee engagement. So how well are workers in Singapore doing when it comes to creating and maintaining these relationships? And how often are managers holding these critical conversations? Our survey* of employees and managers in Singapore revealed these results… Trusting relationships: 51% of workers believe they have a mutual trusting relationship with their manager Only 28% of workers feel comfortable honestly disclosing concerns and worries with their manager 59% of workers will go the extra mile if they are working with an approachable manager Expectations: When asked “How clear are you about what your manager expects from you at work?” workers in Singapore responded: 29% 53% 13% 3% I am very clear I am fairly clear I am neither clear nor unclear I am somewhat unclear 2% I am very unclear Communication and Appreciation: Only 37% of workers are clear on what the company is trying to achieve and their part in it! Q: How much do workers in Singapore feel genuinely appreciated? I rarely feel appreciated I feel neither appreciated nor unappreciated I sometimes feel appreciated 16% 10% VS I always feel appreciated 24% 46% 27% are often praised and understand why Handling Unhelpful Behaviour: Q: Have you ever had to approach someone about negative behaviour that affected you/your team? 28% who are rarely praised Yes, but I did not feel comfortable and did not know how to do so properly 35% No, our team works very well together I never feel appreciated 4% at all! Yes, and I felt confident in my ability to approach them and discuss the behaviour No, I would rather not create waves in the team 12% 14% 18% No, I escalated the issue to my manager or someone of a higher position No, I don't feel confident in my ability to do this and get a positive outcome 43% of those who approached someone said it either wasn’t resolved satisfactorily or had a negative outcome 7% 14% Is your manager good at handling awkward or difficult situations Only 48% of workers ? think so Future Aspirations: Are we talking to our managers about our 2 year plan and development opportunities at the company? 59% = yes! However – 21% don’t feel there are any opportunities for career development at their current company. How can you improve these results in your organization? 5 Conversations focuses on five key conversations which can transform trust, relationships and engagement at work. Learn more at www.5conversations.co.uk *All results from a survey of 1000 employees and managers conducted by Atomik Research and The Oxford Group in July 2014. © The Oxford Group, 2014