Trends in Global Employee Engagement 2012 - Aon Hewitt


Published on

According to the Aon Hewitt Trends in Global Employee Engagement 2012 study, covering 3,100 organisations and 9.7 million employees worldwide, global employee engagement levels have gone up to 58% in 2011 from 56% in 2010

Published in: Business
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Trends in Global Employee Engagement 2012 - Aon Hewitt

  1. 1. 28 June 2012Trends in Global Employee Engagement 2012From credit crunch… to talent crunchCopyright © 2012 Aon Hewitt Limited. All rights reserved.Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England No. 4396810
  2. 2. Agenda Introductions The global picture Focus on Europe How successful organisations are responding to the ‘crunch’ 2
  3. 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 informationSource: 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. 4. European workforce projectionsPopulation 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”, EurostatMethodologies and Working Papers. 4
  5. 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
  6. 6. The global picture 6
  7. 7. Aon Hewitt “Trends in Global Employee Engagement 2012” researchOver 3,100 organisations represented9.7 million employees coveredRegions include: Asia Pacific, Europe, LatinAmerica and North AmericaDiverse range of company sizes andindustries Click on the image for more information 7
  8. 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. 9. Top engagement drivers 2011 Top 5 Regional Drivers Global APAC Europe Latin America North America 2011Career Opportunities 1 1 1 2 1Recognition 2 3 5 1 4Organization Reputation 3 2 3Communication 4 4 3 5Managing Performance 5 2Pay 4 5Innovation 3Brand AlignmentPeople / HR Practices 2Career Aspirations 5 4Shaded cells show the top three scores for each region / globally 9
  10. 10. Focus on Europe 10
  11. 11. Divergent engagement between Managers & EmployeesWhile engagement for roles with people management responsibility is increasing theengagement of professional and front line employees is droppingEngagement scores per Level in EuropeSource: Aon Hewitt Employee Engagement Database 11
  12. 12. Zoom in: European markets • Engagement scores vary strongly between European countries • Countries with high scores are Russia, Ukraine, Hungary, Romania and Greece70%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. 13. Key driver perceptions in 2011 Europe Asia Pacific North America Latin AmericaCareer 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. 14. Responding to the ‘crunch’ 14
  15. 15. Advice from Aon Hewitt Best EmployersCreate a culture of engagement through Recognise peoples’ efforts and performanceleadership “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 opportunitiesbased on hand-picked managers whose teamshave high engagement scores” “Develop more creative or less traditional growth opportunities”“We have a role model program with strong peoplemanagers as buddies” Select employees pre-disposed to engagementConnect with your employees Click on the image for“Listen to your employees, be transparent about more informationwhy certain business decisions have been madeand ensure timely communications” 15
  16. 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 onereally 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. 17. Aon Hewitt Global Footprint 17
  18. 18. More informationJenny (0)172 788 8395Laura (0)207 086 9184Click on the images for more information 18
  19. 19. Copyright © 2012 Aon Hewitt Limited. All rights reserved.Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England & Wales No. 4396810To protect the confidential and proprietary information included in this material, it may not be disclosed or provided toany 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, otherthan the intended recipient, using or relying on this material.Authorised and regulated by the Financial Services Authority. 19