1
Did you know the engineering and construction industry is already outshining high-performing companies in some areas? r emploes belie: Communication Performance review process Speed of idea to implementation Management of poor performers Change management Non-monetary rewards and recognition Compared with employees from high-performing companies, almost 25% fewer engineering and construction employees view their non-monetary rewards favourably. High-performing companies communicate well with their people, with almost 20% more employees receiving messages through official channels rather than rumour. 1 2 3 4 5 6 Almost a quarter more employees from high-performing companies receive regular performance reviews that provide opportunities for personal development and career progression. Over 20% more employees in high-performing organisations believe they are quick to adapt to changes and move from idea to implementation. Change is the new normal for most companies. Almost 20% more employees in high-performing companies recognise that their organisation excels in managing, communicating and bringing people on their change journey. Over 20% more people in the engineering and construction industry are critical of how performance is managed. Their skills are well utilised Your employees proudly contribute their skills and experience, so learning and development opportunities are key to talent retention. The quality of their department’s work is excellent Engineering and construction employees place significant value on the quality of their work. Employees’ readiness to exert discretionary effort is a key contributor to organisational success. They are motivated to go beyond formal job responsibilities They are adequately involved in problem-solving Employees value being invited by supervisors to solve problems related to their work. Emploe engagement How does it compare to high-performing companies? Six key opportunities for engineering and construction companies to improve engagement: in the engineering and construction industry

Infographic: Employee engagement in the engineering and construction industry

Embed Size (px)

DESCRIPTION

This Towers Watson infographic illustrates six key opportunities for engineering and construction companies to improve employee engagement. For more information, visit: http://www.towerswatson.com/en/Insights/IC-Types/Survey-Research-Results/2011/02/The-Power-of-Three--Taking-Engagement-to-New-Heights

Citation preview

Page 1: Infographic: Employee engagement in the engineering and construction industry

Did you know the engineering and construction industry is

already outshining high-performing companies in some

areas? Your employees believe:

Communication

Performance review process

Speed of idea to implementation

Management of poor performers

Change management

Non-monetary rewards and recognition

Compared with employees from high-performing companies, almost 25% fewer engineering and construction employees view their non-monetary rewards favourably.

High-performing companies communicate well with their people, with almost 20% more employees receiving messages through official channels rather than rumour.

1 2

3 4

5 6

Almost a quarter more employees from high-performing companies receive regular performance reviews that provide opportunities for personal development and career progression.

Over 20% more employees in high-performing organisations believe they are quick to adapt to changes and move from idea to implementation.

Change is the new normal for most companies. Almost 20% more employees in high-performing companies recognise that their organisation excels in managing, communicating and bringing people on their change journey.

Over 20% more people in the engineering and construction industry are critical of how performance is managed.

Their skills are well utilised

Your employees proudly contribute their skills and experience, so

learning and development opportunities are key to

talent retention.

The quality of their department’s work is excellent

Engineering and construction employees

place significant value on the quality of their work.

Employees’ readiness to exert discretionary effort

is a key contributor to organisational success.

They are motivated to go beyond formal job responsibilities

They are adequately involved in

problem-solving

Employees value being invited by supervisors to solve problems related to

their work.

Employee engagement How does it compare to high-performing companies?

Six key opportunities for engineering and

construction companies to improve engagement:

in the engineering and construction industry