This document discusses the importance of employee engagement for organizational performance. Some key points:
- Only 13% of global employees are engaged at work according to Gallup, while 31.4% are just contributing or disengaged.
- Companies with highly engaged employees outperform peers in customer ratings, profitability, and productivity by 10-22% according to several studies.
- HR can improve engagement through empowering employees to contribute ideas, using analytics to customize programs, and offering competitive financial and non-financial rewards like recognition.
Top HR Processes Ripe for a Social EnterpriseKangoGift
The document provides an overview of how social tools can be applied to five key HR processes: performance reviews, employee feedback, recognition and awards, training, and knowledge management. It discusses transitioning performance reviews from annual events to ongoing conversations, capturing more timely employee feedback, using social recognition to provide informal and measurable praise, leveraging employees' expertise through social training tools, and centralizing institutional knowledge. Metrics for success include engagement, enablement, and performance. Case studies and parting thoughts on creating a social HR roadmap are also presented.
This document provides a summary of evidence from various studies and research that show a correlation between employee engagement and organizational performance. Some key findings include:
1) Research shows organizations with high employee engagement levels outperform those with low engagement in terms of total shareholder returns, annual net income, and productivity.
2) Studies from various companies found stores and business units with higher engagement delivered better financial results, including more sales revenue, higher customer satisfaction, and lower costs.
3) Data from over 23,000 business units showed those in the top 25% for engagement averaged 18% higher productivity than those in the bottom 25%. Additionally, engaged employees took fewer sick days.
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
You know your employees are the lifeblood of your company but if not properly motivated, they can end up sucking the life out of your company. Unhappy employees cost companies over half a billion dollars in lost productivity.
What if there were a formula for gauging your employees’ attitudes and a methodology for creating an energetic workplace atmosphere? While we can’t promise an overnight solution, we can give you facts and actionable tips based on national and global research to get the process in motion. All it takes from you is the desire to make the change and the commitment to transform the culture of your organization from blah to hell ya!
Change is best implemented from the top with executive support so every employee on your payroll understands the importance of the initiative. Give your employees a reason to care.
This document summarizes research on the relationship between employee engagement and organizational performance. It finds that companies with higher employee engagement levels significantly outperform those with lower engagement across key metrics. Specifically, highly engaged organizations have twice the annual profit, 12% higher revenue growth, 18% higher productivity, 40% lower turnover, and better customer satisfaction, innovation, health and safety outcomes. The evidence demonstrates that improving employee engagement can substantially boost a company's financial and operational results.
Why does employee engagement matter? What really drives engagement? And what makes people stay at your company? Discover the key drivers of engagement, enablement and retention and learn how to use them to empower your employees.
The document discusses employee retention and satisfaction based on findings from the 2013 Kelly Global Workforce Index. Some key points:
- 47% of employees worldwide changed jobs in the last year, with EMEA having the highest rate of job changing at 51%.
- While 52% of employees report being happy in their current roles, most are still looking for new jobs or intend to change employers within a year.
- Employees want career advancement, an engaging work environment, and a better work-life balance more than just compensation. However, changing jobs often does not lead to happiness.
- The document examines job change rates and satisfaction levels to understand what employees want from employers in order to improve retention. Understanding
This document discusses the importance of collaboration in the modern workplace. It begins by noting that collaboration is becoming a key factor for companies' profitability and ability to attract and retain top talent. The document then provides insights into worker preferences for collaboration based on various surveys. It discusses how building a collaborative culture through leadership, training, diverse teams, and technology can improve business outcomes. However, it also notes there are still challenges to establishing collaboration, such as breaking down silos and managing different work arrangements. The document emphasizes that soft skills like collaboration are in high demand but short supply. It concludes by stating collaboration is directly linked to profitability by executives.
Top HR Processes Ripe for a Social EnterpriseKangoGift
The document provides an overview of how social tools can be applied to five key HR processes: performance reviews, employee feedback, recognition and awards, training, and knowledge management. It discusses transitioning performance reviews from annual events to ongoing conversations, capturing more timely employee feedback, using social recognition to provide informal and measurable praise, leveraging employees' expertise through social training tools, and centralizing institutional knowledge. Metrics for success include engagement, enablement, and performance. Case studies and parting thoughts on creating a social HR roadmap are also presented.
This document provides a summary of evidence from various studies and research that show a correlation between employee engagement and organizational performance. Some key findings include:
1) Research shows organizations with high employee engagement levels outperform those with low engagement in terms of total shareholder returns, annual net income, and productivity.
2) Studies from various companies found stores and business units with higher engagement delivered better financial results, including more sales revenue, higher customer satisfaction, and lower costs.
3) Data from over 23,000 business units showed those in the top 25% for engagement averaged 18% higher productivity than those in the bottom 25%. Additionally, engaged employees took fewer sick days.
Powering Your Bottom Line Through Employee EngagementKip Michael Kelly
The greatest concerns of most CEOs are operational excellence, innovation, risk, the regulatory environment, and competing globally. Underpinning those areas is their primary concern—human capital. The “people thread” is what prepares an organization to compete and win. The greatest asset that organizations have is the power of their employees. Employee engagement—the emotional commitment of employees—is a tremendous competitive advantage that impacts the bottom line when strategically managed.
The majority of organizations have an opportunity to further leverage employee engagement as a business driver. A recent Gallup poll found that more than 70 percent of American workers are either actively or passively disengaged from their work. HR, talent management professionals, and business leaders need to assess (or re-assess) how widespread and entrenched employee disengagement is in their organizations and partner together to improve it.
This white paper:
- Discusses the costs of employee disengagement in organizations.
- Links employee engagement to an organization’s bottom line and offers reasons why employee engagement should be a strategic business priority.
- Offers steps that HR and talent managers can take to improve employee engagement throughout their organizations.
- Provides examples of what organizations are doing to boost employee engagement.
You know your employees are the lifeblood of your company but if not properly motivated, they can end up sucking the life out of your company. Unhappy employees cost companies over half a billion dollars in lost productivity.
What if there were a formula for gauging your employees’ attitudes and a methodology for creating an energetic workplace atmosphere? While we can’t promise an overnight solution, we can give you facts and actionable tips based on national and global research to get the process in motion. All it takes from you is the desire to make the change and the commitment to transform the culture of your organization from blah to hell ya!
Change is best implemented from the top with executive support so every employee on your payroll understands the importance of the initiative. Give your employees a reason to care.
This document summarizes research on the relationship between employee engagement and organizational performance. It finds that companies with higher employee engagement levels significantly outperform those with lower engagement across key metrics. Specifically, highly engaged organizations have twice the annual profit, 12% higher revenue growth, 18% higher productivity, 40% lower turnover, and better customer satisfaction, innovation, health and safety outcomes. The evidence demonstrates that improving employee engagement can substantially boost a company's financial and operational results.
Why does employee engagement matter? What really drives engagement? And what makes people stay at your company? Discover the key drivers of engagement, enablement and retention and learn how to use them to empower your employees.
The document discusses employee retention and satisfaction based on findings from the 2013 Kelly Global Workforce Index. Some key points:
- 47% of employees worldwide changed jobs in the last year, with EMEA having the highest rate of job changing at 51%.
- While 52% of employees report being happy in their current roles, most are still looking for new jobs or intend to change employers within a year.
- Employees want career advancement, an engaging work environment, and a better work-life balance more than just compensation. However, changing jobs often does not lead to happiness.
- The document examines job change rates and satisfaction levels to understand what employees want from employers in order to improve retention. Understanding
This document discusses the importance of collaboration in the modern workplace. It begins by noting that collaboration is becoming a key factor for companies' profitability and ability to attract and retain top talent. The document then provides insights into worker preferences for collaboration based on various surveys. It discusses how building a collaborative culture through leadership, training, diverse teams, and technology can improve business outcomes. However, it also notes there are still challenges to establishing collaboration, such as breaking down silos and managing different work arrangements. The document emphasizes that soft skills like collaboration are in high demand but short supply. It concludes by stating collaboration is directly linked to profitability by executives.
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
Focusing on Employee Engagement: How to Measure and Improve ItKip Michael Kelly
This white paper:- Outlines the characteristics of engaged employees- Identifies the traits that engaged, disengaged and actively disengaged employees demonstrate- Explores the costs of poor employee engagement to organizations- Provides suggestions to human resource and talent management professionals on how to gauge employee engagement in their organizations- Offers employee engagement trends and steps to improve employee engagement that HR and talent management professionals can take
Eight Recommendations to Improve Employee Engagement by Hay GroupElizabeth Lupfer
This document discusses recommendations for improving employee engagement through reward strategies and practices. It recommends: 1) Making a business case for engaging employees by linking engagement to business outcomes like revenue growth and performance; 2) Measuring engagement through surveys and taking action on results; 3) Making managers accountable for engagement levels by incorporating engagement into day-to-day operations and performance criteria. The overall goal is to increase organizational commitment, discretionary effort, and business performance through engaged employees.
Deloitte recently published a survey report titled 2016 Global Human Capital Trends CEOs and HR executives of 7,000 companies from over 130 countries around the world have prioritize trends for 2016.
This document summarizes the key findings of a large HR and talent study involving over 7,000 business and HR leaders from 130 countries. It identifies 10 major trends impacting the workforce in 2016, including the rise of teams in organizational design, the need to shape culture to drive business strategy, and the importance of leadership development. Other trends include the growing emphasis on continuous employee engagement, empowering employees to take charge of their own learning, and the disruptive impact of digital technologies in areas like digital HR and people analytics. The report concludes that 2016 will be a year of significant disruption as companies respond rapidly to these trends and transform their approach to management, organization, and the employee experience.
The Value Proposition for Outsourcing Leadership DevelopmentPhillip Ash
Leadership development that produces the behavior change necessary to improve leadership effectiveness is expensive. This presentation describes a positive value proposition for leadership development.
The document discusses employee engagement trends over time and the limitations of existing human capital management (HCM) solutions in improving engagement. It introduces Humantelligence as an innovative cloud-based solution that applies behavioral sciences to drive strategic actions and improve hiring, engagement, and performance across entire workforces. Key points:
- Employee engagement remains low at 30% in the US and 13% globally despite many HCM software vendors. These tools were not designed primarily for engagement.
- Humantelligence provides a comprehensive suite of solutions including self-assessments, talent fit assessments, action management, and analytics to improve hiring, engagement, cultural alignment, and performance at all workforce levels.
- It leverages behavioral sciences
Value proposition for outsourcing leadership developmentPhillip Ash
This document proposes an outsourced leadership development program focused on improving engagement and discretionary effort. It notes that CEOs are most concerned with leadership and its development. An effective program includes knowledge acquisition, competency development through assessment and active learning, and behavior change facilitated by coaching. The program outlined uses assessment, blended learning, and coaching to efficiently develop leaders' interpersonal skills and produce behavior change. It argues this approach can improve productivity, customer satisfaction, retention and create a 6:1 return on investment through increased engagement and discretionary effort.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Employees are increasingly becoming activists both for and against their employers. This document analyzes research from a survey of 2,300 employees across 15 markets to understand the drivers of employee activism. The key findings are:
1) Only about 30% of employees report being deeply engaged with their employer, despite receiving many communications. Leadership, internal communications, HR practices, and CSR efforts are the main drivers of employee activism but employers underperform in these areas.
2) Social media has fueled more employee activism, both positive and negative. About 50% of employees share work-related content online and 39% have shared positive comments about their employer.
3) The research identified a segment of "employee activists" making
Aż 56% pracowników aktywnie broni swoich firm przed krytyką i odgrywa rolę ich rzeczników, zarówno online jak i offline – wynika z najnowszego badania Weber Shandwick
KGWI: The Collaborative Work Enviroment in EuropeKelly Services
The document discusses how collaboration is becoming a key factor for companies to improve profitability and attract top talent. It finds that 60% of European workers cite a highly collaborative environment as a feature of their ideal work environment. However, only 47% feel their current workplace promotes collaboration. There are also differences in perceptions between generations and countries. Developing a truly collaborative culture requires effort from leadership to establish the right structures, train employees, and use technologies that facilitate collaboration.
The document discusses the importance and impact of employee engagement. It provides evidence that improved engagement across the UK could add £26 billion to GDP and boost the economy. Research identified four key enablers to effective engagement: a strong strategic narrative, engaging managers, employee voice, and integrity. Case studies show organizations with high engagement have higher sales, customer satisfaction, productivity, and profit, and lower costs, turnover, and safety incidents. The document argues that all leaders should focus on these enablers to tackle the UK's engagement deficit and realize significant economic and performance benefits.
This document discusses learning, training and development (LTD) programs in corporations. It provides an agenda that covers key indicators of LTD, LTD responsibilities and objectives, common LTD activities, evaluating different LTD programs, and information about the authors. The document analyzes two key indicators used to measure LTD programs: resource indicators related to commitment, involvement, influences and investment; and performance indicators related to complexity, efficiency and quality. It also lists and compares the most common types of LTD programs offered by small, mid-sized and large corporations. Finally, it provides frameworks for evaluating different LTD programs based on factors like frequency and level of evaluation.
The role of Managers in employee engagement : Champions, Saboteurs, Challengers, Prisoners. Discover how Leadership is crucial to drive Transformation : #
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
This document summarizes a study on what drives employee engagement. The study found that the three key drivers of engagement are: the relationship with one's immediate supervisor, belief in senior leadership, and pride in the company. While many factors can influence engagement, developing caring managers who build strong relationships and foster positive work environments is important for improving engagement. Only 29% of employees surveyed were fully engaged, so organizations should focus on strategies to move more employees to higher levels of engagement for increased commitment, motivation and business outcomes.
Creating Engagement in a Diverse Workforce - Technology tools to help you eng...HeyEmbedMe
According to the Global Human Capital Trends 2016 report, “employee engage-
ment is a headline issue throughout business and HR.” Fully 85 percent of survey
respondents ranked engagement as a top priority, yet only 46 percent reported that they
were prepared to address engagement challenges.1
One of the drivers behind the focus on engagement — which not only concerns HR,
but also has wider implications for the overall performance of an organization — is
the increasing diversity of today’s workforce. From aspiring Millennials to aging Baby
Boomers — working in a complex mix of full-time, part-time, contingent, temporary,
and contract roles — the 21st-century workforce is more diverse than ever, challenging
organizations to build and support a corporate culture that fosters employee engage-
ment. When you pair this diverse workforce with the growing competition to attract and
retain top talent, it’s easy to see why culture and work environment have become key
drivers of employment brand. No matter the age, status, or position of your employees,
how can your organization effectively engage and inspire today’s diverse workforce?
This white paper examines the topic of employee happiness and engagement. It discusses how employee turnover and motivation impact business metrics like revenue and culture. While compensation is an important driver of engagement, employees also value work-life balance. Some companies are trying to improve engagement through perks, workplace flexibility, and creating positions focused on talent management and happiness. Tracking engagement allows companies to identify issues and priorities for building strategies to retain top talent.
This document discusses employee engagement and its impact on organizational performance. It notes that disengaged employees cost organizations billions each year through lost productivity, increased turnover, and other factors. The document then summarizes several studies that found strong correlations between employee engagement and positive business outcomes like revenue growth, productivity, profitability, and safety. It provides examples of companies like Molson Coors and Caterpillar that have strategically increased engagement and reaped financial benefits. Finally, it offers four steps for organizations to monitor and improve their employee engagement levels.
The document discusses the challenges that organizations face in attracting and retaining critical talent globally. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that communicating, delivering, segmenting, and differentiating the EVP leads to better outcomes of engagement, attraction, retention, and financial performance. Organizations are grouped based on their progress with the EVP, with the most advanced group customizing EVPs and experiencing the best results.
Social activists. Environmental activists. Consumer activists. Activist shareholders. Today, there is no shortage of activists affecting business operations in some way. These stand-up-for-what-is-right campaigners may either be an employer’s best advocates or its worst opponents. In either case, they are change agents.
Focusing on Employee Engagement: How to Measure and Improve ItKip Michael Kelly
This white paper:- Outlines the characteristics of engaged employees- Identifies the traits that engaged, disengaged and actively disengaged employees demonstrate- Explores the costs of poor employee engagement to organizations- Provides suggestions to human resource and talent management professionals on how to gauge employee engagement in their organizations- Offers employee engagement trends and steps to improve employee engagement that HR and talent management professionals can take
Eight Recommendations to Improve Employee Engagement by Hay GroupElizabeth Lupfer
This document discusses recommendations for improving employee engagement through reward strategies and practices. It recommends: 1) Making a business case for engaging employees by linking engagement to business outcomes like revenue growth and performance; 2) Measuring engagement through surveys and taking action on results; 3) Making managers accountable for engagement levels by incorporating engagement into day-to-day operations and performance criteria. The overall goal is to increase organizational commitment, discretionary effort, and business performance through engaged employees.
Deloitte recently published a survey report titled 2016 Global Human Capital Trends CEOs and HR executives of 7,000 companies from over 130 countries around the world have prioritize trends for 2016.
This document summarizes the key findings of a large HR and talent study involving over 7,000 business and HR leaders from 130 countries. It identifies 10 major trends impacting the workforce in 2016, including the rise of teams in organizational design, the need to shape culture to drive business strategy, and the importance of leadership development. Other trends include the growing emphasis on continuous employee engagement, empowering employees to take charge of their own learning, and the disruptive impact of digital technologies in areas like digital HR and people analytics. The report concludes that 2016 will be a year of significant disruption as companies respond rapidly to these trends and transform their approach to management, organization, and the employee experience.
The Value Proposition for Outsourcing Leadership DevelopmentPhillip Ash
Leadership development that produces the behavior change necessary to improve leadership effectiveness is expensive. This presentation describes a positive value proposition for leadership development.
The document discusses employee engagement trends over time and the limitations of existing human capital management (HCM) solutions in improving engagement. It introduces Humantelligence as an innovative cloud-based solution that applies behavioral sciences to drive strategic actions and improve hiring, engagement, and performance across entire workforces. Key points:
- Employee engagement remains low at 30% in the US and 13% globally despite many HCM software vendors. These tools were not designed primarily for engagement.
- Humantelligence provides a comprehensive suite of solutions including self-assessments, talent fit assessments, action management, and analytics to improve hiring, engagement, cultural alignment, and performance at all workforce levels.
- It leverages behavioral sciences
Value proposition for outsourcing leadership developmentPhillip Ash
This document proposes an outsourced leadership development program focused on improving engagement and discretionary effort. It notes that CEOs are most concerned with leadership and its development. An effective program includes knowledge acquisition, competency development through assessment and active learning, and behavior change facilitated by coaching. The program outlined uses assessment, blended learning, and coaching to efficiently develop leaders' interpersonal skills and produce behavior change. It argues this approach can improve productivity, customer satisfaction, retention and create a 6:1 return on investment through increased engagement and discretionary effort.
Women in the Workplace is a comprehensive study of the state of women in corporate America published by LeanIn.Org and McKinsey & Company. Learn more at womeninthworkplace.com
Employees are increasingly becoming activists both for and against their employers. This document analyzes research from a survey of 2,300 employees across 15 markets to understand the drivers of employee activism. The key findings are:
1) Only about 30% of employees report being deeply engaged with their employer, despite receiving many communications. Leadership, internal communications, HR practices, and CSR efforts are the main drivers of employee activism but employers underperform in these areas.
2) Social media has fueled more employee activism, both positive and negative. About 50% of employees share work-related content online and 39% have shared positive comments about their employer.
3) The research identified a segment of "employee activists" making
Aż 56% pracowników aktywnie broni swoich firm przed krytyką i odgrywa rolę ich rzeczników, zarówno online jak i offline – wynika z najnowszego badania Weber Shandwick
KGWI: The Collaborative Work Enviroment in EuropeKelly Services
The document discusses how collaboration is becoming a key factor for companies to improve profitability and attract top talent. It finds that 60% of European workers cite a highly collaborative environment as a feature of their ideal work environment. However, only 47% feel their current workplace promotes collaboration. There are also differences in perceptions between generations and countries. Developing a truly collaborative culture requires effort from leadership to establish the right structures, train employees, and use technologies that facilitate collaboration.
The document discusses the importance and impact of employee engagement. It provides evidence that improved engagement across the UK could add £26 billion to GDP and boost the economy. Research identified four key enablers to effective engagement: a strong strategic narrative, engaging managers, employee voice, and integrity. Case studies show organizations with high engagement have higher sales, customer satisfaction, productivity, and profit, and lower costs, turnover, and safety incidents. The document argues that all leaders should focus on these enablers to tackle the UK's engagement deficit and realize significant economic and performance benefits.
This document discusses learning, training and development (LTD) programs in corporations. It provides an agenda that covers key indicators of LTD, LTD responsibilities and objectives, common LTD activities, evaluating different LTD programs, and information about the authors. The document analyzes two key indicators used to measure LTD programs: resource indicators related to commitment, involvement, influences and investment; and performance indicators related to complexity, efficiency and quality. It also lists and compares the most common types of LTD programs offered by small, mid-sized and large corporations. Finally, it provides frameworks for evaluating different LTD programs based on factors like frequency and level of evaluation.
The role of Managers in employee engagement : Champions, Saboteurs, Challengers, Prisoners. Discover how Leadership is crucial to drive Transformation : #
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
This document summarizes a study on what drives employee engagement. The study found that the three key drivers of engagement are: the relationship with one's immediate supervisor, belief in senior leadership, and pride in the company. While many factors can influence engagement, developing caring managers who build strong relationships and foster positive work environments is important for improving engagement. Only 29% of employees surveyed were fully engaged, so organizations should focus on strategies to move more employees to higher levels of engagement for increased commitment, motivation and business outcomes.
Creating Engagement in a Diverse Workforce - Technology tools to help you eng...HeyEmbedMe
According to the Global Human Capital Trends 2016 report, “employee engage-
ment is a headline issue throughout business and HR.” Fully 85 percent of survey
respondents ranked engagement as a top priority, yet only 46 percent reported that they
were prepared to address engagement challenges.1
One of the drivers behind the focus on engagement — which not only concerns HR,
but also has wider implications for the overall performance of an organization — is
the increasing diversity of today’s workforce. From aspiring Millennials to aging Baby
Boomers — working in a complex mix of full-time, part-time, contingent, temporary,
and contract roles — the 21st-century workforce is more diverse than ever, challenging
organizations to build and support a corporate culture that fosters employee engage-
ment. When you pair this diverse workforce with the growing competition to attract and
retain top talent, it’s easy to see why culture and work environment have become key
drivers of employment brand. No matter the age, status, or position of your employees,
how can your organization effectively engage and inspire today’s diverse workforce?
This white paper examines the topic of employee happiness and engagement. It discusses how employee turnover and motivation impact business metrics like revenue and culture. While compensation is an important driver of engagement, employees also value work-life balance. Some companies are trying to improve engagement through perks, workplace flexibility, and creating positions focused on talent management and happiness. Tracking engagement allows companies to identify issues and priorities for building strategies to retain top talent.
This document discusses employee engagement and its impact on organizational performance. It notes that disengaged employees cost organizations billions each year through lost productivity, increased turnover, and other factors. The document then summarizes several studies that found strong correlations between employee engagement and positive business outcomes like revenue growth, productivity, profitability, and safety. It provides examples of companies like Molson Coors and Caterpillar that have strategically increased engagement and reaped financial benefits. Finally, it offers four steps for organizations to monitor and improve their employee engagement levels.
The document discusses the challenges that organizations face in attracting and retaining critical talent globally. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that communicating, delivering, segmenting, and differentiating the EVP leads to better outcomes of engagement, attraction, retention, and financial performance. Organizations are grouped based on their progress with the EVP, with the most advanced group customizing EVPs and experiencing the best results.
The Next High-Stakes Quest - Balancing Employer and Employee Priorities by To...Elizabeth Lupfer
The document discusses the challenges that organizations face in attracting and retaining critical talent. It finds that nearly three-quarters of organizations have difficulties attracting critical-skill employees, and over half have problems retaining them. Additionally, employees are experiencing high levels of stress and pressure at work. The document advocates that organizations focus on crafting an effective employee value proposition (EVP) to balance employer and employee needs. It presents a model showing that organizations that effectively communicate their EVP, deliver on EVP promises, segment their workforce, and differentiate their EVP achieve better engagement, attraction, retention and financial outcomes.
This document discusses how to achieve corporate objectives through employee engagement. It outlines John Doe's presentation for the New Standard Corporation on implementing a comprehensive employee recognition program. The presentation covers key topics like understanding employee concerns, developing an engagement strategy, implementing a points-based recognition portal called Total Vision, and anticipated 3-year results including increased employee engagement, customer satisfaction, and profits.
Employee engagement ideas and best practicesMutual Force
Employee engagement is more than perks and surveys; it requires leadership development and facilitating employee commitment, passion, and well-being. Current engagement programs rely on outdated surveys and rewards that fail to create real change or understand engagement's impact. Leadership development is key, but managers are often not suited or trained to facilitate engagement. Skilled managers set clear expectations, provide tools for success, and recognize employees. When properly developed and integrated into all business areas using quality technology infrastructure, engagement programs boost performance, retention and growth.
This document discusses the importance of employee engagement for businesses. It notes that engaged employees work harder, stay longer with companies, and provide better customer service. The document recommends using social performance management tools to provide frequent feedback, recognition, and meaningful communication to employees in order to increase engagement. These tools can help align individual goals with company goals to improve execution, productivity, service, retention, and overall business performance. The workforce is changing with more millennials and contingent workers who value different things, so companies need new approaches to attract, engage, and retain top talent.
The Keys to Corporate Responsibility Employee EngagementSustainable Brands
PwC recently found that employees who participate in its CR programs have a 5% higher retention rate, with a value of $165 million to the company. In this report, PwC shows how it uses a common corporate tool, the Plan-Do-Check-Adjust (PDCA) Cycle to engage employees, and the Employee Engagement Index (EEI) to measure engagement.
This white paper discusses the importance of employee engagement for business success. It summarizes research showing that only 30% of American workers are engaged, while 52% are not engaged and 18% are actively disengaged. This high level of disengagement costs American businesses an estimated $450 billion to $550 billion annually in lost productivity. The paper advocates for adopting a "People First" approach to create a highly engaged workforce, where employees are passionately committed to the organization's mission and values. It promotes specific strategies like defining what engagement means, establishing engagement metrics, and implementing the "10 Rules for Creating Outrageous Engagement" to close the engagement gap in organizations.
Based on our findings, in this year’s report you’ll find a diverse array of workplace and employee quality of life factors represented; these include trends related to the built environment, technological advances and the workforce. Each of the trends, by definition, has the ability to improve the quality of life of people and their communities. As one would expect, however, organizational commitment
to its people — both on a professional and personal level — remains a central theme among all of our trends. With more employees viewing their work and life as one, it can only benefit an organization
to become acquainted with the workplace trends that will engage and retain the workforce of 2014.
WTW: Employers look to modernize the employee value propositioniebanl
Under pressure to modernize and remain competitive in attracting talent, employers are looking to update their employee value proposition (EVP). The rapid rise of technology is disrupting jobs and skills needs. Organizations must actively monitor these changes and adapt their human capital programs. While hiring and turnover are increasing globally, attraction and retention challenges persist, especially for critical skills, high potentials, and top performers. To be successful, organizations must understand what employees truly value for job security and career development. The pace of modernizing EVPs will determine which organizations can best compete for high-value talent.
Traditionally - like every year - we have prepared a summary of ten most important (in our opinion) phenomena which will shape the future of the human development sector. This publication has been compiled on the basis on dozens of conversations, participation in about twenty conferences, a thorough analysis of reports that came to light over the past months. Most important information and conclusions come directly “from the field” – from our Customers as well as Trainers and Consultants, who have executed hundreds of House of Skills and e-learning.pl projects, cooperating with organizations in whole Poland.
The document summarizes the results of a survey conducted by the CIPD Guernsey Branch on performance management practices in Guernsey. Some key findings include:
- Respondents had varying views of their performance management systems, with the top answers being "good" and "inconsistent". Systems were viewed more positively when reviews occurred more frequently and involved wider input.
- While annual appraisals are still universally used, many employers are looking to change elements like the format, use of continuous feedback, or new IT systems rather than abandoning the process.
- Most respondents had used performance improvement plans in the past three years, and most saw improved performance or resignations as outcomes rather than grievances.
Special Report: The Secret to Increasing Workforce Performance through Great ...StaffCircle Ltd
The business marketplace has never been more competitive. Lower barriers to entry, a global audience, rapid product development, and several other areas combine to create a fast-moving, ever-changing environment. Against this shifting background it’s vital to take a step back and look at the most important part of your business — your employees.
Organizations seek to maximize the productivity and profitability of their staff !
Individuals seek satisfaction from their work !
If both can be achieved concurrently , there is a true Win-Win !
The impact of an ‘engaged’ workforce over an ‘unengaged’ one is dramatic
This document provides a summary of workplace trends for 2012 as identified by Sodexo's research. The top 10 trends identified are: workplaces that promote sustainability, inclusive workplaces, rewards and recognition programs focused on individual employees, growth of virtual workforces, the built environment's role in engagement, evidence-based space design, quantifiable health and wellness initiatives, focus on psychological health, flexible workplaces, and integrating workplace solutions to create higher value. Each trend is briefly described in terms of its drivers and impact on organizations and employees.
The document discusses new innovations that are disrupting HR technology. It introduces the concept of an HR Tech Engagement Stack, which covers technologies that can drive engagement throughout the employee lifecycle, from recruitment and onboarding to learning and development and employee recognition. Specifically, it highlights how startups are developing new technologies focused on learning, recognition, and feedback to boost employee engagement.
In today’s economic environment, identifying and attracting high-potential employees can give employers an edge on their competition and set up their organizations for future success. This white paper:
Provides background on high-potential talent.
Offers steps HR and talent management professionals can take to establish an effective high-potential talent identification program.
Identifies the competencies leading organizations are seeking in high-potential talent.
Discusses other factors HR and talent management professionals should consider when identifying high-potential talent.
This document discusses employee engagement and provides strategies for improving engagement levels. It defines engaged employees and outlines a process for developing a baseline that includes measuring current engagement through surveys, setting clear objectives, and implementing methods like recognition programs, communication strategies, and tools like surveys and social networking to increase engagement. The goal is to move employees from disengaged or not engaged categories to fully engaged to improve business outcomes like productivity and retention.
HR teams face challenges from remote and diverse workforces that require attention. Legacy systems hamper performance and compliance is difficult to manage across regulations. A unified workforce management solution is needed to streamline time tracking, scheduling, and absence management. This will help cut costs, drive productivity, and empower workers while ensuring legal compliance. Adopting data-driven HR strategies and mobile technologies can connect remote teams and improve decision making.
The document discusses research conducted by ADP Research Institute on emerging global workplace trends across different regions. The research found that the workplace is being transformed by changes in technology, culture, and economies. While these changes vary between locations, industries and jobs, employers and employees must adapt quickly. The study provided insight into both current trends and employees' needs. Overall, surveyed white-collar workers felt positively about most current and future workplace trends, though some regional differences existed.
1. The report finds that over three quarters of European employees are optimistic about the future of work, with Germans being the most optimistic and Italians the least. Employees feel more confident about job security, career opportunities, and having the right training.
2. Retaining talent will be a challenge as a third of employees plan to change jobs in less than three years. Germans have the most loyal employees while those in the UK, Switzerland, and Poland see the least long-term future with their employer.
3. Competition for business and talent extends beyond borders, with the UK, Spain, and Italy feeling most prepared to compete internationally, and the Netherlands feeling least prepared, while concerns about a talent drain differ between countries
EN_HCM_EO2_HR and Payroll Harmonization - fundamental strength to business ag...Christine Sauvaget
This document discusses the importance of harmonizing HR and payroll functions for multinational businesses. It notes that a lack of standardized, integrated HR and payroll systems can negatively impact daily operations for companies operating in multiple countries. The document outlines several challenges of international expansion, such as complying with different local employment laws and taxation rules. It argues that harmonizing HR and payroll processes can help businesses adapt more easily to changes, reduce costs, and make reporting and decision-making more effective. Standardizing on an integrated Human Capital Management system with a single provider is presented as an important strategy for multinational organizations to gain efficiencies and support growth.
EN_HCM_EO1_How can HR demonstrate the strategic value they provide to the com...Christine Sauvaget
HR plays a key role in helping organizations meet strategic goals by understanding employee values and maximizing productivity. To demonstrate their strategic value, HR should align their approach with the business strategy, carefully manage human capital, and focus on strategic priorities like talent management. Adopting standardized HR processes and an HR management system allows HR to provide consistent reporting, freeing them to focus on strategic initiatives. Understanding generational differences and adapting tools and strategies accordingly also helps HR better support organizational goals.
Globalization has created new expectations around talent management that many companies are struggling to meet. Digital transformation using cloud-based HR solutions can help companies better leverage global talent markets while keeping their HR strategies localized. These solutions allow information to be easily shared across borders and simplify complex tasks like payroll management for multinational companies. HR must ensure their strategies and technologies are aligned with business priorities and focus on delivering capabilities that support the company's global business goals.
The document discusses how the modern workplace is rapidly changing with employees demanding greater flexibility, connectivity and variety from their employers. It also discusses how HR must adapt to rising candidate expectations, new ways of working using social media, and how to leverage big data analytics. However, many employers have failed to keep up with these changes. The document advocates for rethinking how companies attract, engage and manage talent through improved recruitment tools, talent communities, and network recruiting.
2. 3
Introduction
Subtitle
These are worrying times for employee engagement.
The latest academic literature makes for depressing
reading. Gallup’s State of the Global Workplace study
finds that only 13% of employees are engaged at work1
.
The Quantum Workplace 2015 employee engagement
trends report also finds 31.4% of workers are either just
‘contributing’ (24.3%) or ‘disengaged’ (7.1%), as a result
of uncertain feelings toward their workplace2
.
Only 13%
of employees
are engaged at work
The global talent pool
now has bigger demands
and higher expectations
Employees feelings towards
their workplace
Engagement
13%
7,1%
24.3%
workers ‘contributing’
workers ‘disengaged’
Across Europe, ADP’s latest research finds stress levels
so high that they threaten employees’ wellbeing, with
more than two fifths (44%) regularly experiencing stress
at work3
.
PwCs report on corporate responsibility and employee
engagement also finds that 10-15% of the global
workforce are actively ‘disconnected’, exhibiting “low
levels of engagement and a high likelihood to exit the
organization: what’s more, only two in five employees
intend to work for their current employer for at least
another year4
.
As economies finally recover from the Great Recession,
those talented employees and professionals who
buckled down and bided their time are now ready to
move. And the global recruitment market they are
entering, aided by technological advancements, looks
far different to pre-2008. “The global talent pool now has
bigger demands and higher expectations”, concludes
PwC. “So attracting, aligning, retaining and developing
this new global workforce is a matter of both becoming
a brand of choice for potential employees and keeping
your existing employees engaged”5
.
Employee engagement is all about tapping into
the human side of business. After all, is there any
other kind of business? It’s people who make
great companies, not the other way around.
Great management, great performance, and
great results, all come from highly motivated –
highly engaged – happy people.
1. Gallup (2013), State of the Global Workplace
2. Quantum Workplace (2015), Employee Engagement Trends Report
3. ADP, ‘The Workforce View in Europe 2015⁄16’, Oct 2015
4. PricewaterhouseCoopers (2014), The keys to corporate responsibility employee engagement
5. PricewaterhouseCoopers (2014), The keys to corporate responsibility employee engagement
3. 54
Employer Reputation and the
Bottom Line
A company’s employees should be its best and most
trusted advocates. An engaged workforce can be the
first line of defence for any company’s global reputation:
a disengaged cadre of employees, however, can bring an
employer’s brand crashing to the ground. “Businesses
that fail to move toward a more decentralized,
collaborative, engaging and social model run the risk of
a big drop in both profits and brand attraction”, warns
Leon Vergnes, SVP/GM EMEA ADP ES International.
“Employee engagement makes a vital contribution to the
preservation and promotion of the company brand and
the bottom line.” The latest Workforce View in Europe,
led by Leon Vergnes, found the majority of employees
(56%) felt highly engaged in their organizations, yet
many employees are still feeling pessimistic about the
future, with worries about job security (48%), worsening
career opportunities (37%) and a sense that the economy
is actually slowing down (30%)6
. This also indicates the
areas where employers need to step up, to help engage
the rest of their workforce.
A paper published by Wharton finance professor Alex
Edmans in 2011 evaluated the stock performance
of companies in Fortune magazine’s annual “Best
Companies to Work For” list from 1984 to 2009 and
found they outperformed peers by 2-3% per year7
.
Gallup also finds work units in the top quartile in
employee engagement outperformed bottom-quartile
units by 10% on customer ratings, 22% in profitability,
and 21% in productivity8
. The retail giant Best Buy has
identified the value of a 0.1% increase in engagement
among employees at a particular store amounts to more
than $100,000 in annual operating income9
.
Companies with improved retention over the past
three years had significantly more engaged employees
(70%), compared to organizations where retention
declined (59%), according to Quantum Workplace10
. In
organizations where profits increased, 69% of employees
were engaged, compared to 56% of employees at
organizations where profits decreased.
“But it doesn’t just come down to cost”, adds Leon
Vergnes, SVP/GM EMEA ADP ES International. “It’s
about using the latest technology and innovations to
improve the work-life balance of your staff and your
executive team. Those innovations include the mobile
solutions and self-service tools that are playing an
increasingly important role in delivering HR services.
By reducing administrative workloads, these tools allow
employees to focus on what they do best and contribute
to the success of the organization.”
Employer Reputation
Mobile solutions
and self-service tools
are playing an increasingly
important role in delivering
HR services
Companies with engaged employees
outperform peers:
10%
customer
ratings
22%
profitability
21%
productivity
Engaged employees
6. ADP, ‘The Workforce View in Europe 2015⁄16’, Oct 2015
7. Edmans, A (2011), ‘Does the stock market fully value intangibles? Employee satisfaction and equity prices’, Journal of Financial Economics
8. Gallup (2013), ‘How Employee Engagement Drives Growth’
9. Davenport, TH et al (2010), ‘Competing on Talent Analytics’, Harvard Business Review, October
10. Quantum Workplace (2015), Employee Engagement Trends Report
“Employee engagement makes
a vital contribution to the
preservation and promotion of
the company brand and the
bottom line.”
Leon Vergnes, SVP/GM EMEA ADP ES International
4. 76
The HR Levers That
Drive Engagement
Jim Harter, Chief Scientist at Gallup, believes that, “Many
organizations measure either the wrong things, or too many
things, or don’t make the data intuitively actionable. Many
don’t make engagement a part of their overall strategy… or
provide quality education to help managers know what to
do with the results, and in what order”11
. When employees
“clearly know their role, have what they need to fulfil their
role, and can see the connection between their role and the
overall organizational purpose,” says Harter, that’s the recipe
for engagement.
In order to meet the specific needs and wants of your
people, and to alleviate the pressures they face in their
lives, HR has the following levers at its disposal:
Employee empowerment – it is vital
that the entire organization can contribute
to ideas within a company, in order to feel
empowered and drive innovation. Google
is recognized as a world leader in this field.
Laszlo Bock, Senior Vice President of Google’s People
Operations, told Forbes that “We try to have as many
channels for expression as we can, recognizing that
different people, and different ideas, will percolate up in
different ways”12
. These include direct emails to company
leaders and Google Moderator, a Google service which
lets anyone ask a question, post an idea, and allows
employees to vote on them. Google Moderator also
came from Google’s famous “20 percent” projects,
whereby employees (or ‘googlers’) can spend 20% of
their working week on any pet project.
HR analytics - companies are
increasingly adopting sophisticated
methods of employee data analysis to
better understand their workforce and
enhance their competitive advantage. By
doing so, Best Buy, Cisco and others are beginning to
discover exactly how to ensure the highest productivity,
engagement, and retention of top talent. With
dashboards displaying real-time data on employee
movements, pay and reward, engagement and
satisfaction scores (including impromptu ‘pulse’ surveys)
and team performance, this leads to more customized
attraction and retention programs and enables more
strategic decision making.
HR Levers
Contributing to ideas
within a company
empowers the workforce
and drives innovation
Sophisticated methods
of employee data
analysis lead to more
customized attraction and
retention programs
Financial rewards – now, more than
ever, global organizations are looking to
challenge the convention of antiquated,
rigid, fragmented HCM systems, and
deploy dynamic, integrated and
compelling, consumer-grade solutions that don’t simply
satisfy HCM needs, but unlock workforce potential and
drive organizational change in radically new ways. There
are many features and metrics that are critically important
to facilitate this change through better managing your
human capital, but nothing is more important than an
employee’s salary. It drives self-worth, a feeling of
respect, and thus goes hand in hand with workforce
productivity. And a productive workforce is what steers a
global business through times of change while fulfilling
business critical objectives. Identifying, retaining and
compensating top global talent is the absolute minimum;
reliably compelling and engaging the workforce has
become the linchpin of success within a dynamically
changing business world, both globally and locally.
Non-financial rewards– benchmarked
pay and compensation packages are a
must. But in addition, non-financial reward
and recognition is increasingly valued by
employees. People like to be thanked for
what they do. Generation Y in particular are more
interested in garnering a range of experiences than a
traditional linear career. A US study found that 64% of
millennials would rather make $40,000 a year in a job
they love than $100,000 a year in a boring one13
. The
SHRM 2015 Engagement Report explains that: “Pay is
important, but culture may mean more. Compensation
and benefits are always ranked highly by employees
when evaluating satisfaction with their jobs. However,
there is increased evidence that corporate culture and
relationships with co-workers and managers are held in
higher esteem.” HR should ensure that workplace
culture and employee engagement strategies are just as
important as compensation, benefits and
other responsibilities.
11. Baldoni, J(2013), ‘Employee Engagement Does More than Boost Productivity’, Harvard Business Review, 04 July
12. He, Laura (2013), ‘Google’s Secrets of Innovation: Empowering its Employees’, Forbes, 29 March
13. White, J (2014). ‘Millennial generation eager to work, ‘but on their terms’, The Columbus Dispatch. 30 March
5. 98
Employer brand – an employer is no
longer simply a business, but a brand. To
be an attractive brand to potential future
colleagues, Aon Hewitt research identifies
“a growing desire for companies with a
solid employer reputation, reward for performance,
career trajectory and culture of collaboration…
Employers who do it best will pull away from the pack in
the talent war and in business results through this type of
reputation, but also through engaging their talent in the
right behaviours.” This doesn’t mean that every company
has to be as exciting as Google, but simply that “strong
and engaging cultures have a strong brand.”14
A strong digital community – the
social footprint of any company now
extends far beyond the staff break-out
room. Online communities on social
networks of current and former employees
is what shapes your employer brand. In research by ADP,
four out of five employers say social media has a
“moderate-to-great impact on employment branding”,
and close to half feel social media helps to create
successful strategies on a budget15
. Staff.com reports
that 90% of companies now use LinkedIn to promote the
company culture and generate a talent community. By
engaging with employees via social networks, HR
successfully generates awareness of its employer brand,
drives sourcing and recruitment efforts, and helps the
company build learning and development programs
that satisfy existing employees. Companies that want to
develop strong communities across the entire talent
supply chain must implement fully community-driven HR
with increased performance management and peer-to-
peer communication. For example, ADP’s own
#HelloWork launched across social and digital channels
to celebrate the human elements that make up the
workplace created opportunities to expand perceptions
of the company and make the brand more relevant to
the work culture it wants to create as an employer.
Expert partners – HR professionals
typically spend three quarters of their time
on routine, transactional work, according
to research by PwC16
. Transferring this
work to an external partner is a key HR
lever: it allows in-house HR teams to focus on more
strategic, value-adding work, including talent
management, leadership development and succession
planning. Meaningful work, development opportunities
and good management all play a part in raising employee
engagement. But by delivering service improvements
and relieving in-house teams of a heavy administrative
burden, HR and payroll outsourcing has become an
important part of the mix. PwC found that the total cost
of in-house, multiple platform payroll, workforce
administration and time and attendance systems is 32%
higher than a single-source, outsourcing solution17
.
Continuous development
supported by technology – having
aninnovative,targetedandcomprehensive
employee Learning and Development
(L&D) strategy in place will help attract
and retain people and maintain an engaged workforce
and prepare employees for succession. According to
findings in The Quantum Workplace report, around 15%
of Gen Y said they were unsure whether they saw growth
opportunitiesforthemselvesattheircurrentorganization,
compared to more than 20% of employees 36 years and
older18
. Gen Y – who are expected to comprise 75% of
the global workforce by 2018 – tend to prefer more
personalized, interactive learning with online learning
modules and learning tools that include support,
coaching and mentoring. Continuous development and
performance management initiatives should include
employee preferences, but also target areas of
improvement that align with overall HR strategy and
business needs.
64% of
millennials
would rather make
$40,000 a year in
a job they love than
$100,000 a year
in a boring one
Gen Y prefer more
personalized, interactive
learning with online
learning modules and
learning tools
that include support,
coaching and
mentoring.
90% of
companies
now use LinkedIn
to promote the
company culture
and generate a
talent community
HR LeversHR Levers
64% 90%
14. Aon Hewitt (2015), Trends in Global Employee Engagement report
15. ADP Research Institute (2013), Recruiting Trends
16. PwC (2012), Key trends in human capital: A global perspective
17. PwC (2011), ‘Human Resources: Total Cost of Ownership’
18. Quantum Workplace (2015), Employee Engagement Trends Report
6. 1110
A comprehensive HCM suite, built on these five pillars,
is necessary to help understand and influence employee
engagement and build and maintain a healthy employer
brand. Essentially, this is about becoming a more human
resource, which begins with flexible, robust, easy-to-use
technology that provides integrated control and visibility
across all core HR functions and payroll. Once this is in
place,saysLeonVergnes,“youcanmaintainafullpipeline
of highly skilled and motivated candidates, pinpoint top
talent internally and direct Learning & Development
programs, so your teams are engaged and motivated
by career opportunities and your company benefits
from a more skilled and knowledgeable workforce year
over year”.
HCM Solution
All of which can be
delivered through the
‘five pillars of HCM’:
Benefits,
HR Administration,
Talent Management,
Time and Leave
Management, and
Payroll.
ADP research finds
that there are three key
motivators for employee
engagement19
:
29%
Good work-
life balance
33%
Adopt a
flexible
working
pattern
24%
A diverse
and fast-
moving job
role
19. ADP, ‘The Workforce View in Europe 2015⁄16’, Oct 2015
A productive workforce is what
steers a global business through
times of change while fulfilling
business critical objectives.
Identifying, retaining and
compensating top global talent
is the absolute minimum.
Moving Toward a
Comprehensive, Global HCM
Solution
The key principle of Human Capital Management is to
drive engagement along the entire employee life cycle,
from hire to retire. Getting all the right pieces in place
requires the perfect balance of up-to-date technology
and deep HR expertise.
Powerful technology
real human insights
better, happier and
more efficient workforce
7. CEOs
Under immense pressure to continuously transform,
remain competitive, improve profit and deliver long-term
growth to shareholders, any investment a CEO makes in
technology has to make a positive impact on the business
not in 6 years, but in 6 months. Employee engagement
may seem hard to quantify, but it can offer quick wins. The
Conference Board CEO Challenge report puts human
capital and operational excellence right at the top of the
challenges facing business leaders20
. Having an engaged
workforce for a CEO is the best competitive advantage
they can have: engaged employees at all levels of the
company feel committed to provide their best ideas, and
their ideas lead to better corporate decisions.
Engagement
CFOs
Supporting cash management, profitability and growth,
driving down costs, managing spend and sharing
financialinformationinaclearway,aretopCFOdemands.
Investing in employee engagement has been found to
improve revenue and leads to higher earning per share.
Companies with engaged workforces can have up to
147% higher earnings per share than their competitors
and 26% higher revenue per employee21
. The technology
and outsourced solutions that can achieve this are ever
more important to Finance Directors, and no longer
the domain of IT alone. Technology is on the financial
agenda as it can be a key driver to improve efficiency,
staff productivity and overall business profitability.
CHROs
The HR function should no longer be seen as a cost-
center or admin function but as a key driver of employee
engagement. The board and executive leadership
team want to see HR as key to growth, contributing to
the efficiency, profitability and transformation of the
company. The key in driving employee engagement
comes from good management, the right tools,
meaningful work and development opportunities.
Engaged employees will rate and rank the company
highly helping to promote the employer brand. HR
sits in the perfect position to drive the employee
engagement agenda.
Engagement
drivers for
the c-suite
CIOs
Any new IT solutions must be able to integrate, help
automate key processes, streamline what the business
does and reduce reliance on hardware - whilst not
putting security at risk. Investments we make must also
support the modern, mobile, flexible working patterns.
Success means low levels of effort from the IT team to
support any investment with no impact to uptime of
other systems. Having good technology with good user
experiences can increase employee engagement while
matching the head of IT’s vision of success. Multiple
in-house solutions can be replaced by a single-vendor
solution, enabling self-service for employees and easy to
access analytics for managers, while easing the burden
on IT staff.
Small Business
Owners (SBOs)
To remain competitive any SBO must continually look at
ways to reduce costs, boost profit, seek out growth and
protect reputation. Any investment must have a benefit
that outweighs the cost. HR investments therefore
need to reduce the risk across a business from payroll
to recruitment and provide the data and information
needed to make decisions. In a small company, each
employee really counts, and keeping them motivated
and engaged definitely matters. ADP can truly help
in providing a single outsourced solution that makes
small businesses more competitive, reduces the admin
burden, and enables SBOs to focus on what they do
best: run a successful business.
20. The Conference Board CEO Challenge (2013)
21. Gallup (2013), ‘How Employee Engagement Drives Growth’