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7/28/2019 Aon Hewitt_Trends in Employee Engagement_June 2012
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2012 Trends in Global Engagement
From Credit Crunch . to Talent Crunch
Aon Hewitt Webinar, June 28
ConsultingGlobal Compensation & Talent
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Consulting | Global Compensation & Talent 1
Our speakers today
Dr. Wolf-Bertram von Bismarck
Aon Hewitt EMEA Talent
Practice Leader
Laurent Termignon
Aon Hewitt EMEA
Compensation & Talent
Practice Director
Ken Oehler, PhD
Aon Hewitt Global Engagement
Practice Leader
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Consulting | Global Compensation & Talent 2
Agenda
Introductions
The global picture
Focus on Europe
How successful organisations are responding to the crunch
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Consulting | Global Compensation & Talent 3
Introductions
Global Landscape: Uneven and Slowing Growth
Global growth projected at 3.5% in 2012
Over the next 13 years, global growth will
be between 0.5 1.0% below the growth
rate from 1995-2008
Growth rates vary significantly by region
Advanced economy*
growth is
expected to slow
from 1.6% in 2011
to 1.3% in 2012
Emerging economies**
will slow
from 6.3% growth in 2011 to 5.6% in
2012
Source: The Conference Board, Global Economic Look 2012
*Advanced Economies: U.S., Japan, EU prior to 2004
**Emerging Economies: China, India, Latin America, Middle East, Africa, Central + Eastern Europe, Russia, and other CIS
3
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Consulting | Global Compensation & Talent 4
European Workforce Projections
Population projections show increasing age & diversity
workforce trends
emerging over
time.
Source: Lanzieri, G. (2011). Fewer, older and multicultural? Projections of the EU populations by foreign/national background, Eurostat
Methodologies and
Working Papers.
4
Projected share of the population
with foreign background by age group (%)
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Consulting | Global Compensation & Talent 5
In This Environment, Organisations Must:
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
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The Global Picture
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9.7 Milliontotal employees represented.
Consulting | Global Compensation & Talent 7
About our Global Trends Research
More than 3,100organisations represented.
Asia Pacific, Europe, Latin
America, North America
Broad range
of
company
sizes and industries
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Our Definition of Engagement
Consulting | Global Compensation & Talent 8
Engagement is the state of emotional and intellectual involvement and
commitment that leads people to do their best work.
We see engagement when people:
Consistently speak positively
about the organisation to
coworkers, potential employees, and customersSay
Have an intense desire to be part of the organisationStay
Exert extra effort and engage in behaviours
that
contribute to business successStrive
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Consulting | Global Compensation & Talent 99
Global Engagement Trends
Global engagement increased by two percentage points 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.
55%
51%
52%
71%72%
71%
67%
64%64%
60%
55%
58%
45%
55%
65%
75%
2009 2010 2011
Asia Pacific
Europe
Latin America
North America
Global
59% 56%
Global Engagement Trends
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Consulting | Global Compensation & Talent 1010
Employee Engagement and Economic Indicators
Employee engagement shows a lagged relationship with economic indicators (GDPand Unemployment).
As GDP goes down, engagement goes up.
As unemployment rates go up (which is highly correlated with changes in GDP),
engagement rises.
-5%
-4%
-3%
-2%
-1%
0%
1%
2%
3%
4%
5%
6%
2007 2008 2009 2010 2011
Global GDP
(% change YOY)
Global Unemployment(change in statistic)
Global Engagement
(change in score)
Change from previous year
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Consulting | Global Compensation & Talent 11
Increased and Decreased Perception Levels from 2010 to 2011
0%
10%
20%
30%40%
50%
60%
70%
80%Total Rewards People Company Practices
61%
42%
52%57%
75%
53% 51%54%
40%
49%54%
70%
47% 46%
BU/Division
Leadership
Pay Benefits Value People/People Focus
Customers People/HR
Practices
BrandAlignment
2011
2010
0%10%
20%
30%
40%
50%60%
70%
80%
Effective
CommunicationInnovation
42%49%
46%52%
2011
2010
BU/Division
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Consulting | Global Compensation & Talent 1212
Top Engagement Drivers
2011 Top 5 Regional Drivers
Global
2011APAC Europe Latin America North America
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/global.
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Focus on Europe
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Consulting | Global Compensation & Talent 14
European Engagement and Economic Indicators
Europe Engagement Trends Compared to Global Economic Indicators
Global GDP
(% change YOY)
Global Unemployment
(change in statistic)
Global Engagement
(change in score)
-6%-4%
-2%
0%
2%
4%
6%
8%
10%
2007 2008 2009 2010 2011
ChangeFromP
reviousYear
Also in Europe engagement lags economic indicators
The workforce needs quite long to realize how a crisis is impacting their personal and
work life
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Source: Aon Hewitt Employee Engagement Database
Divergent Engagement Between Managers and Employees
15
While engagement for roles with people management responsibility continuouslyincrease the engagement of professional as well as front line employees continuously
dropped
Engagement scores per Level in Europe
Executive & Senior Management
Middle Management
Professional Employee
Team Leader/Supervisor
Team Member/Front-Line employee
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Zoom in
European Markets
47%
64%
53%51%
46%48%
50%
62%
55%
44%
47%
50%
61%64%
48%
38%
50%49%
47%
53%
0%
10%
20%
30%
40%
50%
60%
70%
Austri
a
Belgium
CzechRe
public
Denm
ark
Fran
ce
Germ
any
Greec
e
Hungary
Italy
Neth
erland
s
Pola
nd
Roma
nia
Russia
Slovakia
Spain
Swed
en
Switerla
nd
Turke
y
Ukraine
Unite
dKingd
om
2011
16Consulting | Global Compensation & Talent
Within Europe engagement scores vary strongly between countries. Countries with high scores are Russia, Ukraine, Hungary, Romania and Greece
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Consulting | Global Compensation & Talent 17
Critical Components of Engagement In Europe
'Say' scores in Europe are lower than 'Stay' and lower than 'Strive' scores Variations in the Stay questions are slightly stronger than in other scores
60%
68%
65%
59%
67%
64%
61%
70%
66%
52%
54%
56%
58%
60%
62%
64%
66%
68%
70%
72%
2011
2010
2009
Consistently speak
positively
about the
organisation
Have an intense desire
to be part
of the
organisation
Exert extra effort
& engage in behaviors
that contribute to
business success
Say Stay Strive
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Consulting | Global Compensation & Talent 18
2011 Key Driver Perceptions
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%
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Consulting | Global Compensation & Talent 19
Changes in Key European Driver Perceptions
36%
39%40%
42%
47%
42%
45%
51%
45%
37%
0%
10%
20%
30%
40%
50%
60%
Career
Opportunities
Organisational
Reputation
Innovation Effective
Communication
Recognition
2011
2010
Perceptions of organisational reputation have increased between 2010 and 2011
Perception of innovation is strongly decreasing
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Consulting | Global Compensation & Talent 20
2011 European Engagement Levels by Generation
Baby Boomers
(born 19461964)
Generation X
(born 19651978)
Millennials
(born 1979Present)
2011 Career Opportunities
Communication
ManagingPerformance
Org Reputation
Recognition
Career Opportunities
Managing
PerformanceOrg Reputation
Recognition
Work Processes
Career Opportunities
Communication
Org ReputationPay
Work Processes
2010 Career Opportunities
InnovationBU/Division LeadershipCommunication
Managing Performance
Career Opportunities
People/HR PracticesInnovation
Managing
Performance
Org Reputation
Career Opportunities
PayBrand Alignment
Recognition
Innovation
2009 Career Opportunities
Brand AlignmentRecognition
People/HR Practices
Valuing People/People
Focus
Career Opportunities
Brand AlignmentWork Processes
Pay
Senior Leadership
Brand Alignment
Career OpportunitiesPay
Recognition
Work Processes
0%
20%
40%
60%
80%
100%
BabyBoom
ers
Generation
X
Millennials
Engaged
49%52%
58%
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Responding to the crunch
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Consulting | Global Compensation & Talent 22
Opportunities to Improve Engagement
Including some advice from
Aon Hewitt Best Employers!
Create a culture of engagement
through
leadership
Invest time to obtain top leadership buy-in
We established a Leadership style program
based on hand-picked managers whose teams
have high engagement scores
We have a role model program with strong
people managers as buddies
Recognise peoples
efforts and
performance
Ensure recognition is fair, transparent
and goes beyond the immediate team
Create employee growth opportunities Develop more creative or less traditional
growth opportunities
Select employees pre-disposed to
engagement
Connect with your employees
Listen to your employees, be transparent about
why certain business decisions have been madeand ensure timely communications
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Consulting | Global Compensation & Talent 23
Understand the key priorities across your organisation
Focus on two or three things which will make a difference
Execute well (and communicate!)
Closing Messages
This is my third company and numerous
cycles doing surveys and Ive 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
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Aon Hewitts Research
Managers: Your Strongest
(or Weakest) link in Driving
Employee Engagement?This study the role managers play in
optimising
the business impact of
employee surveys. Conducted in 10
European countries.
Qudurat
Aon Hewitts labor
market survey in the Middle EastImplying capabilities
in Arabic, Qudurat
provides compelling insights into the
demographics strengths and preferences of
talent in the region.
Top Companies for LeadersThe most comprehensive research on
leadership: with 478 companies participating
and 900 CEO, HR and senior executives
interviewed around the world, it provides the
widest comparison of leadership policies and
practices and valuable intelligence for all
organisations seeking to improve theirleadership capabilities.
QUDUR
AT
24
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Consulting | Global Compensation & Talent 25
Questions?
To submit a question or comment use the Chat box, located on the
lower right-hand side
of your screen. Simply type your message into the box and click on the send button.
Please enter
your comments
and questions
here
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Consulting | Global Compensation & Talent 26
Contact us at.
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Consulting | Global Compensation & Talent
Proprietary & Confidential (Optional) | Date (Optional) 27
Aon Hewitt Global Footprint
With more than 300 offices
around the world, Aon Hewitt is
the worlds premier destination
for the broadest range of humanresources consulting and
outsourcing services.
To find the nearest office location
to you, visit aonhewitt.com