SlideShare a Scribd company logo
28 June 2012


Trends in Global Employee Engagement 2012
From credit crunch… to talent crunch



Copyright © 2012 Aon Hewitt Limited. All rights reserved.
Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England No. 4396810
Agenda

         Introductions


         The global picture


         Focus on Europe

         How successful organisations are responding to the ‘crunch’




                                    2
Global landscape: uneven & slowing growth

 Global growth projected at 3.5% in 2012


 Over the next 13 years, global growth will be
 0.5-1.0% below the growth rate from 1995-2008


 Growth rates vary significantly by region:

             – Advanced economies* will slow down
               from 1.6% in 2011 to 1.3% in 2012


             – Emerging economies** will slow down
               from 6.3% growth in 2011 to 5.6% in 2012



                                                                                            Click on the image for more information



Source: The Conference Board, Global Economic Look 2012
*Advanced Economies: U.S., Japan and EU prior to 2004
**Emerging Economies: China, India, Latin America, Middle East, Africa, Central and Eastern Europe, Russia and other CIS

                                                                       3
European workforce projections

Population projections show increasing age & diversity workforce trends emerging over time

 Projected share of the population with foreign background by age group (%)




Source: Lanzieri, G. (2011). “Fewer, older and multicultural? Projections of the EU populations by foreign/national background”, Eurostat
Methodologies and Working Papers.
                                                                         4
In this environment organisations need to:

     Maintain efficiency


     Drive growth


     Foster more innovation


     Integrate acquired businesses better / faster


     Include and involve an increasingly diverse workforce


     Protect against talent flight as the economy improves


     Respond rapidly to local opportunities while operating globally



                                       5
The global picture



                 6
Aon Hewitt “Trends in Global Employee Engagement 2012” research



Over 3,100 organisations represented


9.7 million employees covered


Regions include: Asia Pacific, Europe, Latin
America and North America


Diverse range of company sizes and
industries


                                               Click on the image for more information




                                       7
Global engagement trends

• Global engagement increased from 56% (2010) to 58% (2011)

• Four out of ten employees are still not engaged worldwide

• Engagement levels are stabilizing globally but shifting across regions



       71%                                                      71%
                                    72%
                                                                           Global
       67%

                                                                64%        Asia Pacific
                                    64%
       60%                                                                 Europe
       59%                          56%                         58%
                                                                           Latin America
       55%
                                    55%
                                                                52%        North America
                                    51%




             2009                   2010                     2011



                                             8
Top engagement drivers
                                                                           2011 Top 5 Regional Drivers
                                                 Global
                                                                    APAC   Europe     Latin America   North America
                                                 2011

Career Opportunities                                 1               1        1             2              1
Recognition                                          2               3        5             1              4

Organization Reputation                              3                        2                            3

Communication                                        4                        4             3              5
Managing Performance                                 5                                                     2
Pay                                                                  4                      5
Innovation                                                                    3
Brand Alignment
People / HR Practices                                                2
Career Aspirations                                                   5                      4

Shaded cells show the top three scores for each region / globally




                                                                      9
Focus on Europe



                  10
Divergent engagement between Managers & Employees
While engagement for roles with people management responsibility is increasing the
engagement of professional and front line employees is dropping

Engagement scores per Level in Europe




Source: Aon Hewitt Employee Engagement Database   11
Zoom in: European markets
 • Engagement scores vary strongly between European countries
 • Countries with high scores are Russia, Ukraine, Hungary, Romania and Greece
70%


60%                                       64%                                                                     64%
                                                61%                           62%

                                                                        55%
50%                                                                                                         53%
        53%                                           50%                           50%               51%
                                    48%                                                   48%
                    49% 50%                                 47%                                 46%                     47%
              47%                                                 44%
40%
                                                                                                                              2011
                              38%
30%


20%


10%


0%
                  er y




             Sw den
                Re m




                              y




                 Sw in




               K i ne
                              s



                             ia

                Sl ia
                  Fr k




                             ia




                           nd
                 Be ia




                Ro n d
                 G y




                            m
               De lic




                 Uk y
                Hu e
                           ce




                              l
                         nd
                          ar
                          ar



                        an




                        Ita




                           e
                        ec




                        ss

                        ak

                          a
                        an
                         iu
                          tr




                       do
                         b




                          i
                      rla

                       rk
                       la
                      an




                      ra
                     Sp
                     ng
                    nm
    s

                      lg

                    pu




                     la




                       e
                     re
                     m




                   Ru

                    ov
                    m
 Au




                  Po




                  Tu



                  ng
                 i te
                 er




               th
               G




                                                                    12
           Ne
             h




             d
         ec




         ite
        Cz




      Un
Key driver perceptions in 2011



                            Europe        Asia Pacific   North America   Latin America

Career Opportunities         36%             47%             52%             57%

Organisational Reputation    47%             56%             60%             68%

Innovation                   42%             56%             50%             59%

Communication                40%             46%             38%             46%

Recognition                  39%             45%             50%             46%




                                     13
Responding to the ‘crunch’



                14
Advice from Aon Hewitt Best Employers

Create a culture of engagement through                  Recognise peoples’ efforts and performance
leadership                                              “Ensure recognition is fair, transparent and goes
“Invest time to obtain top leadership buy-in”           beyond the immediate team”

“We established a leadership style program
                                                        Create employee growth opportunities
based on hand-picked managers whose teams
have high engagement scores”                            “Develop more creative or less traditional growth
                                                        opportunities”
“We have a role model program with strong people
managers as buddies”
                                                        Select employees pre-disposed to engagement

Connect with your employees
                                                                Click on the image for
“Listen to your employees, be transparent about                      more information
why certain business decisions have been made
and ensure timely communications”




                                                   15
Closing messages


          Understand the key priorities across your organisation

          Focus on 2-3 things that will make a difference

          Execute well (and communicate!)



“This is my third company and numerous cycles doing surveys, and I’ve only seen one
really good success story. The entire organisation (11,000 people) dived into action-
planning. They mobilised a lot of people. It became the driving force – every conversation,
everything. It had the attention and focus of leadership.” HR Director




                                             16
Aon Hewitt Global Footprint




                              17
More information

Jenny Merry
jenny.merry@aonhewitt.com
+44 (0)172 788 8395


Laura Heathcock
laura.heathcock@aonhewitt.com
+44 (0)207 086 9184

Click on the images for more information




                                           18
Copyright © 2012 Aon Hewitt Limited. All rights reserved.
Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England & Wales No. 4396810

To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to
any third parties without the prior written consent of Aon Hewitt Limited.

Aon Hewitt Limited does not accept or assume any responsibility for any consequences arising from any person, other
than the intended recipient, using or relying on this material.

Authorised and regulated by the Financial Services Authority.

                                                              19

More Related Content

What's hot

SolarWinds UK and Germany SME Survey Results - Time and Budget
SolarWinds UK and Germany SME Survey Results - Time and BudgetSolarWinds UK and Germany SME Survey Results - Time and Budget
SolarWinds UK and Germany SME Survey Results - Time and Budget
SolarWinds
 
3 q08
3 q083 q08
3 q08
ideiasnet
 
League of Legends Marketing Strategy for Russia
League of Legends Marketing Strategy for RussiaLeague of Legends Marketing Strategy for Russia
League of Legends Marketing Strategy for Russia
danushkin
 
XING Mediainfo - 2010 brochure
XING Mediainfo - 2010 brochureXING Mediainfo - 2010 brochure
XING Mediainfo - 2010 brochure
Jochen Opp
 
Women in business report (IBR 2013)
Women in business report (IBR 2013)Women in business report (IBR 2013)
Women in business report (IBR 2013)
Grant Thornton International Ltd
 
Microsoft Cloud Computing Research April 2012
Microsoft Cloud Computing Research April 2012Microsoft Cloud Computing Research April 2012
Microsoft Cloud Computing Research April 2012
Amarach Research
 
The Threat of Globalization
The Threat of GlobalizationThe Threat of Globalization
The Threat of Globalization
TKarlsson
 

What's hot (7)

SolarWinds UK and Germany SME Survey Results - Time and Budget
SolarWinds UK and Germany SME Survey Results - Time and BudgetSolarWinds UK and Germany SME Survey Results - Time and Budget
SolarWinds UK and Germany SME Survey Results - Time and Budget
 
3 q08
3 q083 q08
3 q08
 
League of Legends Marketing Strategy for Russia
League of Legends Marketing Strategy for RussiaLeague of Legends Marketing Strategy for Russia
League of Legends Marketing Strategy for Russia
 
XING Mediainfo - 2010 brochure
XING Mediainfo - 2010 brochureXING Mediainfo - 2010 brochure
XING Mediainfo - 2010 brochure
 
Women in business report (IBR 2013)
Women in business report (IBR 2013)Women in business report (IBR 2013)
Women in business report (IBR 2013)
 
Microsoft Cloud Computing Research April 2012
Microsoft Cloud Computing Research April 2012Microsoft Cloud Computing Research April 2012
Microsoft Cloud Computing Research April 2012
 
The Threat of Globalization
The Threat of GlobalizationThe Threat of Globalization
The Threat of Globalization
 

Viewers also liked

Equal Pay Audit - Aon Hewitt
Equal Pay Audit - Aon HewittEqual Pay Audit - Aon Hewitt
Equal Pay Audit - Aon Hewitt
Aon Hewitt EMEA
 
The Future of Employee Engagement - Aon Hewitt
The Future of Employee Engagement - Aon HewittThe Future of Employee Engagement - Aon Hewitt
The Future of Employee Engagement - Aon Hewitt
Aon Hewitt EMEA
 
AonBelgium Corporate Powerpoint _VMROApril2016_Aon Avenue
AonBelgium Corporate Powerpoint _VMROApril2016_Aon AvenueAonBelgium Corporate Powerpoint _VMROApril2016_Aon Avenue
AonBelgium Corporate Powerpoint _VMROApril2016_Aon Avenue
Mathias Loose
 
Aon Aviation - Capabilities
Aon Aviation - CapabilitiesAon Aviation - Capabilities
Aon Aviation - Capabilities
cvkays
 
Aon 09.15 09.15
Aon 09.15 09.15Aon 09.15 09.15
Aon 09.15 09.15
Eli S. Rahimi
 
An analysis of Ulrich's HR Model
An analysis of Ulrich's HR ModelAn analysis of Ulrich's HR Model
An analysis of Ulrich's HR Model
puresona24k
 
A New Blueprint for HR
A New Blueprint for HRA New Blueprint for HR
A New Blueprint for HR
accenture
 
2017 Top Issues - Financial Reporting Modernization - January 2017
2017 Top Issues - Financial Reporting Modernization - January 20172017 Top Issues - Financial Reporting Modernization - January 2017
2017 Top Issues - Financial Reporting Modernization - January 2017
PwC
 
HR Business Partner: Roles and Responsibilities
HR Business Partner: Roles and ResponsibilitiesHR Business Partner: Roles and Responsibilities
HR Business Partner: Roles and Responsibilities
CreativeHRM
 
David Ulrich's HR Model
David Ulrich's HR ModelDavid Ulrich's HR Model
David Ulrich's HR Model
CreativeHRM
 

Viewers also liked (10)

Equal Pay Audit - Aon Hewitt
Equal Pay Audit - Aon HewittEqual Pay Audit - Aon Hewitt
Equal Pay Audit - Aon Hewitt
 
The Future of Employee Engagement - Aon Hewitt
The Future of Employee Engagement - Aon HewittThe Future of Employee Engagement - Aon Hewitt
The Future of Employee Engagement - Aon Hewitt
 
AonBelgium Corporate Powerpoint _VMROApril2016_Aon Avenue
AonBelgium Corporate Powerpoint _VMROApril2016_Aon AvenueAonBelgium Corporate Powerpoint _VMROApril2016_Aon Avenue
AonBelgium Corporate Powerpoint _VMROApril2016_Aon Avenue
 
Aon Aviation - Capabilities
Aon Aviation - CapabilitiesAon Aviation - Capabilities
Aon Aviation - Capabilities
 
Aon 09.15 09.15
Aon 09.15 09.15Aon 09.15 09.15
Aon 09.15 09.15
 
An analysis of Ulrich's HR Model
An analysis of Ulrich's HR ModelAn analysis of Ulrich's HR Model
An analysis of Ulrich's HR Model
 
A New Blueprint for HR
A New Blueprint for HRA New Blueprint for HR
A New Blueprint for HR
 
2017 Top Issues - Financial Reporting Modernization - January 2017
2017 Top Issues - Financial Reporting Modernization - January 20172017 Top Issues - Financial Reporting Modernization - January 2017
2017 Top Issues - Financial Reporting Modernization - January 2017
 
HR Business Partner: Roles and Responsibilities
HR Business Partner: Roles and ResponsibilitiesHR Business Partner: Roles and Responsibilities
HR Business Partner: Roles and Responsibilities
 
David Ulrich's HR Model
David Ulrich's HR ModelDavid Ulrich's HR Model
David Ulrich's HR Model
 

Similar to Trends in Global Employee Engagement 2012 - Aon Hewitt

APAC Trust Barometer 2011
APAC Trust Barometer 2011APAC Trust Barometer 2011
APAC Trust Barometer 2011
Edelman APACMEA
 
Dana todd state of search-digital-east-09282011
Dana todd state of search-digital-east-09282011Dana todd state of search-digital-east-09282011
Dana todd state of search-digital-east-09282011
Dana Todd
 
India Recruiting Trends 2012 | English
India Recruiting Trends 2012 | EnglishIndia Recruiting Trends 2012 | English
India Recruiting Trends 2012 | English
LinkedIn Talent Solutions
 
India Corporate Recruiting Trends 2012
India Corporate Recruiting Trends 2012India Corporate Recruiting Trends 2012
India Corporate Recruiting Trends 2012
Bibin Shivas
 
2011 Edelman Trust Barometer Japan
2011 Edelman Trust Barometer Japan2011 Edelman Trust Barometer Japan
2011 Edelman Trust Barometer Japan
Edelman Japan
 
United States Recruiting Trends 2012 | English
United States Recruiting Trends 2012 | EnglishUnited States Recruiting Trends 2012 | English
United States Recruiting Trends 2012 | English
LinkedIn Talent Solutions
 
Michael Stoner - swissnexSF presentation
Michael Stoner - swissnexSF presentationMichael Stoner - swissnexSF presentation
Michael Stoner - swissnexSF presentation
swissnex San Francisco
 
Edelman Trust Barometer 2011 China Findings
Edelman Trust Barometer 2011 China FindingsEdelman Trust Barometer 2011 China Findings
Edelman Trust Barometer 2011 China Findings
Edelman APACMEA
 
Australia recruiting trends (2012)
Australia recruiting trends (2012)Australia recruiting trends (2012)
Australia recruiting trends (2012)
Enboarder
 
Iii a - potter the missing entrepreneurs
Iii a - potter the missing entrepreneursIii a - potter the missing entrepreneurs
Iii a - potter the missing entrepreneurs
OECD CFE
 
Trust Barometer 2010 APAC Findings
Trust Barometer 2010 APAC FindingsTrust Barometer 2010 APAC Findings
Trust Barometer 2010 APAC Findings
Edelman APACMEA
 
The CMO Survey Highlights and Insights February 2012
The CMO Survey Highlights and Insights February 2012The CMO Survey Highlights and Insights February 2012
The CMO Survey Highlights and Insights February 2012
christinemoorman
 
Using Social Media to Drive Employee Engagement
Using Social Media to Drive Employee Engagement Using Social Media to Drive Employee Engagement
Using Social Media to Drive Employee Engagement
Michael Specht
 
2011 Edelman Trust Barometer: Global & Country Insights
2011 Edelman Trust Barometer: Global & Country Insights2011 Edelman Trust Barometer: Global & Country Insights
2011 Edelman Trust Barometer: Global & Country Insights
Edelman Digital
 
Trust barometer executive findings
Trust barometer executive findingsTrust barometer executive findings
Trust barometer executive findings
BPO Group
 
Trust barometer 2011 edelman
Trust barometer 2011   edelmanTrust barometer 2011   edelman
Trust barometer 2011 edelman
Pórthia Assessoria de Comunicação
 
Edelman trust barometer global deck
Edelman trust barometer global deckEdelman trust barometer global deck
Edelman trust barometer global deck
angelamhenao
 
2011 Edelman Trust Barometer Findings
2011 Edelman Trust Barometer Findings2011 Edelman Trust Barometer Findings
2011 Edelman Trust Barometer Findings
Edelman
 
Edelman 2011 trust barometer
Edelman 2011 trust barometer Edelman 2011 trust barometer
Edelman 2011 trust barometer
Barbara Deters
 
Edelman Trust Barometer Findings 2011
Edelman Trust Barometer Findings 2011Edelman Trust Barometer Findings 2011
Edelman Trust Barometer Findings 2011
Sustainable Brands
 

Similar to Trends in Global Employee Engagement 2012 - Aon Hewitt (20)

APAC Trust Barometer 2011
APAC Trust Barometer 2011APAC Trust Barometer 2011
APAC Trust Barometer 2011
 
Dana todd state of search-digital-east-09282011
Dana todd state of search-digital-east-09282011Dana todd state of search-digital-east-09282011
Dana todd state of search-digital-east-09282011
 
India Recruiting Trends 2012 | English
India Recruiting Trends 2012 | EnglishIndia Recruiting Trends 2012 | English
India Recruiting Trends 2012 | English
 
India Corporate Recruiting Trends 2012
India Corporate Recruiting Trends 2012India Corporate Recruiting Trends 2012
India Corporate Recruiting Trends 2012
 
2011 Edelman Trust Barometer Japan
2011 Edelman Trust Barometer Japan2011 Edelman Trust Barometer Japan
2011 Edelman Trust Barometer Japan
 
United States Recruiting Trends 2012 | English
United States Recruiting Trends 2012 | EnglishUnited States Recruiting Trends 2012 | English
United States Recruiting Trends 2012 | English
 
Michael Stoner - swissnexSF presentation
Michael Stoner - swissnexSF presentationMichael Stoner - swissnexSF presentation
Michael Stoner - swissnexSF presentation
 
Edelman Trust Barometer 2011 China Findings
Edelman Trust Barometer 2011 China FindingsEdelman Trust Barometer 2011 China Findings
Edelman Trust Barometer 2011 China Findings
 
Australia recruiting trends (2012)
Australia recruiting trends (2012)Australia recruiting trends (2012)
Australia recruiting trends (2012)
 
Iii a - potter the missing entrepreneurs
Iii a - potter the missing entrepreneursIii a - potter the missing entrepreneurs
Iii a - potter the missing entrepreneurs
 
Trust Barometer 2010 APAC Findings
Trust Barometer 2010 APAC FindingsTrust Barometer 2010 APAC Findings
Trust Barometer 2010 APAC Findings
 
The CMO Survey Highlights and Insights February 2012
The CMO Survey Highlights and Insights February 2012The CMO Survey Highlights and Insights February 2012
The CMO Survey Highlights and Insights February 2012
 
Using Social Media to Drive Employee Engagement
Using Social Media to Drive Employee Engagement Using Social Media to Drive Employee Engagement
Using Social Media to Drive Employee Engagement
 
2011 Edelman Trust Barometer: Global & Country Insights
2011 Edelman Trust Barometer: Global & Country Insights2011 Edelman Trust Barometer: Global & Country Insights
2011 Edelman Trust Barometer: Global & Country Insights
 
Trust barometer executive findings
Trust barometer executive findingsTrust barometer executive findings
Trust barometer executive findings
 
Trust barometer 2011 edelman
Trust barometer 2011   edelmanTrust barometer 2011   edelman
Trust barometer 2011 edelman
 
Edelman trust barometer global deck
Edelman trust barometer global deckEdelman trust barometer global deck
Edelman trust barometer global deck
 
2011 Edelman Trust Barometer Findings
2011 Edelman Trust Barometer Findings2011 Edelman Trust Barometer Findings
2011 Edelman Trust Barometer Findings
 
Edelman 2011 trust barometer
Edelman 2011 trust barometer Edelman 2011 trust barometer
Edelman 2011 trust barometer
 
Edelman Trust Barometer Findings 2011
Edelman Trust Barometer Findings 2011Edelman Trust Barometer Findings 2011
Edelman Trust Barometer Findings 2011
 

Recently uploaded

Managing Customer & User Experience of Customers
Managing Customer & User Experience of CustomersManaging Customer & User Experience of Customers
Managing Customer & User Experience of Customers
SalmanTahir60
 
Staffan Canback - The 18 Rays of Project Management
Staffan Canback - The 18 Rays of Project ManagementStaffan Canback - The 18 Rays of Project Management
Staffan Canback - The 18 Rays of Project Management
Tellusant, Inc.
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
dimplekumaridk322
 
Guide to Obtaining a Money Changer License in Singapore
Guide to Obtaining a Money Changer License in SingaporeGuide to Obtaining a Money Changer License in Singapore
Guide to Obtaining a Money Changer License in Singapore
Enterslice
 
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdfDEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
unosafeads
 
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
itnewsafrica
 
KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)
KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)
KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)
APKs Pure
 
Entrepreneurial mindset: An Introduction to Entrepreneurship
Entrepreneurial mindset: An Introduction to EntrepreneurshipEntrepreneurial mindset: An Introduction to Entrepreneurship
Entrepreneurial mindset: An Introduction to Entrepreneurship
Sanjay Joshi
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
Jindal Global University, Sonipat Haryana 131001
 
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAAPETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
lawrenceads01
 
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital Banking
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital  BankingCheslyn Jacobs- TymeBank: Building Consumer Trust in Digital  Banking
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital Banking
itnewsafrica
 
What is Venture Client for Startup entrepreneur
What is Venture Client for Startup entrepreneurWhat is Venture Client for Startup entrepreneur
What is Venture Client for Startup entrepreneur
Gokul Rangarajan
 
Pricing sophistication - auto insurance telematics
Pricing sophistication - auto insurance telematicsPricing sophistication - auto insurance telematics
Pricing sophistication - auto insurance telematics
Matteo Carbone
 
1234567891011121314151617181920212223242
12345678910111213141516171819202122232421234567891011121314151617181920212223242
1234567891011121314151617181920212223242
fauzanal343
 
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAAPETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
lawrenceads01
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 2
TALENT ACQUISITION AND MANAGEMENT LECTURE 2TALENT ACQUISITION AND MANAGEMENT LECTURE 2
TALENT ACQUISITION AND MANAGEMENT LECTURE 2
projectseasy
 
brojjeddah Home Services Company in Saudi Arabia
brojjeddah Home Services Company in Saudi Arabiabrojjeddah Home Services Company in Saudi Arabia
brojjeddah Home Services Company in Saudi Arabia
brojjeddah
 
Transforming the Future of Limo Services.pptx
Transforming the Future of Limo Services.pptxTransforming the Future of Limo Services.pptx
Transforming the Future of Limo Services.pptx
limocaptaincom
 
NewBase 05 July 2024 Energy News issue - 1736 by Khaled Al Awadi_compresse...
NewBase   05 July 2024  Energy News issue - 1736 by Khaled Al Awadi_compresse...NewBase   05 July 2024  Energy News issue - 1736 by Khaled Al Awadi_compresse...
NewBase 05 July 2024 Energy News issue - 1736 by Khaled Al Awadi_compresse...
Khaled Al Awadi
 
Best Practices in Negotiation for Business Management Students
Best Practices in Negotiation for Business Management StudentsBest Practices in Negotiation for Business Management Students
Best Practices in Negotiation for Business Management Students
zoyaws1
 

Recently uploaded (20)

Managing Customer & User Experience of Customers
Managing Customer & User Experience of CustomersManaging Customer & User Experience of Customers
Managing Customer & User Experience of Customers
 
Staffan Canback - The 18 Rays of Project Management
Staffan Canback - The 18 Rays of Project ManagementStaffan Canback - The 18 Rays of Project Management
Staffan Canback - The 18 Rays of Project Management
 
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
High Profile Girls Call Bhubaneswar 🎈🔥000XX00000 🔥💋🎈 Provide Best And Top Gir...
 
Guide to Obtaining a Money Changer License in Singapore
Guide to Obtaining a Money Changer License in SingaporeGuide to Obtaining a Money Changer License in Singapore
Guide to Obtaining a Money Changer License in Singapore
 
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdfDEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
DEKISH ELEVATOR INDIA PVT LTD Brochure.pdf
 
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
 
KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)
KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)
KineMaster Diamond APK v7.3.11.32200 (4K HD, No Watermark)
 
Entrepreneurial mindset: An Introduction to Entrepreneurship
Entrepreneurial mindset: An Introduction to EntrepreneurshipEntrepreneurial mindset: An Introduction to Entrepreneurship
Entrepreneurial mindset: An Introduction to Entrepreneurship
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
 
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAAPETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
PETAVIT MICHAEL TAY.pdfAAAAAAAAAAAAAAAAAAAA
 
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital Banking
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital  BankingCheslyn Jacobs- TymeBank: Building Consumer Trust in Digital  Banking
Cheslyn Jacobs- TymeBank: Building Consumer Trust in Digital Banking
 
What is Venture Client for Startup entrepreneur
What is Venture Client for Startup entrepreneurWhat is Venture Client for Startup entrepreneur
What is Venture Client for Startup entrepreneur
 
Pricing sophistication - auto insurance telematics
Pricing sophistication - auto insurance telematicsPricing sophistication - auto insurance telematics
Pricing sophistication - auto insurance telematics
 
1234567891011121314151617181920212223242
12345678910111213141516171819202122232421234567891011121314151617181920212223242
1234567891011121314151617181920212223242
 
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAAPETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
 
TALENT ACQUISITION AND MANAGEMENT LECTURE 2
TALENT ACQUISITION AND MANAGEMENT LECTURE 2TALENT ACQUISITION AND MANAGEMENT LECTURE 2
TALENT ACQUISITION AND MANAGEMENT LECTURE 2
 
brojjeddah Home Services Company in Saudi Arabia
brojjeddah Home Services Company in Saudi Arabiabrojjeddah Home Services Company in Saudi Arabia
brojjeddah Home Services Company in Saudi Arabia
 
Transforming the Future of Limo Services.pptx
Transforming the Future of Limo Services.pptxTransforming the Future of Limo Services.pptx
Transforming the Future of Limo Services.pptx
 
NewBase 05 July 2024 Energy News issue - 1736 by Khaled Al Awadi_compresse...
NewBase   05 July 2024  Energy News issue - 1736 by Khaled Al Awadi_compresse...NewBase   05 July 2024  Energy News issue - 1736 by Khaled Al Awadi_compresse...
NewBase 05 July 2024 Energy News issue - 1736 by Khaled Al Awadi_compresse...
 
Best Practices in Negotiation for Business Management Students
Best Practices in Negotiation for Business Management StudentsBest Practices in Negotiation for Business Management Students
Best Practices in Negotiation for Business Management Students
 

Trends in Global Employee Engagement 2012 - Aon Hewitt

  • 1. 28 June 2012 Trends in Global Employee Engagement 2012 From credit crunch… to talent crunch Copyright © 2012 Aon Hewitt Limited. All rights reserved. Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England No. 4396810
  • 2. Agenda Introductions The global picture Focus on Europe How successful organisations are responding to the ‘crunch’ 2
  • 3. Global landscape: uneven & slowing growth Global growth projected at 3.5% in 2012 Over the next 13 years, global growth will be 0.5-1.0% below the growth rate from 1995-2008 Growth rates vary significantly by region: – Advanced economies* will slow down from 1.6% in 2011 to 1.3% in 2012 – Emerging economies** will slow down from 6.3% growth in 2011 to 5.6% in 2012 Click on the image for more information Source: The Conference Board, Global Economic Look 2012 *Advanced Economies: U.S., Japan and EU prior to 2004 **Emerging Economies: China, India, Latin America, Middle East, Africa, Central and Eastern Europe, Russia and other CIS 3
  • 4. European workforce projections Population projections show increasing age & diversity workforce trends emerging over time Projected share of the population with foreign background by age group (%) Source: Lanzieri, G. (2011). “Fewer, older and multicultural? Projections of the EU populations by foreign/national background”, Eurostat Methodologies and Working Papers. 4
  • 5. In this environment organisations need to: Maintain efficiency Drive growth Foster more innovation Integrate acquired businesses better / faster Include and involve an increasingly diverse workforce Protect against talent flight as the economy improves Respond rapidly to local opportunities while operating globally 5
  • 7. Aon Hewitt “Trends in Global Employee Engagement 2012” research Over 3,100 organisations represented 9.7 million employees covered Regions include: Asia Pacific, Europe, Latin America and North America Diverse range of company sizes and industries Click on the image for more information 7
  • 8. Global engagement trends • Global engagement increased from 56% (2010) to 58% (2011) • Four out of ten employees are still not engaged worldwide • Engagement levels are stabilizing globally but shifting across regions 71% 71% 72% Global 67% 64% Asia Pacific 64% 60% Europe 59% 56% 58% Latin America 55% 55% 52% North America 51% 2009 2010 2011 8
  • 9. Top engagement drivers 2011 Top 5 Regional Drivers Global APAC Europe Latin America North America 2011 Career Opportunities 1 1 1 2 1 Recognition 2 3 5 1 4 Organization Reputation 3 2 3 Communication 4 4 3 5 Managing Performance 5 2 Pay 4 5 Innovation 3 Brand Alignment People / HR Practices 2 Career Aspirations 5 4 Shaded cells show the top three scores for each region / globally 9
  • 11. Divergent engagement between Managers & Employees While engagement for roles with people management responsibility is increasing the engagement of professional and front line employees is dropping Engagement scores per Level in Europe Source: Aon Hewitt Employee Engagement Database 11
  • 12. Zoom in: European markets • Engagement scores vary strongly between European countries • Countries with high scores are Russia, Ukraine, Hungary, Romania and Greece 70% 60% 64% 64% 61% 62% 55% 50% 53% 53% 50% 50% 51% 48% 48% 49% 50% 47% 46% 47% 47% 44% 40% 2011 38% 30% 20% 10% 0% er y Sw den Re m y Sw in K i ne s ia Sl ia Fr k ia nd Be ia Ro n d G y m De lic Uk y Hu e ce l nd ar ar an Ita e ec ss ak a an iu tr do b i rla rk la an ra Sp ng nm s lg pu la e re m Ru ov m Au Po Tu ng i te er th G 12 Ne h d ec ite Cz Un
  • 13. Key driver perceptions in 2011 Europe Asia Pacific North America Latin America Career Opportunities 36% 47% 52% 57% Organisational Reputation 47% 56% 60% 68% Innovation 42% 56% 50% 59% Communication 40% 46% 38% 46% Recognition 39% 45% 50% 46% 13
  • 14. Responding to the ‘crunch’ 14
  • 15. Advice from Aon Hewitt Best Employers Create a culture of engagement through Recognise peoples’ efforts and performance leadership “Ensure recognition is fair, transparent and goes “Invest time to obtain top leadership buy-in” beyond the immediate team” “We established a leadership style program Create employee growth opportunities based on hand-picked managers whose teams have high engagement scores” “Develop more creative or less traditional growth opportunities” “We have a role model program with strong people managers as buddies” Select employees pre-disposed to engagement Connect with your employees Click on the image for “Listen to your employees, be transparent about more information why certain business decisions have been made and ensure timely communications” 15
  • 16. Closing messages Understand the key priorities across your organisation Focus on 2-3 things that will make a difference Execute well (and communicate!) “This is my third company and numerous cycles doing surveys, and I’ve only seen one really good success story. The entire organisation (11,000 people) dived into action- planning. They mobilised a lot of people. It became the driving force – every conversation, everything. It had the attention and focus of leadership.” HR Director 16
  • 17. Aon Hewitt Global Footprint 17
  • 18. More information Jenny Merry jenny.merry@aonhewitt.com +44 (0)172 788 8395 Laura Heathcock laura.heathcock@aonhewitt.com +44 (0)207 086 9184 Click on the images for more information 18
  • 19. Copyright © 2012 Aon Hewitt Limited. All rights reserved. Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England & Wales No. 4396810 To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the prior written consent of Aon Hewitt Limited. Aon Hewitt Limited does not accept or assume any responsibility for any consequences arising from any person, other than the intended recipient, using or relying on this material. Authorised and regulated by the Financial Services Authority. 19