This presentation is about Employee Engagement Survey process and how it is carried out in the organisation. This presentation takes demo figures for understanding of the presentation
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
Employee engagement is a property of the relationship between an organization and its employees. An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests.
Categories in employee engagement
Engaged
Not engaged
Actively disengaged
Engaged-
•The employee works in passion
•Highly motivated and ready to go extra mile
•Focused and keen to take up challenges
•Problem-solving attitude
Not engaged-
•They usually step walking through the day
•Zero energy and passion in the given work
•Putting in hours instead of energy
•Actively undermine coworkers and sabotage projects
Actively disengaged-
•Always complaint about the given tasks
•Try to demoralize colleagues also
•Lack of enthusiasm
•Failure to take responsibility
Aon Hewitt’s Engagement Model-
Aon Hewitt’s employee engagement research represents a variety of companies, industries, and geographic regions throughout countries in Asia-Pacific, Europe, Latin America, and North America. Research has shown that there are 21 areas, shown in the following diagram, known as “Engagement Drivers,” that can potentially drive people’s engagement.The Model goes beyond measuring people’s satisfaction with each of these drivers. The model prioritizes the areas for improvement based on their potential impact on engagement and, therefore, business performance.
http://www.gallup.com/topic/employee_engagement.aspx
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
Employee engagement is a property of the relationship between an organization and its employees. An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests.
Categories in employee engagement
Engaged
Not engaged
Actively disengaged
Engaged-
•The employee works in passion
•Highly motivated and ready to go extra mile
•Focused and keen to take up challenges
•Problem-solving attitude
Not engaged-
•They usually step walking through the day
•Zero energy and passion in the given work
•Putting in hours instead of energy
•Actively undermine coworkers and sabotage projects
Actively disengaged-
•Always complaint about the given tasks
•Try to demoralize colleagues also
•Lack of enthusiasm
•Failure to take responsibility
Aon Hewitt’s Engagement Model-
Aon Hewitt’s employee engagement research represents a variety of companies, industries, and geographic regions throughout countries in Asia-Pacific, Europe, Latin America, and North America. Research has shown that there are 21 areas, shown in the following diagram, known as “Engagement Drivers,” that can potentially drive people’s engagement.The Model goes beyond measuring people’s satisfaction with each of these drivers. The model prioritizes the areas for improvement based on their potential impact on engagement and, therefore, business performance.
http://www.gallup.com/topic/employee_engagement.aspx
Do your benefits align with your organization’s values and connect your employees to your mission? In a 2017 survey, polling organization Gallup found that only 41 percent of U.S. employees said that they knew what their company stands for. The same research showed that a 10 percent improvement in this understanding led to an 8.1 percent decrease in turnover and a 4.4 percent increase in profitability.
Used correctly, your benefits package can demonstrate your values and create a better experience for your employees, whether they’re at work or at home. Join BambooHR and League to explore how to use your benefits program to promote an improved employee experience.
Come to an exciting conclusion with our employee satisfaction PowerPoint presentation slides. This is a well-researched deck of thirty-eight slides on employee satisfaction and human resources. While briefing on your key agendas, elaborate on employee engagement key statistics. Whether you belong to the division of an assigned team or an appointed official on the lookout for impacting slides, it caters to every professional area. Whether you need to discuss on your survey plans or discuss the outcome of them, this employee satisfaction PPT deck is here to assist you for the same. All sorts of relevant charts and graphs, overviews, topics subtopics templates and analysis layouts are here in the set for a precise discussion. This design can be used for the various employee services analysis processes, which contains complex steps. Create a dramatic effect with our Employee Satisfaction PowerPoint Presentation Slides. Increase the amount of impact you have.
When do you consider your employee survey to be complete?
Once all of your employees have taken the survey
Once your organization has received the data
After you’ve shared a couple of reports with senior management
Find out why employee surveys should be an ongoing process, where the actions taken post-survey are even more important than the survey itself. Ignoring post-survey steps can be more detrimental to Employee Engagement and Satisfaction than not conducting the survey in the first place. In this presentation, we discuss essential post-survey steps, the importance of creating an ongoing survey process, why Engagement matters, and how to create a culture of Engagement.
Employee Value Propositions & Employer BrandingEngage Me
We answer the question, what is an EVP and Employer Brand? Outline your value offering to current and prospective employees and market your culture, to attract the best and right talent to your business.
Most firms talk about the need to engage employees, yet most of them approach the goal in random, ad-hoc ways. Employee engagement is sometimes interpreted as middle managers buying drinks for their team once a month at the local pub and setting up special, disassociated, interest groups like Women in Technology or doing CSR.
This random, uncoordinated, IMHO, approach yields ineffective results.
A better approach is holistic, and one that is based in the personality, context, and state of mind of its customers: the employees themselves.
15 Employee Engagement activities that you can start doing nowHppy
Trying to find new employee engagement activities to boost productivity in your company?
We thought you might, now that these long summer days make it difficult to focus and give 110% at work. But we also thought this is a great time to plan a proper employee engagement strategy that focuses on long-term growth and retention.
Whether you’re simply browsing for some ideas that might boost up morale or if you’re putting down the final details for your HR strategy, here are 15 employee engagement activities that you should try!
The importance of employee engagement and building executive and senior management buy into effective employee engagement programs. Focus on using Employee Engagement survey to drive positive workplace change.
Factors impacting new hire performance and engagementNick Murphy
Are your new hires contributing? Are your new hires expectations being met? Research, Insights and Practical actions that can improve your new hire performance and engagement.
Do your benefits align with your organization’s values and connect your employees to your mission? In a 2017 survey, polling organization Gallup found that only 41 percent of U.S. employees said that they knew what their company stands for. The same research showed that a 10 percent improvement in this understanding led to an 8.1 percent decrease in turnover and a 4.4 percent increase in profitability.
Used correctly, your benefits package can demonstrate your values and create a better experience for your employees, whether they’re at work or at home. Join BambooHR and League to explore how to use your benefits program to promote an improved employee experience.
Come to an exciting conclusion with our employee satisfaction PowerPoint presentation slides. This is a well-researched deck of thirty-eight slides on employee satisfaction and human resources. While briefing on your key agendas, elaborate on employee engagement key statistics. Whether you belong to the division of an assigned team or an appointed official on the lookout for impacting slides, it caters to every professional area. Whether you need to discuss on your survey plans or discuss the outcome of them, this employee satisfaction PPT deck is here to assist you for the same. All sorts of relevant charts and graphs, overviews, topics subtopics templates and analysis layouts are here in the set for a precise discussion. This design can be used for the various employee services analysis processes, which contains complex steps. Create a dramatic effect with our Employee Satisfaction PowerPoint Presentation Slides. Increase the amount of impact you have.
When do you consider your employee survey to be complete?
Once all of your employees have taken the survey
Once your organization has received the data
After you’ve shared a couple of reports with senior management
Find out why employee surveys should be an ongoing process, where the actions taken post-survey are even more important than the survey itself. Ignoring post-survey steps can be more detrimental to Employee Engagement and Satisfaction than not conducting the survey in the first place. In this presentation, we discuss essential post-survey steps, the importance of creating an ongoing survey process, why Engagement matters, and how to create a culture of Engagement.
Employee Value Propositions & Employer BrandingEngage Me
We answer the question, what is an EVP and Employer Brand? Outline your value offering to current and prospective employees and market your culture, to attract the best and right talent to your business.
Most firms talk about the need to engage employees, yet most of them approach the goal in random, ad-hoc ways. Employee engagement is sometimes interpreted as middle managers buying drinks for their team once a month at the local pub and setting up special, disassociated, interest groups like Women in Technology or doing CSR.
This random, uncoordinated, IMHO, approach yields ineffective results.
A better approach is holistic, and one that is based in the personality, context, and state of mind of its customers: the employees themselves.
15 Employee Engagement activities that you can start doing nowHppy
Trying to find new employee engagement activities to boost productivity in your company?
We thought you might, now that these long summer days make it difficult to focus and give 110% at work. But we also thought this is a great time to plan a proper employee engagement strategy that focuses on long-term growth and retention.
Whether you’re simply browsing for some ideas that might boost up morale or if you’re putting down the final details for your HR strategy, here are 15 employee engagement activities that you should try!
The importance of employee engagement and building executive and senior management buy into effective employee engagement programs. Focus on using Employee Engagement survey to drive positive workplace change.
Factors impacting new hire performance and engagementNick Murphy
Are your new hires contributing? Are your new hires expectations being met? Research, Insights and Practical actions that can improve your new hire performance and engagement.
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Employee engagement is a hot topic and a key concern for many companies. Despite the heightened focus, companies still struggle with these questions: Why should we invest in employee engagement? Where do we invest for the greatest impact? What is the tangible business value of internal communication?
In this webinar, we will explore how to improve employee engagement, ways to initiate strategic discussions in your organization, and the impact it has on your bottom-line.
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LinkedIn provided a course at how to win the retention game? finding the perfect employee for the job is a very hard task, despite some saying everyone is replaceable, read here why and how to win back your loyal employees and how to retain others.
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What might I learn?
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
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Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
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https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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3. 6
ACTION PLANS
7
UNDERSTANDING REAL LIFE
EXAMPLES
8
BEST PRACTICES
9
EMPLOYEE ENGAGEMENT
TRENDS -2020
10
HOW CAN WE MAKE IT A
SUCCESS
Presentation Overview
4.
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SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDA
Y
OCTOBER
2019
PHASE 1
Survey
TimelineLaunching employee survey, should have a plan and general timeline in
place for the entire process from start to finish. Conducting the survey is
only one part of this process.
PHASE
2
Prepare for the
Employee Survey
1-2 Week
PHASE 1
1
Conduct the Employee
Survey
2-3 weeks
PHASE 2
1
4
17
6. 29
6
13
20
27
30
7
14
21
28
1
8
15
22
29
2
9
16
23
30
3
10
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4
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18
25
1
5
12
19
26
2
SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDA
Y
NOVEMBER2019
PHASE 3
Survey
TimelineIt is important to cover all phases of the project with necessary resources
lined up and communicating employees and other stakeholders at every
stage of the process.
PHASE 4
Review Survey Results
and Debrief
3 weeks
PHASE 3
1
Action Planning
Ongoing
PHASE 4
2
8
17
8. CBRE
STAR
T
0301
0402
43% of workers would
be willing to leave their
companies for a 10%
salary
increase, and weak
company cultures are to
blame.
Employee loyalty is
decreasing
Less than half of
employees feel that their
promotion and career path
is clear Furthermore, 44%
of employees don’t feel
they have sufficient
opportunities for
professional growth in
their current positions.
Employees need better
direction
39% of managers
strongly agree that
management within
their organization
is transparent, only
22% of employees feel
Leadership teams lack
self-awareness
Only a third of workers
received recognition the
last time they went the
extra mile
at work and just a
quarter feel highly
Employees aren’t
getting the
recognition they
deserve
Survey
Findings
9. CBRE
END06
05 07
91% of people rate
their coworkers
positively, and yet
just 9% of people
think
their average
coworker is very
happy.
Employees care
deeply about their
coworkers
While high performers rate the
level of support they receive at
an 8/10, low
performers rate it at a 6.8/10.
#1 factor that predicts
performance is the level
of
support provided by
managers.
We found that less
than one third of
people believe they
have a strong
culture.
Most cultures are
decidedly mediocre
Survey
Findings
10. CBRE
These are the areas where
you need to focus more for
better development.
Lowest scoring parameters
Analyze previous years surveys
to identify areas where
engagement has dipped and
consider why it has declined.
Parameters with the
largest year-over-year
decline
Slice the data into smaller groups
such as teams, locations, or
departments so you can pinpoint
areas where specific groups are
falling short and what they could
learn from others excelling in that
area.
Parameters where focused
clusters scored below the
organization
Analyze Survey Findings
One of the ways to analyze survey result is by examining these three areas
which gives us a sense of our strengths and areas of opportunity
11. CBRE
Engagement Analytics
Proof of Concept
• Identify
Engagement
Factors
• Consolidate
Data
• Build
Consensus
Build and
Engage• Agree on
engagement
process metrics
• Influence with
leadership
• Engagement
Pilot Project
framework
Establish
Values• Design of
experiment
• Track ROI
• Diagnostic
and value
add
Analytics
Institutionalization• Enterprise maturity
assessment
• Design deployment
road map
• Embedded Analytics
in decision process
• Continuous
assessment
12. CBRE
01
02
03
04
Action plan is created along with Business on
those parameters where we have scored low
which would lead us to long-term
improvement.
Check in and evaluate the strategies by taking
feedback from employees if they’re seeing changes. If
the adjustments don’t seem to be working, discuss
alternative actions.
Taking action can seem overwhelming, especially if the
long-term goal involves major changes. To make the
process more manageable, break up larger initiatives into
smaller steps for multiple individuals, ensuring all
stakeholders are involved and accountable.
Updating Goal progress effectively to
ensure the progress on the focused
parameters.
Key Pointers for Action
Planning
The purpose of Action Planning is to address the feedback from the survey
and construct a timeline to convert actionable information into positive
change. The importance of action planning is that employees will judge the
value of the survey based on the actions taken from the survey.
13. CBRE
2019
43% of employees would
like to switch jobs for 10%
salary increase
Employee
Loyalty Is
Decreasing
2018
Only 25% of employees
are likely to change
their job for salary
increase
The biggest driver of employee
engagement boils down to one thing:
CULTURE
Action Plan
Organizations must differentiate themselves in
terms of culture in order to retain their workforce.
• Employee - Employer Relationship Programs
• Day- 1 Impression
• Increased Collaboration
• Building Strong Culture
Pain Points Employee Reported
1. Technical issues with software, and other tools
2. Mis-Management
3. Lack of Flexibility
4. Workplace Politics
5. Difficult Customers
6. Interruptions and disruptions from Slack, emails and
noisy office environments
14. CBRE
40% Managers feel
management is
transparent
Leadership
teams lack self-
awareness
22% Employee feel
management is
transparent
Concern is the gap in perception
between how managers and employees
experience
their company culture
Action Plan
Low levels of transparency can have wide-
ranging consequences in an organization.
Overall, managers
are 11% more likely to have a clear idea of
how their company is performing than
regular
employees..
• Sending regular Leadership Update
• Coaching and mentoring employees to
access important resources can help close
the information gap between managers
and employees.
• Leadership connect with employees on a
quarterly basis
• Building culture of listening can increase
transparency
15. CBRE
84 PERCENT
FEEL CHALLENGED AT WORK
ON DAILY BASIS
54 PERCENT
UNCLEAR ABOUT PROMOTION
& CAREER PATH
Action Plan
How can employees find their work
challenging and yet experience a lack of
opportunities to grow and fulfill their
potential?
This disconnect is likely due to lack of tools
and resources available to help workers
perform at a high level.
To combat this dangerous trend, managers
must invest in learning opportunities and
discover what additional materials employees
need to achieve the maximum they are
capable of.
• Career development discussions
• Internal transfer across verticals/regions
• Mandatory trainings / certifications for
employees
The Promise of Career Growth is a Leader’s
Most Powerful Engagement Tool
Employees Need Better
Direction
16. CBRE
1
Somewhat Valued
2
Under Valued
3
Highly Valued
Employees aren’t getting
the recognition they
deserveWhy Recognition is The Secret
Sauce of Employee Engagement..
41%
33%
26%
Only26% of employees report feeling ‘highly
valued’ at work. This is outweighed by the
33% of people
who actually feel undervalued.
Responses like this show how critical it is for
managers to check in regularly with
employees and
acknowledge their efforts. These displays of
appreciation needn’t come with monetary
rewards or
standing ovations. Even a quick note to say
thank you can go a long way for employees.
• Public recognition
• Monetary award
• Promotion
• Individual recognition
Action Plan
17. CBRE
1
Somewhat Happy
2
Not at all happy
3
Very Happy
Employees care deeply
about their coworkers
The Surprising Value of Coworker Relationships are the glue
that hold companies together, so it’s vitally important for
managers to foster
these friendships and encourage employees to form strong
social bonds..
50%
41%
9%
81% of employees believe they have the right
people on their team. Only 9% of people
think their average coworker is very happy.
Half of our
survey respondents think their coworkers are
only moderately happy and 39% actually
think
they are unhappy.
• Team Building Efforts
• Building Conversations
• Employee Family Connect
• Head & Heart Quotient
Action Plan
18. CBRE
79%
29%
Believe they have strong
Culture
Culture Drives
Engagement
Most cultures are
decidedly mediocre
How to Turn Your Culture
into a Talent Magnet
How people perceive your culture really
matters.
Your culture not only impacts the
performance of
your employees, but also how effectively
you can market your organization to
clients, partners and customers.
It’s easier to improve the tangible
aspects of
culture than the intangible. Employees
rate their work environment slightly
higher than their culture.
While many businesses claim to
differentiate themselves on the basis of
culture, it’s clear they still have a long
way to go.
• Building strong cultures through
various platforms
• Open door policy
• Zero ambiguity about organization
growth & profit
Action Plan
19. CBRE
Employees Rated
HighlyAround 29% of
employees rated
themselves highly in the
range of 9/10
Tie Between
Engagement
and Performance
Employees Rated
PoorlyAround 33% of
employees rated
themselves poorly in
the range of 6/10
These findings lead to some interesting
questions about causation and correlation:
Are employees high performing because they feel
happy, or do they feel happy because they are
high performing? Action Plan
It is a self-perpetuating cycle that can either
speed up or slow down depending on the
employee experience. And it’s up to managers to
shape a positive experience and motivate their
team to reach even higher.
• Provide support and encouragement.
• Focus on recognition
• Keep a pulse on happiness
• Encourage a healthy work-life balance
What we discovered were some interesting links
between performance, company culture and
engagement.
1. Lack of support correlates to low performance
2. Happy workers are high achievers
3. High performers report feeling 15% more valued by
their organization, but not much better recognized
4. High performers enjoy a better work-life balance
20. CBRE
Employee
Engagement Partner
Management
• Partnered with
Tower Watson
• Employee Data
Provided of Age,
Gender,
experience etc.
Employee Engagement
Survey
• Standardized
questionnaire is
generated
• Management team
Validates
• EES survey is
circulated to the
employee
Report and Analysis
• Survey results are then
provided as a report
• Analysis of the report
• Identifying the
improvement areas of
concern
Closing the loop
• The employee are once again
informed about the measures
taken
• Compared with the results of
the Next/Previous Survey (
2yrs once)
• Results are documented and
published
Action Plan
• Results are
conveyed to the
Employee
• Taskforce /Team is
set up to develop
plans
• Monitoring the
process
21. CBRE
Employee Engagement
Survey• Employee engagement
survey known as LITMUS
is conducted on
Quarterly basis
• Annual survey covers all
employees and quarterly
survey follows dip-stick
method
Key Parameters
• Manager Feedback
• Career opportunities
• Compensation &
Benefits
• Performance
management
• Diversity
• Learning & Training
Report and Analysis
• Post survey, results are collated and
shared with Senior Management
• Organization goal and resp vertical
goals are set by Business and HRBP as
per Strategic planning for that year
• HRBP and resp LOB creates Action plan
on parameters where they have scored
low
• Action plan is then implemented and
HRBP keeps a track of the same
Monitoring Action Plan
• Action plan is monitored and
is reviewed by LOB Head
• Fortnightly connect with
Business to ensure action plan
is effective
• Interaction with employee to
check pulse
23. CBRE
57%
64%
70%
73%
73%
79%
81%
Team Outings
Health Insurance
Flexible Schedule
5 Working days a week
Paid Sick Leave
Parental Leave
Bonus/Annual Salary…
Top Perks Female
Expect
60%
61%
67%
70%
76%
77%
81%
Team Outings
Health Insurance
Paid Sick Leave
Parental Leave
5 Working days a week
Flexible Schedule
Bonus/Annual Salary Raise
Top Perks Male Expect
Employee Expectation – Male Vs Female
25. CBRE
ENGAGEMENT SURVEY ARE TOO
LITTLE, TOO LATE
PROBLEM:
They just give snapshot of how
employees feel at that time
EMPLOYEE ENGAGEMENT SURVEY
ARE TOO LONG AND TIME
CONSUMING
PROBLEM:
Survey fatigue, questions in the end are
marked for the sake of it
ENGAGEMENT SURVEY DON’T LEAD
TO LARGE IMPACT
PROBLEM:
Responding to employee criticism by
quick- win perks (free snacks, fun
Fridays)
EMPLOYEE ENGAGEMENT SURVEY
MAY NOT GIVE CLEAR PICTURE
PROBLEM:
Employee are hesitant to share honest
feedback, they feel they are easily
identifiable
SOLUTION:
Once in a year survey is insufficient,
continual assessment is needed
(Every 90 days/Bi-Annually)
SOLUTION:
Can conduct shorter surveys (10
questions) every month focusing on
different themes to isolate different
engagement metrics and test employee
engagement initiatives on the fly
SOLUTION:
Its about listening to employee feedback
and create larger impact and being
transparent when certain things can’t
change
SOLUTION:
Instead of referring to a survey as
anonymous, it can be titled as
confidential
Outsourcing survey to the third party, it
an add a layer of confidence and ensure
that confidentiality is met and
maintained.
How we can make it a
SUCCESS
What is Employee engagement survey?
Employee engagement surveys are defined as questionnaires delivered in multiple formats to gauge the current levels of engagement of your work
force, the bottlenecks in your current engagement initiatives, and the effectiveness of your current engagement initiatives.
Engagement survey benchmarks
Employee engagement surveys can be measured against two benchmarks.
1. Internal survey benchmarks: The organization sets these benchmarks for what constitutes positive engagement within the organization, and they help compare the improvement in engagement from one time period to another.
2. External survey benchmarks: External benchmarks help you compare your organization’s engagement levels with the competition.
Why it is conducted
It may seem that adopting employee engagement surveys is a long-drawn and complicated process. So why is it a staple for all leading employers?
Administering an employee engagement survey offers several key benefits.
1. They quantify employee engagement, a phenomenon that’s difficult to measure. As a result, they also help to preempt turnover by detecting instances of low engagement for specific teams and line managers.
2. They are customizable and help elicit specific data. You can customize the survey according to your unique requirements. For example, if you’ve recently undergone an organizational change, you can survey employees to understand the impact of the change on them.
3. They help raise employee awareness about the organization. This is a frequently overlooked benefit of these surveys – by asking your employees to share their feedback on a particular aspect of the workplace, you increase their awareness and the chance they will rethink their behavior/response.
How it is conducted?
IT will be show in the coming slides
Phase 1: Prepare for the Employee Survey1-3 weeks Create implementation plan to determine roles and schedules during and after the employee survey
HR and top management agree on schedule for initial survey and details of employee communication
Create employee demographic spreadsheet, confirm it has been loaded into system (or define demographic questions)
Send initial communication to employees on the engagement survey process and benefits
Phase 2: Conduct the Employee Survey2-3 weeks HR initiates survey, monitors participation, answers questions from employees
HR sends reminder emails as needed
If the response rate is low, it may be necessary to extend the survey end date
Phase 3: Review Survey Results and Debrief1 month HR (and/or consultant) and the senior leader evaluate data and plan interventions with top managers; equal focus is placed on "centers of excellence" and "centers of opportunity"
Senior leader and HR agree on implementation priorities, roles, and schedule
HR (and/or consultant) debriefs top managers to explore engagement survey results within their areas
HR (and/or consultant) works with top managers to cascade debriefings to middle managers and employee groups
If some employees are not debriefed in targeted groups, they are provided with high-level results and management's plan to address any problems
Phase 4: ActOngoing Action plan is defined, communicated, and implemented
Ensure all employees understand the action plan, how it benefits them, and the senior leaders' commitment to the plan
HR (and/or consultant) coaches leaders and their teams to enhance alignment, trust, straight-talk and healthy conflict; key leaders learn the fundamentals of engaging leadership
Keep communicating as the plan is put into action and milestones are reached
After enough time has elapsed, repeat the engagement survey to measure progress and understand how engagement and engagement-related issues have shifted since the initial survey
With one of the largest databases in the world for employee feedback, We ABC research company offers you a
glimpse into employee engagement trends year over year. This report includes data from
over 1,00,000 + employees across 25+ companies and 5+ industries from January to December 2018. The size of
organizations surveyed range from 100 to 10,000 employees, with companies spread across APAC
The biggest driver of employee engagement boils down to one thing: culture. Let me explain...
Leaders today are facing a loyalty crisis in their organizations. Our research shows that 43% of
employees would likely leave their companies for just a 10% pay rise elsewhere. The last time we
conducted this analysis, that number was just 23% - almost half of what it is today. With so many
employees ready to exit at a moment’s notice, organizations face an uphill battle to prove their value,
or else risk losing out to competitors.
When we dug into the key themes behind this trend, we discovered that a huge number of
respondents cited culture as the most important factor in their decision.
The message is clear: Organizations must differentiate themselves in terms of culture in order to retain
their workforce. In today’s strong economy, people have more job opportunities available to them.
And when employees view their culture as average, or on par with competitors’, they are more likely to
either demand higher pay or simply resign.
The biggest driver of employee engagement boils down to one thing: culture. Let me explain...
Leaders today are facing a loyalty crisis in their organizations. Our research shows that 43% of
employees would likely leave their companies for just a 10% pay rise elsewhere. The last time we
conducted this analysis, that number was just 23% - almost half of what it is today. With so many
employees ready to exit at a moment’s notice, organizations face an uphill battle to prove their value,
or else risk losing out to competitors.
When we dug into the key themes behind this trend, we discovered that a huge number of
respondents cited culture as the most important factor in their decision.
The message is clear: Organizations must differentiate themselves in terms of culture in order to retain
their workforce. In today’s strong economy, people have more job opportunities available to them.
And when employees view their culture as average, or on par with competitors’, they are more likely to
either demand higher pay or simply resign.
Employee-manager relationships have a big impact. How comfortable
employees feel about providing upward feedback to their supervisors is a major
indicator of overall happiness.
`` Boredom wreaks havoc on engagement. Employees who feel challenged at work
on a daily basis are more likely to be happy.
First impressions affect long-term happiness. Effective onboarding is a crucial
part of the employee experience, and correlates to how employees feel about their
companies overall.
Our results show that tangible factors such as benefits and compensation have a much lower correlation
to employee happiness. While employees expect to be paid fairly, happiness hinges on two key
components: mental stimulation and emotional security. In short, workers need a safe space to
interact with their coworkers, while at the same time provided opportunities to learn and grow.
The Enemies of Engagement
No workplace is perfect. Employees have different preferences and expectations for their office
environment. This means that some conflict between coworkers is inevitable. Too much conflict,
however, can lead to reduced productivity and a drop in engagement. To uncover the biggest
problems people experience in their professional lives, we asked employees:
What drives you crazy at work and decreases your productivity?
1. Technical issues with software, and other tools
2. Interruptions and disruptions from Slack, emails and noisy office environments
3. Poor communication from management / lack of training and information
4. Disorganized and time-wasting systems and processes
5. Misguided decisions from management / bad leadership
6. Lack of flexibility / no opportunities to work from home
7. Overworked / under resourced team
8. Office politics / favoritism
9. Difficult customers
10. Too many meetings
The goods news is that most employees think very highly of their managers. Nearly 60% of people
rated the performance of their direct supervisor as excellent. Only 14% of people rated their boss’s
performance as poor.
The bad news, however, is that when we drill down into specific actions that drive engagement,
the picture becomes bleaker. Only two in five people strongly agree that their managers have
clearly defined their roles and responsibilities, and how they contribute to the success of the
organization. Furthermore, only one in four employees strongly agree with the statement, “My
company takes my feedback and suggestions seriously and effectively”.
Even more concerning is the gap in perception between how managers and employees experience
their company culture. While 40% of managers strongly agree that management within the
organization is transparent, only 22% of employees feel the same way. This pervasive blind spot
must be addressed in order for employees to function effectively in their roles. Taking proactive steps
such as sending regular leadership updates, and including training during onboarding for how to
access important resources can help close the information gap between managers and employees
Overall, managers are 11% more likely to have a clear idea of how their company is performing than regular
employees. This is hardly surprising - managers are supposed to have a better view of the big picture.
Nevertheless, the finding does present an opportunity for employers to boost engagement and
productivity in their team: Employees who understand how their impact drives the success of the
business overall are much more likely to know how to optimize that impact.
People who don’t feel supported in their professional development are 3x more likely to be job hunting. Our most recent analysis reinforces
the importance of career progression for employees. When we asked what the main reason would be
if they were to leave their organizations, a staggering number of workers pointed to a lack of growth
opportunities as the most likely cause.
Providing opportunities for learning and growth is one of the best ways to retain top performers, and
yet many organizations fail to fulfill this need. A whopping 44% of employees don’t feel they have
Sufficient opportunities for professional growth in their current positions.
Employees should be proactive and take ownership of their own advancement, but it’s also the
responsibility of the employer to guide those efforts. Entry-level employees, in particular, need extra
help identifying ways to earn promotions and progress in their chosen fields. Unfortunately, most people
don’t receive the support and information they need to set useful goals: When we asked employees if
their promotion and career path were clear to them, more than half of them (54%) said ‘no’.
Different employees have different wants, needs and expectations of professional growth
opportunities. Before embarking on a new set of initiatives, the first step a leader should take is to ask
employees, both face to face and in an anonymous setting, how they can better cater to these needs.
When asked more broadly about how valued people feel at work, the results were just as bleak. Only
26% of employees report feeling ‘highly valued’ at work. This is outweighed by the 33% of people
who actually feel undervalued. The wide variety of responses we received showed that people feel
valued for different reasons. While compensation and bonuses were mentioned by some workers,
Others emphasised the importance of employee-manager relationships.
Responses like this show how critical it is for managers to check in regularly with employees and
acknowledge their efforts. These displays of appreciation needn’t come with monetary rewards or
standing ovations. Even a quick note to say thank you can go a long way for employees.
Naturally, we wanted to find out what people thought of their coworkers. And what we discovered
was truly heartening: Over half the respondents rated their team members a 9 or 10 out of 10
and a further 37% rated them at a 7 or 8. For this question, we analyzed 11,987 responses from 20
organizations, and nobody rated their coworkers with the lowest possible scores, a 1 or 2 out of 10.
The results speak for themselves: people really like their coworkers. Not only do employees rate their
coworkers highly, but they also truly believe in their value to the organization. When asked ‘Do we
have the right people on our team?’ 81% of employees said ‘yes’.
So it’s sad news to learn that, although people get along with their coworkers, they don’t think they
are happy at work. Only 9% of people think their average coworker is very happy. Half of our
survey respondents think their coworkers are only moderately happy and 39% actually think
they are unhappy.
Relationships are the glue that hold companies together, so it’s vitally important for managers to foster
these friendships and encourage employees to form strong social bonds. This is an area that presents
opportunities for organizations looking to surpass their competition: we found that only a quarter
of employees strongly believe their organization is doing a good job with team-building efforts.
Companies that invest in creating strong connections between workers could reap rewards
in the form of increased collaboration, higher morale, and better retention.
how people perceive your culture really matters. Your culture not only impacts
the performance of your employees, but also how effectively you can market your organization to
clients, partners and customers.
So what do employees really think about their company cultures? We found that only 29% of people
believe they have a strong culture. When we asked about fun in the workplace, the results were very
similar: less than one third of people said they had a lot of fun at work.
These findings are somewhat concerning when we learn just how important culture is in relation to
engagement: a whopping 75% of employees agree that their company culture drives their active
engagement at work.
For some leaders, company culture means bean bags and ping-pong tables. It’s easier to improve the
tangible aspects of culture than the intangible, and so this is naturally where organizations start. It’s
not surprising then to learn that employees rate their work environment slightly higher than their
culture. 39% of employees believe they have a strong work environment.
While many businesses claim to differentiate themselves on the basis of culture, it’s clear they still
have a long way to go.
recognition, and professional development are all areas of
opportunity in 2019. But how do these elements correlate to what managers really care about: performance?
Research has shown that people are remarkably accurate when self-assessing their own attainment.
So we asked employees to rate their performance over the last six months. We then broke them into
two categories: employees who rated their work highly (a 9 or 10/10) and those who rated their work
poorly (a 6 or below). We then looked at how people in both categories responded to a variety of
questions surrounding their employee experience.
What we discovered were some interesting links between performance, company culture and engagement.
Here are the highlights:
`` Lack of support correlates to low performance
High performers are far more likely to get the help they need. When asked ‘How
effective is our organization at offering help when you ask for it?’ high performers
provided a rating 22% higher than low performers.
`` Happy workers are high achievers
High performers are roughly 15% happier at work than low performers. This
result aligns with research conducted by the University of Warwick that found
happiness increases productivity by 12%.
`` High performers report feeling 15% more valued by their organization, but
not much better recognized
The average rating high performers provide when asked the question “How well are
you recognized when you do great work?” is only 2% higher than low performers.
`` High performers enjoy a better work-life balance
While low performers rated their work-life balance a 6.8/10 on average, high performers
rated it a 7.4/10, an 8% difference.
These findings lead to some interesting questions about causation and correlation: are employees
high performing because they feel happy, or do they feel happy because they are high performing?
Regardless of the answer, the result is a self-perpetuating cycle that can either speed up or slow down
depending on the employee experience. And it’s up to managers to shape a positive experience and
motivate their team to reach even higher. Here’s how:
`` Provide support and encouragement
It’s no surprise that low performers are less likely to get the help they need. Be
proactive about asking employees about any roadblocks you can help remove,
additional training or resources they might need to be more successful in their roles.
`` Focus on recognition
Making sure employees feel valued is one of the best ways to keep employees loyal
and engaged with your company mission. Be sure to maintain visibility into the
work employees do, both for your team and other departments so you can offer
recognition where it’s due.
`` Keep a pulse on happiness
It’s hard to improve something without measuring it. So gather data around how
your employees are feeling and keep track of how sentiment changes over time.
This will help you identify trends and discover what may be negatively impacting
the performance of your team.
`` Encourage a healthy work-life balance
It’s official: a poor work-life balance does not lead to higher performance. In fact,
our findings show the opposite. This is a good place to lead by example: don’t stay
too late in the office, take advantage of your PTO, and don’t answer emails after
hours. Your employees will follow suit.
Compassionate Leadership
A consistent top driver of engagement is senior
leader’s ability to create excitement for the future of the organization.
However, excitement for the future can’t be entirely led by senior leaders.
Frontline managers need to help, inspire and coach their teams to engage in behaviours that align with cultural priorities. (KINCENTRIC Research)
Problem Solving Meetings
Professionals hold meetings in an effort to strategize, improve productivity and produce results. The environment does not have to be volatile for disagreements to occur. A little bit of back-and-forth between colleagues can even be helpful if it promotes new ideas and improves communication.
Two way mentorship Program -A framework for Success
Tapping into two way mentoring is one of the most efficient and potentially rewarding types of professional development for all the employees. As the companies serve the their clients in a more strategic and deeper way ,its vital that the team of young professionals are also always learning and grappling with business applications in smart ways.
People Analytics
Predicting the future performance of employee
Predicting L&D needs
4,500Companies have employees focused on people analytics 43% of the Fortune 1000
55% of all people analytics functions have been started within the last 5 years
69% of companies are integrating data to build a People Analytics database (Bersin)
Engagement surveys are too little, too late.
They just give employers a snapshot of how their employees are feeling at that time.
If an employee is having a particularly bad day or week, all of that bad energy is going to be channeled into their responses to the engagement survey. The same is true on the flip side; if an employee is having a week full of big wins, they’ll fill their survey full of positive feelings, even if this enthusiasm is not the norm.
Solution:
once-a-year engagement survey is simply insufficient to take the temperature of morale in the office year-round. Continual assessment is needed. Instead, take regular samples monthly to see if employees are feeling engaged. This could be done in batches. For example, if your company is big enough, survey 1000 randomly selected employees every month. Alternately, send out shorter monthly engagement surveys to get a sense of how your employees feel on a regular basis.
Employee engagement surveys are too long or time-consuming.
It’s no secret that employees dread the annual employee engagement survey. It’s so long, often up to 100 questions (or more!), and it takes workers away from their daily deadlines for extended periods of time.
Solution is to conduct regular, shorter surveys, maybe two to five questions every month. Managers can focus on different themes or questions each month to isolate different engagement metrics and test employee engagement initiatives on the fly. Employees won’t feel overwhelmed by these regular samples, and they can provide meaningful feedback without feeling like it will take up the bulk of their day.
Engagement surveys don’t lead to large Impact.
Responding to employee criticism with quick-win perks can have a net negative impact on employee engagement. Employees may feel that the surveys don’t lead to anything permanent. When a worker takes the time to give thoughtful feedback, they expect to see a matching response. Free doughnut Tuesdays, for example, doesn’t show that management actually cares about an employee’s desire for paid maternity leave or more equitable work/life balance
Solution:
It’s about listening to employee feedback, creating large impact, and being open and transparent when certain things can’t change. Not all employee wishes can be granted, but engagement is only improved by transparency. Employees will be more engaged when they feel they’re making a positive impact in their work and that their views actually matter.
Employee engagement surveys may not give a clear picture.
Employees feel that anonymous surveys are exactly the opposite of anonymous. If an employee has honest feedback about something, they may feel hesitant to report their concerns because they feel they’ll be easily identifiable.
Solution:
Instead of referring to a survey as anonymous, managers can title them confidential. This way, regardless of whether an employee is pinpointed or not, nothing individual can be done about their responses. Likewise, using an outside surveying firm can add a layer of confidence and ensure that confidentiality is met and maintained.