Everyone knows that unmotivated employees create problems
in the workplace. But what’s worse is having people who are
motivated – but cannot turn their enthusiasm into action. An employee effectiveness survey
is truly effective when it also addresses the factors that stop
your staff from performing to the best of their ability.
1) 1267 employees nominated 407 bosses from over 90 organizations as part of identifying the best bosses. The average nominations per boss was 3.11, with the highest being 86 nominations.
2) The top qualities identified in the best bosses were teamwork, confidence, and analytical thinking. Employees with different tenure levels identified similar top qualities, though some variations existed.
3) Younger employees (0-2 years tenure) were more likely to participate in nominating bosses compared to longer-tenured employees. Inspiring employees was rated the highest quality across all groups.
Research paper on Employee turnover in organizationsSummaya Sharif
Abstract
The research paper is intended to answer some of the most FAQs of the organizations about employee turnover and help them in lessening this threat which results in losing the loyal and hardworking workforce.
The FAQs include;
-What is employee turnover?
-What are the factors causing employee turnover?
-How to identify/elucidate these factors?
-How is employee turnover a function of these factors?
-What is the relationship between employee turnover and each of selected factors?
-To what extent each of these factors is related to employee turnover?
Which of these factors is the main cause of employee turnover?
In order to get the pragmatic answers to the questions above, and prove the inferences/Hypothesis on the relationship of these factors with employee turnover; the research has been carried to a pragmatic and scientific level. The results of the research carried out will help the organizations to answer the questions above with relevance, reliability, authenticity, relationship metrics, all checked. The scientific study carried out is elucidated below;
Purpose: This research article investigates the factors that influence the employee turnover in order to elucidate the role that they play to influence employee turnover and ergo, their relationship with employee turnover. Hence the purpose is both causal as well as descriptive.
Problem Statement: The research has been conducted to help organizations lessen employee turnover. The basic problem statement is to study the effect of chosen factors (Age, wage rate, unskilled labor, and work-life balance) on employee turnover and hence their relationship with it.
Ergo the basic Research Questions include:
-To what extent unskilled labor leads to employee turnover?
-Does work-life balance affect the employee turnover?
-What contributions wage rate has towards employee turnover?
How much influence age has on employee turnover?
Research method: Considering the Krejice and Morgan’s (1970) table to ensure a good decision, a sample of 100 employees, regardless of gender, area, and status, is taken so that the studied sample size is representative of the population. With groups as my unit of analysis mono-method and deductive approach is used in this research and the data collection technique is disproportionate stratified random sampling.
Findings: The findings apparently showed that the main factor that is influencing employee turnover is “job that hurdles the fulfillment of fulfillment of family duties; with a coefficient of 0.800.”Ergo if this factor is kept under control then a significant change can be seen in employee turnover.
Recommendations are also elucidated in the paper.
This document summarizes the findings of a 2013 research study on workforce trends and high performing organizations. Some key findings include:
1. Measures of trust, leadership, and collaboration rebounded significantly from low levels in 2012, especially in high performing companies.
2. Employee involvement and engagement increased dramatically, with nearly 60% of high performing companies reporting engaged, involved cultures.
3. Leaders in high performing companies were seen as more consistently modeling organizational values and walking the talk through predictable transparency.
4. Trust originates from leadership behaviors and a consistent tone at the top, which directly impacts employee engagement and retention.
2013 Engagement and Retention in 2013 by TalentKeepersElizabeth Lupfer
- Employee engagement and retention have become strategic priorities for most organizations as the economy stabilizes. Over 80% of organizations now budget for engagement initiatives.
- A "Best in Class" group of top organizations stands out for making engagement a top priority, holding leaders accountable, dedicating formal budgets, and establishing metrics to measure impact on business results.
- Retention is resurfacing as a priority as employees feel more confident. Nearly 60% of organizations expect job and career factors to be the main reason employees leave in 2013, an 11% increase from the prior year.
This document discusses how investing in employees can increase a company's competitiveness and success. It argues that employees are a company's biggest asset and largest investment. While employees cost money in wages and benefits, treating these expenses as investments that yield returns can improve business results. The document outlines how engaged employees are more productive, innovative, and loyal, leading to higher customer satisfaction, revenue, and profits. It also discusses how high employee turnover is very expensive for companies and how investing in retention strategies like recognition, training, and work environment can significantly reduce these replacement costs and improve the bottom line. Overall, the document advocates for viewing employees as investments rather than just expenses in order to maximize return on employee investment (ROEI) and competit
The document discusses future directions and metrics for the human resources (HR) function. It outlines three levels of metrics - efficiency, effectiveness, and impact - and provides examples of metrics for various HR areas like staffing, compensation, and training. It emphasizes measuring how HR drives business performance and aligns with strategic goals. HR must shift from an administrative to strategic partner role by understanding the business strategy and developing people strategies that execute the business model.
1) 1267 employees nominated 407 bosses from over 90 organizations as part of identifying the best bosses. The average nominations per boss was 3.11, with the highest being 86 nominations.
2) The top qualities identified in the best bosses were teamwork, confidence, and analytical thinking. Employees with different tenure levels identified similar top qualities, though some variations existed.
3) Younger employees (0-2 years tenure) were more likely to participate in nominating bosses compared to longer-tenured employees. Inspiring employees was rated the highest quality across all groups.
Research paper on Employee turnover in organizationsSummaya Sharif
Abstract
The research paper is intended to answer some of the most FAQs of the organizations about employee turnover and help them in lessening this threat which results in losing the loyal and hardworking workforce.
The FAQs include;
-What is employee turnover?
-What are the factors causing employee turnover?
-How to identify/elucidate these factors?
-How is employee turnover a function of these factors?
-What is the relationship between employee turnover and each of selected factors?
-To what extent each of these factors is related to employee turnover?
Which of these factors is the main cause of employee turnover?
In order to get the pragmatic answers to the questions above, and prove the inferences/Hypothesis on the relationship of these factors with employee turnover; the research has been carried to a pragmatic and scientific level. The results of the research carried out will help the organizations to answer the questions above with relevance, reliability, authenticity, relationship metrics, all checked. The scientific study carried out is elucidated below;
Purpose: This research article investigates the factors that influence the employee turnover in order to elucidate the role that they play to influence employee turnover and ergo, their relationship with employee turnover. Hence the purpose is both causal as well as descriptive.
Problem Statement: The research has been conducted to help organizations lessen employee turnover. The basic problem statement is to study the effect of chosen factors (Age, wage rate, unskilled labor, and work-life balance) on employee turnover and hence their relationship with it.
Ergo the basic Research Questions include:
-To what extent unskilled labor leads to employee turnover?
-Does work-life balance affect the employee turnover?
-What contributions wage rate has towards employee turnover?
How much influence age has on employee turnover?
Research method: Considering the Krejice and Morgan’s (1970) table to ensure a good decision, a sample of 100 employees, regardless of gender, area, and status, is taken so that the studied sample size is representative of the population. With groups as my unit of analysis mono-method and deductive approach is used in this research and the data collection technique is disproportionate stratified random sampling.
Findings: The findings apparently showed that the main factor that is influencing employee turnover is “job that hurdles the fulfillment of fulfillment of family duties; with a coefficient of 0.800.”Ergo if this factor is kept under control then a significant change can be seen in employee turnover.
Recommendations are also elucidated in the paper.
This document summarizes the findings of a 2013 research study on workforce trends and high performing organizations. Some key findings include:
1. Measures of trust, leadership, and collaboration rebounded significantly from low levels in 2012, especially in high performing companies.
2. Employee involvement and engagement increased dramatically, with nearly 60% of high performing companies reporting engaged, involved cultures.
3. Leaders in high performing companies were seen as more consistently modeling organizational values and walking the talk through predictable transparency.
4. Trust originates from leadership behaviors and a consistent tone at the top, which directly impacts employee engagement and retention.
2013 Engagement and Retention in 2013 by TalentKeepersElizabeth Lupfer
- Employee engagement and retention have become strategic priorities for most organizations as the economy stabilizes. Over 80% of organizations now budget for engagement initiatives.
- A "Best in Class" group of top organizations stands out for making engagement a top priority, holding leaders accountable, dedicating formal budgets, and establishing metrics to measure impact on business results.
- Retention is resurfacing as a priority as employees feel more confident. Nearly 60% of organizations expect job and career factors to be the main reason employees leave in 2013, an 11% increase from the prior year.
This document discusses how investing in employees can increase a company's competitiveness and success. It argues that employees are a company's biggest asset and largest investment. While employees cost money in wages and benefits, treating these expenses as investments that yield returns can improve business results. The document outlines how engaged employees are more productive, innovative, and loyal, leading to higher customer satisfaction, revenue, and profits. It also discusses how high employee turnover is very expensive for companies and how investing in retention strategies like recognition, training, and work environment can significantly reduce these replacement costs and improve the bottom line. Overall, the document advocates for viewing employees as investments rather than just expenses in order to maximize return on employee investment (ROEI) and competit
The document discusses future directions and metrics for the human resources (HR) function. It outlines three levels of metrics - efficiency, effectiveness, and impact - and provides examples of metrics for various HR areas like staffing, compensation, and training. It emphasizes measuring how HR drives business performance and aligns with strategic goals. HR must shift from an administrative to strategic partner role by understanding the business strategy and developing people strategies that execute the business model.
This document is a research paper submitted by Liaquat Ali Malik to Dr. Zaira Wahab examining the impact of human resource management on firm performance. It includes an introduction outlining the background and objectives of the research. A literature review and methodology are presented, analyzing survey responses from 20 people on how HRM practices relate to firm performance. The results show a generally positive relationship between HRM and performance. Recommendations include regularly reviewing HRM strategies and monitoring employee satisfaction to improve firm culture and performance.
Executive Transitions Market Study Reportpwharv6pack
About the Survey
The Institute of Executive Development and global coaching and consulting alliance Alexcel Group
conducted a year long market survey in 2007 and 2008 to examine the transitions that top
executives make into and through organizations, and road blocks that can occur in the process
along with the organizational roles and processes that may facilitate such transitions and change.
Global competition for talent, outsourcing labor, compliance legislation, remote workers, aging populations – these are just a few of the daunting challenges faced by HR organizations today.
Yet the most commonly monitored workforce metrics do very little to deliver true insight into these topics. Leaders need to graduate from metrics to analytics, surfacing the important connections and patterns in their data to make better workforce decisions. By graduating from metrics to analytics, HR professionals and leaders can better understand the contributing factors that are impacting their organization, and take the right actions to implement programs that will provide a true competitive advantage.
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.
IBM HR Analytics Employee Attrition & PerformanceShivangiKrishna
- Help companies to be prepared for future employee-loss
- Evaluating possible trends and reasons for employee attrition, in order to prevent valuable employees from leaving.
- We analyzed the numeric and categorical data with the use of Machine Learning models to identify the main variables contributing to the attrition of employees
- This project was completed and carried out by three DSAI students Angelin Grace Wijaya, Agarwala Pratham, Krishna Shivangi
Outside directors are meant to provide independent oversight of management but research on their effectiveness is mixed. Some studies found shareholders react positively to appointments of outside directors and negatively when they suddenly leave. However, other research found no improvement in performance from more outside directors. Effectiveness may depend on overcoming information disadvantages and ensuring true independence rather than just meeting stock exchange standards. So-called independent directors may still be beholden to management.
2013 Engagement and Retention in 2013 by AberdeenElizabeth Lupfer
This document summarizes the key findings from Aberdeen's 2013 research report on Human Capital Management trends. It finds that the top pressures on HCM are operating more efficiently, organic growth, and skills scarcity. Best-in-Class organizations align talent strategies with business strategies, foster innovation, and integrate HCM and business data. They achieve greater improvements in metrics like customer retention. Workforce planning is a priority but most organizations are still immature in their efforts. Success requires standardizing processes, combining HCM and business data, and investing in technology.
Aon report: Managers: Strongest or Weakest Link in Driving Employee EngagementMark A. Leon
Managers: Your Strongest (or Weakest) Link in Driving Employee Engagement
Too many companies send engagement survey results to managers and hope they'll do something with them, only to find that many don't. Here are some practical steps you can take to help your managers drive employee engagement.
The file contains a research proposal written on Employee turnover in Unilever, Pakistan addressing the following problem statement and research queries:
Research Objective:
The purpose of the study is:
‘’To investigate the factors influencing the employees turnover in Unilever Pakistan’’.
Research Questions:
1. To what extent unskilled labor leads to employee turnover?
2. Does work-life balance effects the employee turnover?
3. What contributions wage rate have toward employee turnover?
4. How much influence age have on employee turnover?
can be contacted at: summaya.sharif123@gmail.com
This document provides 12 principles for effective talent management based on research into employee behavior. The first four "core principles" called ROAD (Respect, Objectives, Awareness, Dialogue) establish the foundation for effective talent management by respecting employees, clarifying objectives, increasing awareness of performance, and creating dialogue between managers and employees. The remaining eight principles are characteristics of world-class talent management programs that maintain accountability, integrate development, provide a picture of high performance, give employees visibility, support career growth, evaluate potential and experience, help employees determine what they want, and strategically engage employee attention.
Once Is Not Enough - Infusing Continuous Rewards Into Your Compensation Str...Bhupesh Chaurasia
Compensation should not be something that just happens once a year. Annual compensation methods are not bad, they are just not enough. Shifting to more frequent rewards tied to objective achievements can help drive positive employee behavior and engagement due to shorter line-of-sight. In this paper, we will discuss the key considerations for introducing more frequent rewards into your compensation strategy.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
The document discusses how outsourcing human resource functions, known as human resource outsourcing (HRO), is becoming a key trend that is reshaping the future of HR departments. HRO can help organizations reduce costs while improving HR's strategic impact by standardizing, centralizing, and automating administrative HR processes. The document outlines the benefits of HRO such as cost savings, increased efficiency, and allowing HR to focus on more strategic priorities. It also discusses challenges such as change management and the need for clear communication during the implementation of HRO.
Employee Engagement Capabilities Report by Altus and Red BalloonElizabeth Lupfer
- The document discusses findings from a study on employee engagement conducted over three years with nearly 3,000 survey responses.
- Key findings include that highly engaged organizations have the most capability in areas like culture, purpose, and clear key performance indicators (KPIs). Those with lower engagement scores have less capability, especially in these core areas.
- While benefits and perks are not the main drivers of engagement, highly engaged organizations are more likely to invest in coaching, mentoring programs, and cash bonuses compared to average performers. Simply increasing spending on engagement is not enough without focusing on the right capabilities.
HR Metrics & Analytics for Strategic Decisions Making Summit 2016 Erika Aligno
This document provides information about the HR Metrics & Analytics for Strategic Decision Making 2016 conference to be held on February 9-10, 2016 in Melbourne, Australia. The conference will include 24 sessions over 2 days covering topics such as defining and tracking metrics to align with organizational goals, and using analytics to generate insights. There will be workshops, panel discussions, and keynote presentations from speakers in Australia and internationally. The conference is aimed at heads of HR, directors, and other professionals working in workforce analytics, planning, and people metrics.
The document summarizes a study conducted to understand the high labor turnover among skilled workers at a company called Dignity Innovation. The study aimed to learn the reasons for turnover by surveying 50 employees with simple random sampling and questionnaires. The findings revealed that workers often left for jobs offering better salary, benefits and training opportunities. Additionally, some workers left due to delays in salary payments. The turnover was found to be primarily voluntary, with many women leaving due to relocation after marriage. The document recommends improving pay, benefits and growth opportunities to retain workers, and employing married women to reduce turnover due to relocation.
The negative effect and consequences of employee turnover and retention on th...Alexander Decker
This document summarizes a research study on the negative effects of employee turnover. The study will examine how turnover negatively impacts organizations and remaining employees. It will collect data through employee questionnaires and exit interviews to understand reasons for turnover. The goal is to identify ways to reduce turnover and promote retention, especially during difficult economic times. Secondary research on turnover costs, effects on customer service, and motivational factors will provide context for the study.
This Leadership Pulse report provides an overview of the Winter, 2013 findings. The focus is on the drivers of growth an innovation, examining sense of urgency cultures and the role of employee energy at work.
Determinants of employee turnover intention Bhagya Silva
This study examines the determinants of turnover intention among Officers in Charge at Kurunegala Plantations Limited in Sri Lanka. Through a survey of 70 Officers, the study found that 41.4% intended to leave while 58.6% intended to stay. Logistic regression analysis revealed that turnover intention was significantly affected by employee factors like age, marital status, prior experience, and job tenure, as well as organizational factors like monetary rewards, additional benefits, human resource management practices, and job satisfaction. Younger, single officers with less experience and shorter job tenure and those dissatisfied with compensation and benefits were more likely to intend to leave. The study suggests improving work conditions, benefits, and incentives to retain valuable employees.
Engage To Retain Azshrm Presentation 2010Karen Loftus
1) Highly engaged organizations outperform others financially and see increased operating income and earnings per share.
2) Companies with engaged employees see greater loyalty, reduced turnover, and more innovative work.
3) Employee engagement involves commitment to the organization, pride in one's work, and willingness to help the organization succeed.
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.
This document is a research paper submitted by Liaquat Ali Malik to Dr. Zaira Wahab examining the impact of human resource management on firm performance. It includes an introduction outlining the background and objectives of the research. A literature review and methodology are presented, analyzing survey responses from 20 people on how HRM practices relate to firm performance. The results show a generally positive relationship between HRM and performance. Recommendations include regularly reviewing HRM strategies and monitoring employee satisfaction to improve firm culture and performance.
Executive Transitions Market Study Reportpwharv6pack
About the Survey
The Institute of Executive Development and global coaching and consulting alliance Alexcel Group
conducted a year long market survey in 2007 and 2008 to examine the transitions that top
executives make into and through organizations, and road blocks that can occur in the process
along with the organizational roles and processes that may facilitate such transitions and change.
Global competition for talent, outsourcing labor, compliance legislation, remote workers, aging populations – these are just a few of the daunting challenges faced by HR organizations today.
Yet the most commonly monitored workforce metrics do very little to deliver true insight into these topics. Leaders need to graduate from metrics to analytics, surfacing the important connections and patterns in their data to make better workforce decisions. By graduating from metrics to analytics, HR professionals and leaders can better understand the contributing factors that are impacting their organization, and take the right actions to implement programs that will provide a true competitive advantage.
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.
IBM HR Analytics Employee Attrition & PerformanceShivangiKrishna
- Help companies to be prepared for future employee-loss
- Evaluating possible trends and reasons for employee attrition, in order to prevent valuable employees from leaving.
- We analyzed the numeric and categorical data with the use of Machine Learning models to identify the main variables contributing to the attrition of employees
- This project was completed and carried out by three DSAI students Angelin Grace Wijaya, Agarwala Pratham, Krishna Shivangi
Outside directors are meant to provide independent oversight of management but research on their effectiveness is mixed. Some studies found shareholders react positively to appointments of outside directors and negatively when they suddenly leave. However, other research found no improvement in performance from more outside directors. Effectiveness may depend on overcoming information disadvantages and ensuring true independence rather than just meeting stock exchange standards. So-called independent directors may still be beholden to management.
2013 Engagement and Retention in 2013 by AberdeenElizabeth Lupfer
This document summarizes the key findings from Aberdeen's 2013 research report on Human Capital Management trends. It finds that the top pressures on HCM are operating more efficiently, organic growth, and skills scarcity. Best-in-Class organizations align talent strategies with business strategies, foster innovation, and integrate HCM and business data. They achieve greater improvements in metrics like customer retention. Workforce planning is a priority but most organizations are still immature in their efforts. Success requires standardizing processes, combining HCM and business data, and investing in technology.
Aon report: Managers: Strongest or Weakest Link in Driving Employee EngagementMark A. Leon
Managers: Your Strongest (or Weakest) Link in Driving Employee Engagement
Too many companies send engagement survey results to managers and hope they'll do something with them, only to find that many don't. Here are some practical steps you can take to help your managers drive employee engagement.
The file contains a research proposal written on Employee turnover in Unilever, Pakistan addressing the following problem statement and research queries:
Research Objective:
The purpose of the study is:
‘’To investigate the factors influencing the employees turnover in Unilever Pakistan’’.
Research Questions:
1. To what extent unskilled labor leads to employee turnover?
2. Does work-life balance effects the employee turnover?
3. What contributions wage rate have toward employee turnover?
4. How much influence age have on employee turnover?
can be contacted at: summaya.sharif123@gmail.com
This document provides 12 principles for effective talent management based on research into employee behavior. The first four "core principles" called ROAD (Respect, Objectives, Awareness, Dialogue) establish the foundation for effective talent management by respecting employees, clarifying objectives, increasing awareness of performance, and creating dialogue between managers and employees. The remaining eight principles are characteristics of world-class talent management programs that maintain accountability, integrate development, provide a picture of high performance, give employees visibility, support career growth, evaluate potential and experience, help employees determine what they want, and strategically engage employee attention.
Once Is Not Enough - Infusing Continuous Rewards Into Your Compensation Str...Bhupesh Chaurasia
Compensation should not be something that just happens once a year. Annual compensation methods are not bad, they are just not enough. Shifting to more frequent rewards tied to objective achievements can help drive positive employee behavior and engagement due to shorter line-of-sight. In this paper, we will discuss the key considerations for introducing more frequent rewards into your compensation strategy.
Our major goal is to help you achieve your academic goals. We are commited to helping you get top grades in your academic papers.We desire to help you come up with great essays that meet your lecturer's expectations.Contact us now at http://www.premiumessays.net/
The document discusses how outsourcing human resource functions, known as human resource outsourcing (HRO), is becoming a key trend that is reshaping the future of HR departments. HRO can help organizations reduce costs while improving HR's strategic impact by standardizing, centralizing, and automating administrative HR processes. The document outlines the benefits of HRO such as cost savings, increased efficiency, and allowing HR to focus on more strategic priorities. It also discusses challenges such as change management and the need for clear communication during the implementation of HRO.
Employee Engagement Capabilities Report by Altus and Red BalloonElizabeth Lupfer
- The document discusses findings from a study on employee engagement conducted over three years with nearly 3,000 survey responses.
- Key findings include that highly engaged organizations have the most capability in areas like culture, purpose, and clear key performance indicators (KPIs). Those with lower engagement scores have less capability, especially in these core areas.
- While benefits and perks are not the main drivers of engagement, highly engaged organizations are more likely to invest in coaching, mentoring programs, and cash bonuses compared to average performers. Simply increasing spending on engagement is not enough without focusing on the right capabilities.
HR Metrics & Analytics for Strategic Decisions Making Summit 2016 Erika Aligno
This document provides information about the HR Metrics & Analytics for Strategic Decision Making 2016 conference to be held on February 9-10, 2016 in Melbourne, Australia. The conference will include 24 sessions over 2 days covering topics such as defining and tracking metrics to align with organizational goals, and using analytics to generate insights. There will be workshops, panel discussions, and keynote presentations from speakers in Australia and internationally. The conference is aimed at heads of HR, directors, and other professionals working in workforce analytics, planning, and people metrics.
The document summarizes a study conducted to understand the high labor turnover among skilled workers at a company called Dignity Innovation. The study aimed to learn the reasons for turnover by surveying 50 employees with simple random sampling and questionnaires. The findings revealed that workers often left for jobs offering better salary, benefits and training opportunities. Additionally, some workers left due to delays in salary payments. The turnover was found to be primarily voluntary, with many women leaving due to relocation after marriage. The document recommends improving pay, benefits and growth opportunities to retain workers, and employing married women to reduce turnover due to relocation.
The negative effect and consequences of employee turnover and retention on th...Alexander Decker
This document summarizes a research study on the negative effects of employee turnover. The study will examine how turnover negatively impacts organizations and remaining employees. It will collect data through employee questionnaires and exit interviews to understand reasons for turnover. The goal is to identify ways to reduce turnover and promote retention, especially during difficult economic times. Secondary research on turnover costs, effects on customer service, and motivational factors will provide context for the study.
This Leadership Pulse report provides an overview of the Winter, 2013 findings. The focus is on the drivers of growth an innovation, examining sense of urgency cultures and the role of employee energy at work.
Determinants of employee turnover intention Bhagya Silva
This study examines the determinants of turnover intention among Officers in Charge at Kurunegala Plantations Limited in Sri Lanka. Through a survey of 70 Officers, the study found that 41.4% intended to leave while 58.6% intended to stay. Logistic regression analysis revealed that turnover intention was significantly affected by employee factors like age, marital status, prior experience, and job tenure, as well as organizational factors like monetary rewards, additional benefits, human resource management practices, and job satisfaction. Younger, single officers with less experience and shorter job tenure and those dissatisfied with compensation and benefits were more likely to intend to leave. The study suggests improving work conditions, benefits, and incentives to retain valuable employees.
Engage To Retain Azshrm Presentation 2010Karen Loftus
1) Highly engaged organizations outperform others financially and see increased operating income and earnings per share.
2) Companies with engaged employees see greater loyalty, reduced turnover, and more innovative work.
3) Employee engagement involves commitment to the organization, pride in one's work, and willingness to help the organization succeed.
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.
Leaders play a key role in employee engagement by connecting employees' work to the organization's values and mission. The document discusses how engaged employees are more productive, healthier, and less likely to leave their jobs. It also outlines the functional and psychological factors that influence engagement, including ensuring employees have the resources, training, and autonomy to do meaningful work. Wise leaders recognize employees' contributions, foster a sense of belonging, and help employees find purpose in order to maximize engagement.
The document discusses how employee engagement impacts business success. It states that engagement affects key business factors like productivity, advocacy, absenteeism, turnover, innovation, quality, and customer relationships. Research shows highly engaged companies have higher earnings, operating income, and stock performance than less engaged competitors. The document argues senior leaders should understand this connection between engagement and results in order to prioritize engagement strategies and ensure the resources needed to create a highly engaged workforce.
Driving Organizational Performance in Complex Times - Mark Kinnich 031710Mark Kinnich
This document discusses driving organizational performance in complex times. It argues that alignment is critical for sustainable organizational performance. Alignment means there is agreement on an organization's direction, operating philosophy, and relationships. Through alignment, organizations unleash the untapped intelligence and energy of their workforce. Aligned organizations are more focused, nimble, have faster decision making, and consistent environments, allowing them to attract and retain better talent and achieve improved performance.
Driving Organizational Performance in Uncertain Times - Mark Kinnich 031710Mark Kinnich
This document discusses driving organizational performance in uncertain times through alignment and engagement. It begins by outlining challenges to performance like strategy execution difficulties and lack of employee engagement. It then argues that alignment between strategy, structure, leadership and people practices creates organizational culture and drives engagement and performance. When an organization is aligned, decision making is faster, the workforce is more focused and nimble, and performance improves. The key is leveraging human capital through alignment to unlock untapped energy and intelligence in the workforce.
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 proposes an outsourced leadership development program to improve organizational performance. It argues that most organizations lack internal resources for effective leadership programs and outlines a program including assessment, learning, and coaching. This program aims to increase employee engagement and discretionary effort through improving leadership effectiveness. Research cited shows high engagement correlates with increased productivity, customer satisfaction, retention, and financial performance. The value proposition is that outsourcing leadership development can yield a 6 to 1 return on investment by boosting engagement and discretionary effort through more effective leadership.
The document discusses turnover and retention, outlining the difference between wanted and unwanted turnover. It provides a model of the various factors that impact turnover, including economic trends, industry trends, organizational characteristics, leadership and culture, skills development, rewards and recognition, job characteristics, and individual characteristics. Finally, it recommends six key areas to reduce unwanted turnover: early interventions, skill interventions, leadership interventions, rewards/recognition interventions, selection interventions, and job enrichment.
Critical Engagement: Prepare your Organization for the Economic UpturnEssential Shift, LLC
The document discusses preparing organizations for an economic upturn by focusing on employee engagement. It provides statistics on unemployment and its effects on employees. Engagement is defined as an emotional attachment to one's work and being fulfilled through meeting basic human needs. Highly engaged organizations see benefits like lower turnover, higher productivity and profits. The document recommends assessing engagement levels now and addressing areas of low engagement or tension through strategies like rewards programs in order to better position organizations for future success.
Executive Summary
Employee engagement has become a top business priority for senior executives. In this rapid
cycle economy, business leaders know that having a high-performing workforce is essential
for growth and survival. They recognize that a highly engaged workforce can increase innovation,
productivity,
and bottom-line
performance
while reducing
costs related
to
hiring
and
retention
in highly competitive
talent
markets.
But while most executives see a clear need to improve employee engagement, many have
yet to develop tangible ways to measure and tackle this goal. However, a growing group of
best-in-class companies says they are gaining competitive advantage through establishing
metrics and practices to effectively quantify and improve the impact of their engagement
initiatives on overall business performance.
The Top HR Stories to Tell with Data: Templates that Wow Business LeadersVisier
The “datafication of HR” is one of 2014′s hottest topics, with 91% of organizations aspiring to move from reactive or operational reporting to proactive workforce analytics over the next 24 months. Indeed, “experience with workforce analytics” has become a sought-after line item on HR professionals’ resumes.
What is driving the “datafication” of HR? A growing number of corporate boards, CEOs, and CHROs understand that by applying data-driven solutions to improve decisions about talent, they can improve revenues and profits. Really, if you can measure real impactful aspects of the people in your organization and make intended changes, you can get the impact in terms of real business results. More than ever before, HR can play a critical role in driving business performance.
View the full webinar recording here:
http://www.visier.com/lp/top-10-hr-stories-with-data/
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
High-Performance Organization: The impact of employee engagement on performanceJonathan Escobar Marin
- Employee engagement has become a top priority for companies as it can increase productivity, innovation, and bottom-line performance while reducing costs. However, many companies still struggle to effectively measure engagement and tie it to financial metrics.
- The study found that just 24% of respondents said most employees in their organization are highly engaged. Executive managers viewed engagement more optimistically than middle managers.
- "High prioritizers" who see engagement as extremely important are more likely to use metrics to improve performance and share best practices like goal alignment, recognition programs, and surveys to connect engagement to business outcomes.
Impact of Employee Engagement on Performance (Harvard Business Review)Pinky Gonzales
Employee engagement has become a top business priority for senior executives. Yet while most executives see a clear need to improve employee engagement, many have yet to develop tangible ways to measure and tackle this goal. However, a growing group of best-in-class companies says they are gaining competitive advantage through establishing metrics and practices to effectively quantify and improve the impact of their engagement initiatives on overall business performance.
Value proposition for outsourcing leadership developmentPhillip Ash
Leadership development is presently global CEO's greatest concern (PwC 2012). This presentation describes an outsourcing program for leadership development focused on driving organizational through through engagement and discretionary effort that can provide a powerful value proposition
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.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Engaging and enabling employees for success
1. Are you missing something?
Engaging and enabling employees for success
2. Everyone knows that unmotivated employees create problems
in the workplace. But what’s worse is having people who are
motivated – but cannot turn their enthusiasm into action.
Hay Group research shows this has a quantifiable impact,
creating costly levels of staff turnover and lower levels of
employee performance. An employee effectiveness survey
is truly effective when it also addresses the factors that stop
your staff from performing to the best of their ability.
Many organizations run annual surveys to research employee
opinion. Yet translating this data into something that could
ultimately transform business processes and operations is still
unexploited territory. And many survey programs struggle to
demonstrate a return on investment.
3. Employee attitude: tune in,
tune out, drop out or burnout?
Many employees are well motivated. They want to provide quality service to their
customers but are hindered by weak systems, heavy bureaucracy and conflicting pressures. If employees are engaged
Organizations can function on this motivation alone, at least in the short term. But if but not enabled, around
employees lack the support and business processes to get their jobs done, they can ‘burn one-third of the
out’ from the effort of just trying to do a decent job. The result is a workforce of frustrated workforce is likely to be
people. If employees are engaged but not ‘enabled’, around one-third of the workforce is making plans to leave.
likely to be making plans to leave. (This figure rises to a massive 76 per cent if employees
are both unmotivated and not enabled1).
Frustrated employees tend to behave in one of three ways:
1. Break through the performance barrier – through force of effort, some highly
engaged employees find ways to overcome the obstacles to getting their jobs done.
However these high-value individuals are at risk of burnout in the medium term,
usually after about six months
2. Stop trying – other less driven employees reduce their efforts to match their limited
opportunities to succeed
3. Leave – yet others will seek greener pastures where their strong motivation to
succeed can be matched with more supportive working conditions. This creates
an unfortunate drain of what is often an organization’s best and brightest talent.
1
Hay Group’s global normative database
4. 2 Are you missing something?
But why is it so hard to see?
In a climate where most organizations are straining to do more with less, nobody can
afford to squander the energy of frustrated employees. However the issue can often go
unnoticed because of management attitudes:
n “ e’re not asking” – employees are simply not being asked. Employee surveys
W
focused on motivation often fail to highlight support issues
n “ e can’t hear you” – highly committed yet frustrated employees may be disinclined
W
to voice their concerns as they are afraid they will get a reputation for complaining
n “ e don’t want to know” – “your motivation is your problem” and management
W
just don’t want to know about addressing support issues “we’re all under pressure
– just get on with it”
n “ upport means doing something” – it takes effort and commitment to remove the
S
barriers to performance.
On top of this ‘mindset’ challenge, there is also the issue of the survey approach itself.
For surveys to deliver real ROI, they should be connected with strategy rather than be
run as a standalone HR exercise.
I need support, and my manager and his boss are not
doing their best to provide it. I am inundated with work,
and end up staying here late each night. I like my job
despite this situation and I think things will change for
the better eventually. But waiting for that time to come
is very challenging. I’m almost ready to throw in the towel.
Hay Group Insight employee survey respondent
The cost of doing nothing
The following scenarios illustrate how engagement and enablement affect business performance†.
Impact on revenue
Organizations in the top quartile on engagement demonstrate revenue growth 2.5 times that
of those in the bottom quartile. But companies in the top quartile on both engagement and
enablement achieve revenue growth 4.5 times greater.
To quantify this, consider an industry with average revenue growth of eight per cent. A typical
company with $5 billion in revenues would see revenues increase by $400 million. A company
with top-quartile levels of employee engagement could expect an increase of $1 billion.
And a company in the top quartile on both engagement and enablement could anticipate
an increase of $1.8 billion.
†
Statistics from Hay Group’s global normative database and client business metrics
5. 3
Impact on turnover
Organizations in the top quartile on both engagement and enablement also exceed
industry averages on five-year ROA, ROI, and ROE by 40 per cent to 60 per cent. We define success
as translating survey
Firms with high levels of engagement show employee turnover rates 40 per cent lower results into meaningful
than companies with low levels of engagement. But companies that both engage and and measurable
enable employees demonstrate a total reduction in voluntary turnover of 54 per cent.
actions that improve
Hay Group studies estimate the cost of replacing employees to be between 50 per cent
and 150 per cent of salary. an organization’s
performance.
For an organization with 20,000 employees and an annual voluntary turnover rate of
eight per cent, the cost of turnover is approximately $56 million (assuming an average
salary of $35,000). Reducing the voluntary turnover rate by 40 per cent would yield
annual savings of $22.4 million. But reductions in turnover through higher levels of
engagement and enablement would yield savings of over $30 million annually, a
difference of more than $7.5 million.
Impact on employee performance
Our research linking employee survey data to performance ratings shows that highly
engaged employees are 10 per cent more likely to exceed performance expectations.
But highly engaged and enabled employees are 50 per cent more likely to outperform
expectations. Past studies have shown that the difference in productivity between superior
and typical performers is 35 per cent on average, depending on job complexity.1
For an organization producing $10 billion of product with 20 per cent of employees
exceeding performance expectations, increasing the percentage of high performers by
1.5 times (by transforming average performers into superior performers) would increase
output by $350 million (i.e. if 10 per cent of population improves performance by
35 per cent, overall performance improvement across entire population is 3.5 per cent).
1
Hunter, Schmidt and Judiesch, 1990
6. 4 Are you missing something?
Business case A retail banking business case – using survey
data to bring about lasting change
The challenge
A large retail bank wanted to give responsibility for branch performance back
to branch managers. In effect, this meant a return to the traditional bank
manager who leads a team of people that understands its local community
and customers.
Hay Group’s solution
The firm asked Hay Group Insight to design and implement a change
management program that involved two key elements: a redesigned employee
engagement survey and a leadership development program informed by the
survey outcomes. Crucially, the survey used metrics that were linked to KPIs
so the client could see how engagement correlated with performance.
Results
The survey enjoyed a 93 per cent response rate and clearly proved the
link between engagement and performance. The leadership program that
followed has been a life-changing experience for many participants, who are
now empowered to become coaches. Branch managers are accountable for
their performance and have the skills they need to become coaches. Armed
with a deeper understanding of its branch managers, the bank is now better
equipped to match their skills to the demands of different branches. The result,
ultimately, is better customer service.
7. 5
To make surveys work, link them to
strategy – globally
The business case for employee surveys is proven. Yet despite this we still see surveys that
are too often isolated from the strategy of the organization. The best companies connect
their survey to the strategy to guide leaders in creating and sustaining an effective workplace
and culture. Many surveys focus solely on engagement at the expense of other important
performance drivers. Our research shows that engagement – while important – only partially
explains differences in levels of performance.
Organizations cannot rely on the survey ‘event’ to provide all the answers. The most
successful surveys become embedded into the way a company measures and manages
performance.
Furthermore, to add to the challenge of running a successful employee survey, organizations
are increasingly global, yet their survey processes are often exported to other markets without
taking into consideration the complexities of the different cultures in which they operate.
Organizations need a research partner that can mirror their geographic footprint, understand
local cultures and deliver an integrated global solution.
By showing how engagement varies around the world, the chart below clearly illustrates how it
demands different levels of attention depending on which country you are operating in.
The Hay Group employee engagement index
Comparative scores highlighting differences in employee engagement by country
100
80
75.6 74.5
Organizations need
73.6 73 73 72.2 71.8
70.8 70.8 70.4 69.6 69.4
68.6 68.4 67.8 67.2 67.2 a research partner
66.4 66
60 64.4 63.4 63 63 62.4 61.3 that can mirror
their geographic
40 footprint, understand
local cultures and
20 deliver an integrated
global solution.
0
Tu o
Ge ey
y
do il
Sa tzer ia
iA d
a
er S
Ca ds
da
a
Au ain
Be alia
Sw um
en
No aly
M ay
Ru ia
Po ia
Fr d
ce
Ko a
a
n
UK
an
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bi
di
ut hin
re
th U
ic
pa
ud lan
lan
s
ys
ss
rw
an
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rk
na
ed
Sw ne
It
ex
Sp
In
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i
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ala
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lg
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h
i
Ne
Data source: Hay Group national normative database
8. 6 Are you missing something?
Measuring enablement
When developing our client-specific survey solutions, we strike a unique balance between
engagement and enablement to provide you with the information you need to take action.
By including both components in our surveys, we are able to provide clear direction on
systemic issues as well as issues specific to what managers need to do to create effective
work environments.
Further, we are able to establish direct links between the survey results and business
metrics such as turnover, customer loyalty, profit and revenue growth as illustrated earlier.
Hay Group Insight’s employee effectiveness framework
High levels of engagement and enablement lead to greater employee
productivity, more loyal customers and stronger financial performance.
n Clear and promising direction
Confidence in leaders
n
n Quality and customer focus
Engagement
n Respect and recognition n Commitment
n Development opportunities n Discretionary effort Financial success
n Pay and benefits
Drivers Employee Customer satisfaction
effectiveness
n Performance management
Authority and empowerment
n
n Resources
Enablement Employee performance
n Training n Optimized roles
n Collaboration n Supportive environment
n Work, structure and process
You are supported by an entire consulting
business that makes up the global presence
of Hay Group. This is of huge benefit for
developing business solutions for the issues
your data reveals.
9. 7
How Hay Group takes survey data
to the next level
Hay Group Insight understands that the survey is only the start of the process and that what
happens after the results are back is even more important. We work with you step-by-step We are able to establish
to interpret the results, develop a meaningful plan for organizational improvements and direct links between
provide support during the implementation program. Our process involves: survey results and
business metrics such
n Starting with the organization’s strategy and working back to the survey to understand
what the survey data say in relation to those objectives. For example, an organization as turnover, customer
with a focus on innovation may not accept a score on risk-taking that is equal to the loyalty, profit and
benchmark for their industry, but rather one at or above high-performing companies revenue growth.
n Pairing our extensive database of country, regional, industry, performance and
demographics benchmarks with statistical analysis to focus executives and managers
at all levels on the most significant findings
n Preparing the organization and those in key roles through designing a process that
best fits your culture, providing the right tools and transferring best-practice knowledge
to your team.
Results are delivered to managers in flexible and easy-to-use formats either online
®
or through interactive Excel -based reports. We also provide managers with a technology-
enabled resource center that contains best-practice advice on facilitating discussions with
employees, developing actions, communicating action and even specific steps to take to
bring about improvement.
In short, we provide you and your internal clients with a higher level of consultation and
more actionable results.
Design Interpretation
of survey 0 Administer survey of results
/ process results
5 Follow up on 1 Understand results
progress / recognize issues
Continuous Steps in Internal
improvement utilizing survey communication
4 Implement plans
2 Share results /
proritize issues
Preparation for 3 Develop action Discussion
implementation plans
10. 8 Are you missing something?
Business case A pharmaceutical company – using survey data
to help change behaviors
The challenge
A large pharmaceutical company with more than 39,000 employees around the globe
wanted to attract and retain top talent by capitalizing on its strengths and addressing
challenges. The senior leadership had to ensure they were demonstrating the
behaviors needed to drive success, and were equipping their managers with the skills
and resources to get the job done.
Hay Group’s solution
The company first partnered with Hay Group to measure employee effectiveness
among more than 9,000 US employees – and see where improvements could be
made. The survey results helped leaders find and address pockets of challenge,
and actions were taken in key areas like performance management and career
development. Senior leadership embraced the process and with Hay Group’s help,
created an approach to ensure that managers act on the survey results to create
better performance.
Results
The client experienced significant improvement in employee engagement, the
individual performance of employees and the collective performance of the business.
The results were so powerful that the company now conducts the survey globally.
Why Hay Group?
For over 35 years Hay Group Insight – the survey research division of Hay Group – has
partnered with the world’s largest and most complex organizations to create value through
the strategic use of employee survey research. Our mission is to help senior leaders identify
the barriers to individual and organizational effectiveness, and remove them to improve the
performance of people, teams and entire organizations. By providing employee feedback and
supporting strategy, our surveys help organizations achieve high levels of performance and
lasting change.
®
The latest findings from the World’s Most Admired Companies , Hay Group’s report
‘The changing face of reward’ and our research with Business Week Online into ‘The best
companies for leadership’ have all highlighted the need for executive attention to be tuned
into employee engagement.
11. What makes us different?
n ou are supported by an entire consulting business that makes up the global
Y
presence of Hay Group. This is of huge benefit for developing business solutions
for the issues your data reveals.
n Most employee survey companies believe a client engagement is successfully
concluded when they deliver the survey results – not Hay Group. We define success
as translating survey results into meaningful and measurable actions that improve
an organization’s performance.
n We recognize that one-size-fits-all approaches to employee surveys are bound to
fail, which is why we tailor every solution to take into account your unique needs
and strategy.
n We go beyond the latest fads to determine what drives higher levels of business
performance. As a result, we understand that engaging your employees isn’t enough
to drive sustainable performance.
n Our extensive benchmarks, statistical research, and deep analysis will provide you
with the key priorities you need to improve your performance. You will be comparing
your performance with the world’s best companies.
n We have leading-edge technology that not only reduces the administrative burden
on your team: it supports you and your managers in taking action and bringing
about sustainable organizational change.
n R
unning consistent and accurate surveys across different regions is becoming the
norm. Because we are a global firm, we are able to provide timely, culturally sensitive
support where you are located.
For more information on how to examine your organization’s strategy and how to achieve
business success, contact us at: HayInsight@haygroup.com | www.haygroup.com/insight
12. Hay Group is a global management consulting firm that works with leaders to
transform strategy into reality. We develop talent, organize people to be more
effective and motivate them to perform at their best. Our focus is on making
change happen and helping people and organizations realize their potential.
We have over 2,600 employees working in 86 offices in 48 countries.
Our clients are from the private, public and not-for-profit sectors, across
every major industry. For more information please contact your local office
through www.haygroup.com
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