This research report provides insight into global employee engagement trends over the last few years. Employees are a critical component to every organisation, and their engagement serves as a barometer of organisational health. By examining employee engagement, employers can create an engagement strategy to address employee motivation, behavior, productivity and business results. This report concludes with suggested action leaders and managers can take to improve engagement levels and become better positioned for future success.
As markets around the world continue to display uneven growth patterns following the global recession, predictions
for 2013 were marginally optimistic but varied by region. Against this backdrop, engaging the right employees in the right behaviors remains the critical ingredient of how companies manage the diverse economic conditions facing their organisations today. In their last report, they asked employers to consider an atypical question in solving the engagement equation—not “what should we do to engage employees?” but “what do employees need in order to be engaged?” Companies require steadfast motivation and productivity in this constrained environment. At the same time, dynamic employee trends are changing the nature of what employees demand in exchange for their discretionary effort.
The following highlights are an extract from the highlights found in the full report:
- Employee engagement is a leading indicator of company growth—but lags economic forces
Analysis of employee engagement and company performance data concludes companies that managed higher employee engagement relative to their peers throughout the economic downturn are now seeing dramatic, positive impacts to their revenue growth.
- Many employers across the globe raised the bar and made investments in the top engagement drivers
These engagement driver increases indicate many employers focused resources in the areas that are most important and have the greatest opportunity for engagement improvement. The uptick we see in employee engagement is likely evidence of this focus.
- Pay is one of the top drivers of engagement
Usually described as a “hygiene” factor of little consequence to employee engagement, pay moved up in engagement driver ranking rom #6 in 2011 to #3 in 2012. In addition, positive perception scores of pay improved 2 percentage points from 2011. This finding has many implications for total rewards strategies in an ever-changing economic and talent landscape.
- Engagement drivers are not universal
Organisations that invest in understanding and managing the key drivers of engagement across their multiple constituencies will drive performance in efficient, effective ways.
This research report provides insight into global employee engagement trends over the last few years. Employees are a critical component to every organisation, and their engagement serves as a barometer of organisational health. By examining employee engagement, employers can create an engagement strategy to address employee motivation, behavior, productivity and subsequent business results. This report concludes with suggested actions leaders and managers can take to improve engagement levels and become better positioned for future success.
The research report is available for free download here.
This summary was written by Engage for Success, who do not own the original report written by AON.
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