Pario Innovations LtdRegister Office:133 Sirdar RoadLondon N22 6QS Email support@pario-innovations.com

Employee Engagement Profiling

Executive Guide

Identifying the factors that contribute tohigh performance at work

Employee Engagement Profiling

Companies who scored highly on theirability to manage talent earned, onaverage, a 22% higher return toshareholders than their industry peers.Companies that scored low on talentmanagement earned no more than theirpeers did.” (Watson Wyatt)

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Research shows that many organizations fail to retaintalented staff - and fail to maximize performance -because of weaknesses in the way employees aremanaged.* However, it is now possible to runscientifically designed surveys that provide objectivedata on employee motivation and commitment,clarifying the key factors e.g. Role Clarity, MeaningfulWork, scope for Discretion (Autonomy), which shape theCulture. The EEP Process identifies the specific aspectsof Management Behaviour and Culture contributing tohigh performance, identifying strengths and weaknessesacross the business.

Pario Innovations offer advanced online EmployeeEngagement Questionnaires, plus printed options thatcan be combined with the online data. In addition to thecore questions, the EEP Survey gives employees anopportunity to provide written comment on key issues.These usually focus on what they like about theorganization, what they dislike, and what they wouldmost like to see changed.

The EEP Survey includes validated questions linked toSuccess Factors, plus optional tailored questions, toassess performance issues, engagement and happinessat work. An in-depth report enables follow-upinterventions, e.g. management training, to be focusedto best effect and maximize ROI. When we look moreclosely at the figures, the business case for well-designed HR Audits becomes clear:

18% of variations in productivity and 19% in profitabilitycould be attributed to people management. Peoplemanagement was a better predictor of companyperformance than strategy, technology or R&D

(Sheffield Institute of Work Psychology, UK)

Identifying Success Factors

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Motivation is not the same asEngagement. They are shapedby separate processes.

When we review the level of Commitment inorganizations, it is possible to identify four Levels ofConnection. There will always be a percentage ofemployees who are Disaffected and only stay with thebusiness because they do not have a good alternative.They have little interest in the longer term plans of thecompany and at worst may seek to damage itsreputation or sabotage its activities.

At the next level we have employees who are Satisfiedand may enjoy working for the organization, but there isno guarantee that they will be high performers. Theycan be contrasted with people who are Motivated andwilling to show discretionary effort, putting in extraeffort to overcome problems. Finally, we have thosewho are fully Engaged and feel an emotionalcommitment to the business. These employees identifywith what the organization is trying to achieve andwould be sad to leave.

High Performance at Work

A recent EEP Survey, conducted by Pario Innovations,revealed that 83% of staff in a Client Organization wereMotivated, but only 67% indicated that they wereEngaged. Almost 22% were Disaffected (and open tooffers from competitors).

To understand the issues, the survey also identified thefactors that directly influenced these Outcomes. TheSurvey examined the extent to which employeesexperienced Work Pressure, their sense of doingMeaningful Work, the Quality of Relationships withothers, and key aspects of the Culture. (See next page).

Four Levels of Connection

Aviva Insurance, one of the world’slargest insurance companies, report thatthey reduced turnover as a result ofbuilding on people’s underlying strengthsand increasing employee engagement.

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On average, less than 40% of employees believe thatemployers deserve their loyalty and the trend is worsening

Hudson Institute

Engaged employees deliver 4 times more value to theorganisation than non-engaged (disaffected) employees

Mercer Delta Study

Disengaged employees take an average of 11 days moresick absence per annum

TNS Study 2005

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Identifying the IssuesReviewing the Results

Each of the key factors covered by the Survey is analysed toclarify the percentage of employees who agree or disagreewith the statements linked to that factor:

The in-depth analysis is used on all the statements. Inthe Sample Survey (mentioned previously) 89% of stafffelt their work contributed to performance. (Thisquestion is linked to the scale: “Meaningful Work”).

Looking at the Evidence

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Preparing for the FutureProfiling Strengths & Weaknesses

The Survey Report includes an Executive Summary with a ‘Traffic Light’Summary of both Strengths and Weaknesses. The following tables, linked to arecent study, provide examples of the top two issues in each area.

Strengths

Weaknesses

The recent Sample Survey highlighted the need toequip managers with additional skills to strengthenemployee motivation and develop a stronger sense ofinvolvement (and sense of shared purpose).

Other issues requiring the attention of Senior Managementincluded the perception that rewards were not fairlydistributed, a lack of autonomy and discretion, andissues relating to reward and recognition. Over time, itis possible to identify any deterioration (or improvement)in scores.

Contact Pario Innovations to discuss how your business canimprove Strategic HR Management and strengthenAlignment through the use of advanced EmployeeEngagement Profiling. This is a research based approachthat can make a real difference to performance andproductivity.

Report Recommendations

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Click for a Sample Report

http://www.pario-innovations.com/sample_employee_engagement_survey_2013.pdf

Pario deliver advanced Employee Engagement Surveys,360 Degree Feedback and other online resources.

Tel: 0044 1494 867 237

Email support@pario-innovations.com

http://www.Employee-Engagement-Profiling.com

Registered Office:

133 Sirdar RoadLondon N22 6QS