The Value of Employee Engagement in the Age of Digital Disruption

Transcription

1 The Value of Employee Engagement in the Age of Digital Disruption Are CFOs Keeping Up With the New Reality? IN ASSOCIATION WITH:

2 TABLE OF CONTENTS 3 INTRODUCTION 3 KEY FINDINGS 4 THE HIGH COST OF UNWANTED TURNOVER 9 THE VALUE OF ENGAGEMENT FOR THE CUSTOMER EXPERIENCE 11 ENGAGEMENT IN ACTION: HOW CFOS MEASURE SUCCESS AND FAILURE 14 CONCLUSION 15 METHODOLOGY 15 ACKNOWLEDGMENTS 2 THE VALUE OF EMPLOYEE ENGAGEMENT IN THE AGE OF DIGITAL DISRUPTION: ARE CFOS KEEPING UP WITH THE NEW REALITY?

3 INTRODUCTION Productivity is an easy, clean financial calculation: How many workers or hours does it take to create a certain level of output, revenue or profits? But in the age of digital transformation, as organizations look to enhance and offload human work with AI-enabled technologies, it becomes more important than ever to measure the human values of high performance creativity, agility, empathy. With advancing technologies, many organizations are focused more than ever on recruiting particularly for skills they need to succeed, such as expertise in data science, cybersecurity and artificial intelligence. These hard-to-find and hard-to-hire skills like so many other skilled professions cost a lot to recruit. With labor pools shrinking, retaining talent at every level is critical. Recruiting is more expensive than retention, which can be optimized via training or creating a culture of constant learning. Choosing recruitment over retention also has a negative effect on employees, who are left to wonder why their work seems to have less value than that of a new employee. In this environment, it becomes clear that value lies in the engagement of employees making sure they are actively contributing to the company while learning new skills and advancing their own careers. But how to measure something as intangible as engagement? To find out, Forbes Insights together with SilkRoad conducted a survey of 212 U.S.-based CFOs (and equivalents) to explore how financial executives approach and measure the benefits of engagement and the true cost of disengagement. KEY FINDINGS KEEPING WANTED EMPLOYEES IS A CHALLENGE, report nearly two-thirds of CFOs. THE COST OF UNWANTED TURNOVER accounts for 25% to 50% of labor costs for one in four CFOs. One in 10 say it eats up more than 50% of labor costs. PRIMARY CAUSE OF UNWANTED TURNOVER is poor employee engagement. INCREASING EMPLOYEE RETENTION THROUGH BETTER ENGAGEMENT has been adopted by one in three organizations. PRODUCTIVITY IS THE TOP METRIC AND BENEFIT OF ENGAGEMENT. Fifty-one percent use productivity to measure new-hire engagement from a financial perspective, and it is the top benefit of having engaged employees (). THE MOST POPULAR APPROACH TO IMPROVING RETENTION is increasing pay and benefits, followed closely by engaging employees and empowering them to make decisions. THE FINANCE FUNCTION HAS AN IMPORTANT ROLE TO PLAY in determining how employee onboarding and engagement affect productivity and labor costs, according to 88% of CFOs. COPYRIGHT 2018 FORBES INSIGHTS 3

4 THE HIGH COST OF UNWANTED TURNOVER Employee churn is expensive. Replacing and training new employees costs time and money. One in four CFOs say that unwanted turnover accounts for 25% to 50% of labor costs. One in 10 say it eats up more than 50% of labor costs (Figure 1). But the costs don t stop there. CFOs cite lost productivity, lost sales and additional recruitment and onboarding costs. They are just as concerned about harder-to-measure metrics: diminished customer experience, morale issues and loss of agility to respond to changing markets (Figure 2). that unwanted turnover is a growing problem for most organizations. Nearly two-thirds of CFOs say their firm has a hard time holding on to the employees they want. The average cost of hiring and training a new employee at a large company runs around $100,000, says Tracey Doi, CFO at Toyota Motor North America. For manufacturing jobs that require a level of skill and When it comes to hiring and keeping the best talent, these are challenging times for most organizations. Unemployment is falling, exacerbating the talent gap in many fields. Rapidly shifting business and operating models demand an agile workforce at the same time that process automation and artificial intelligence are changing the nature of many occupations. It s no surprise 25% Figure 1. What percentage of your company s labor costs are related to unwanted turnover? 3% 11% 31% Note: Does not add to 100% due to rounding None Less than 10% Between 10% and 25% Between 25% and 50% More than 50% 64 % believe retention rates are less than optimal. 57 % lose 10% or more of their new hires within the first year. Figure 2. Top costs of unwanted turnover Increased costs of training replacement employees 47% Decreased customer satisfaction/experience 44% Damage to morale and productivity Lost production costs 42% 41% Loss of institutional knowledge and customer goodwill 41% Additional recruitment costs 40% Less agility due to unwanted turnover 40% Opportunity cost of not having people in place to respond to changing markets 40% Billable employees/sales effectiveness loss 39% Potential loss of sales Additional onboarding costs Change management 36% 4 THE VALUE OF EMPLOYEE ENGAGEMENT IN THE AGE OF DIGITAL DISRUPTION: ARE CFOS KEEPING UP WITH THE NEW REALITY?

5 specialization, the cost is even higher. At that level of investment, the company does everything it can to maintain its low attrition rate the average tenure is 11 to 12 years and ensure employees bring their full self to work every day. Doi feels the effects of the competitive market in her own field as well. The average tenure for young accounting and finance professionals in the Dallas/ Fort Worth area, where Toyota Motor North America is headquartered, stands at just over two years, says Doi. I am determined to beat that, she says. The idea of having to recruit and train, hire and rehire for the same job is not acceptable. Why do employees leave? CFOs name poor engagement as the prime cause of unwanted turnover, Figure 3. What are the top causes of unwanted employee turnover? Poor employee engagement 23% Lack of opportunity to learn new skills/no on-the-job training/education sponsorship 21% Inadequate payment/benefits 21% Recruiting and selecting the wrong employees in the first place Employees do not feel empowered Career tracks not attractive/no mentoring Labor shortages 19% Disconnected from company leadership 18% Company culture 18% Disconnected from company/business unit/team goals 17% Employees do not understand their purpose (the cog in a wheel syndrome) 15% Company mission not clearly defined 15% Disconnectedness with leadership 13% Confusing new-hire period/onboarding 12% Company not on the cutting edge of new technologies 11% THE HIGH-AUTOMATION, HIGH-TURNOVER PARADOX Firms with higher levels of automation also have much higher levels of unwanted turnover. Nearly a third of highly automated organizations lose more than 50% of their new hires in the first year, and one out of 10 say goodbye to a stunning 75% of their employees in the first year far higher than at less automated firms. Firms with high turnover are also more likely to be pursuing greater automation. A majority 84% of high-turnover firms have automated more than 25% of tasks. Only 15% of low-turnover firms have reached that level of automation. This raises some questions about cause and effect: Are firms that are prone to high turnover automating to overcome labor problems? Or is automation leading to high turnover? One clue: The survey reveals that labor costs play a bigger role in technology decisions for highly automated firms than for less automated firms, supporting the idea that high labor costs may be driving automation at some organizations. Regardless of whether technology and automation can replace human power in a company or industry, neglecting employees in terms of true orientation and acculturation to the company has a consistently negative impact. A high level of unwanted turnover at any organization underscores the need to find new ways to hire wisely, promote engagement and value adaptability. COPYRIGHT 2018 FORBES INSIGHTS 5

6 followed by lack of opportunity and inadequate pay (Figure 3). After years of stagnant wage growth, CFOs recognize that increasing pay can help keep employees from leaving. Keeping them happy may not be so easy, however. Many organizations are also trying to improve engagement, empower employees to make decisions, and provide early mentoring and better training opportunities along with higher pay (Figure 4). Figure 4. What is your organization currently doing to increase employee retention? Increasing payment/benefits 40% Engaging employees 34% Empowering employees to make decisions 34% Improving early mentoring Offering on-the-job training/opportunity to learn new skills/education sponsorship Customer service 31% Improving early career tracks 30% Being more careful about recruiting in the first place Figure 5. Which of these methods are most effective? Increasing payment/benefits 30% Offering on-the-job training/opportunity to learn new skills/education sponsorship 8% 15% 15% 14% 14% 13% 13% 22% 22% 18% 24% Empowering employees to make decisions Engaging employees Improving early mentoring Improving onboarding Customer service Being more careful about recruiting in the first place Transforming into a technologically advanced company Improving early career tracks Being able to quickly adjust the makeup of the workforce to stay competitive Defining company mission 28% Improving onboarding 27% Being able to quickly adjust the makeup of the workforce to stay competitive 23% Defining company mission 22% Transforming into a technologically advanced company 6 THE VALUE OF EMPLOYEE ENGAGEMENT IN THE AGE OF DIGITAL DISRUPTION: ARE CFOS KEEPING UP WITH THE NEW REALITY?

7 SOLVING THE TURNOVER MYSTERY: ENGAGEMENT AND OPPORTUNITY Organizations with low turnover take a particularly proactive approach to measuring and promoting engagement at every stage of employment. We have singled out some of their responses here for comparison with high-turnover firms. Low-turnover firms are those where less than 10% of employees leave in the first year. High-turnover firms lose more than 25% in the first year. First, there is the stark difference in how much labor expenditure goes to productive workers and how much walks out the door, along with all the recruitment and training dollars already spent on them. Eight out of 10 high-turnover firms say that more than a quarter of their company s labor costs go to unwanted turnover, with three out of 10 saying that employee churn eats up more than half of total labor costs. That is a stark contrast to low-turnover firms, with 90% reporting that unwanted turnover accounts for less than 25% of labor costs. Low-turnover organizations put far more emphasis on engagement. When asked how they keep employees, CFOs at low-turnover firms say they focus on engagement and opportunity. Why do employees leave in droves at other firms? High-turnover firms blame culture and pay as the top reasons they lose wanted employees (Figure 7). One quality that stands out among low-turnover firms is the multipronged approach they take to keep employees, with a focus on increasing pay and improving engagement, followed by empowering employees to make decisions and offering better training and early mentoring opportunities (Figure 8). Nearly all low-turnover firms (92%) have thought through an onboarding process that helps with retention. In contrast, of high-turnover firms do not have an onboarding process. Less than 10% 5% Between 10% and 25% 1% 8% 14% 32% Between 25% and 50% More than 50% High-turnover firms Low-turnover firms Figure 6. What percentage of your company s labor costs are related to unwanted turnover? Low-turnover firms 51% 58% Figure 7. Why employees leave Company culture Inadequate pay 22% 21% 21% 23% 23% 28% Disconnect with leadership Labor shortage Poor engagement Lack of opportunity Career tracks not attractive 21% Employees do not feel empowered 21% High-turnover firms COPYRIGHT 2018 FORBES INSIGHTS 7

8 92% Nearly all low-turnover firms have thought through an onboarding process that helps with retention. High-turnover firms Figure 8. What is your organization doing to increase retention? Better service 34% Increasing pay and benefits 30% Offering on-the-job training 30% Empowering employees to make decisions In contrast, of high-turnover firms do not have an onboarding process. Low-turnover firms Increasing pay and benefits Engaging employees 36% 46% 45% Empowering employees to make decisions 37% Offering on-the-job training Figure 9. What is your organization doing to improve engagement? Clearly defining goals and performance metrics 66% Monitoring employee progress 66% 85% 90% Coaching and monitoring employees for progress Creating a culture of respect 66% 68% 85% 85% Recognizing and valuing hard work and persistence 75% 89% Low-turnover firms High-turnover firms 8 THE VALUE OF EMPLOYEE ENGAGEMENT IN THE AGE OF DIGITAL DISRUPTION: ARE CFOS KEEPING UP WITH THE NEW REALITY?

9 THE VALUE OF ENGAGEMENT FOR THE CUSTOMER EXPERIENCE Engagement is strongly connected to business outcomes that are essential to an organization s financial success, including productivity, profitability and customer ratings, according to extensive research conducted by Gallup. Engaged employees are the ones who are the most likely to drive the innovation, growth and revenue that their companies desperately need. These engaged workers build new products and services, generate new ideas, create new customers and ultimately help spur the economy to create more good jobs, according to Gallup. CFOs clearly recognize the value of an engaged workforce to the present and future success of the enterprise. They see a strong connection between having the right skills in place in an engaged workforce and reaching key strategic goals of growth, profitability and creating a better customer experience. These Figure 10. What are the top strategic goals of your organization? Figure 11. What are the top factors that will decide whether your organization s goals are going to be met? Increasing revenue growth 47% Having a clear vision/strategy 39% Increasing profitability Customer retention and growth 41% 35% Increasing customer satisfaction/experience Ability to innovate 35% Adding new products and services 25% Digital transformation 24% Increasing employee satisfaction/experience 19% Domestic expansion 17% Creating new business models 16% International expansion 16% Creating new distribution networks 15% 31% Having the right skills in place Making the right technology investments 28% Ability to execute/operating model 26% Having an engaged workforce 26% Agility/speed to market 22% Making the right workforce investments Partnering with the right organizations/startups Fostering innovation 14% COPYRIGHT 2018 FORBES INSIGHTS 9

10 strategic goals form the basis for how CFOs assess workforce performance and value (Figure 10). Customer satisfaction stands out in particular. It is one of the top three strategic goals named by CFOs. Customer retention and growth is one of the top three factors that will decide whether those goals are met (Figure 11). And CFOs recognize that happy customers are the greatest measure of workforce performance and value (Figure 12). Ultimately, all of the other top workforce measures revenue growth, innovation and product quality relate to creating a product or service that customers want, need and appreciate. There is strong evidence of the link between employee and customer satisfaction. Forbes Insights research reveals leaders in customer engagement are four times more likely to be experiencing growth of more than 10% and are three times more likely to be in the top quartile in Net Promoter Score, which measures customers willingness to recommend a company s products or services to others. The effects that disengaged employees have on customer experience are among the most overlooked in all companies, according to Why CFOs Should Care About Customer Experience What They Need to Understand About Its Impact on Revenue, Retention and Brand Image, an article on business2community.com. Engaged employees directly affect the experience of the customer, and very often the first impression of a potential customer. CFOs may not see the relevance of employee engagement, but they will see the impact on revenue. Customer satisfaction Teamwork Revenue growth Figure 12. Top measures CFOs use to assess workforce performance and value Products/service quality Engagement Level of innovation Manager evaluations Retention rates 12% 15% 19% 17% 17% 23% 39% 37% 37% Labor cost per unit of output Peer evaluations Output per employee NPS (Net Promoter Score) Absenteeism 44% 10 THE VALUE OF EMPLOYEE ENGAGEMENT IN THE AGE OF DIGITAL DISRUPTION: ARE CFOS KEEPING UP WITH THE NEW REALITY?

11 ENGAGEMENT IN ACTION: HOW CFOS MEASURE SUCCESS AND FAILURE Human capital may be the biggest asset at many organizations, but measuring the value of each employee is not a straightforward financial calculation. Experience has shown us that an engaged and productive workforce has a significant impact on a company s performance. While this is not as a balance sheet asset, there are ways to measure, indirectly, the value of an engaged, productive workforce, says Richard Clark, chief accounting officer and corporate controller at Accenture, the global professional services company. Having an engaged workforce is one of the top 10 factors in meeting strategic goals. But keeping employees engaged is an ongoing effort. Only four in 10 CFOs believe that 75% or more of their workforce is truly engaged. And only one in three organizations aim to increase employee retention through better engagement. How do you measure whether employees are engaged? Regular surveys may be the way that most organizations carry this out, as a means to give employees a voice. Figure 13. What is your best estimate about how many of the employees in your organization are truly engaged? (Truly engaged is defined as employees who are on board with the organization s goals and actively promote them; enjoy their work and the ability to improve their skills; and see themselves as long-term contributors to an organization: They help create a good working environment.) Seventy-two percent of CFOs say their organization asks employees about job satisfaction through surveys. But many CFOs do not trust the data they see related to engagement and exit surveys. Only 28% of CFOs rely on engagement survey results. And just under half say they understand and can measure the true causes behind unwanted turnover extremely well (Figure 14). CFOs struggling to understand why employees leave see another telling impediment: A third of them believe their leadership is not interested in finding the true causes. Figure 14. Top reasons it s difficult to understand and measure the true causes behind unwanted employee turnover Quality of data questionable (employees may not disclose true reasons) 22% 25% 31% 31% 44% Lack of interest from leadership to find the true causes Lack of cooperation between finance and HR Lack of understanding of the importance of knowing the true causes Many of the causes cannot be quantified Data is in silos 1% 10% 7% 19% 31% 32% Less than 25% Between 25% and 50% Between 50% and 75% Between 75% and 90% More than 90% Don t know Lack of internal data to fully understand the issue 17% Lack of external data to fully understand the issue 17% Difficulties analyzing available data and drawing actionable insights 17% Not a priority for the finance department 14% COPYRIGHT 2018 FORBES INSIGHTS 11

12 Even though some CFOs are clearly indicating that disengagement is a symptom of larger problems at their organization, the overwhelming majority (88%) believe the finance function has an important role to play in determining how employee onboarding and engagement affect productivity and labor costs. And 83% believe the finance function is up to speed on efforts to keep employees engaged. For those who do say the finance function has a lack of awareness, it s mainly caused by a lack of cooperation between HR and finance, say 44%. At Toyota Motor North America, the HR function provides data to help every area of the business. But engagement can t be an HR-led effort, says Doi. Most of the company s engagement efforts have very long-term horizons, and they tend to be bottom-up. The bottom-up approach applies to empowering employees to make technology THE BOTTOM LINE: ENGAGED EMPLOYEES ARE MORE PRODUCTIVE For CFOs, productivity is the preferred way to monitor and measure new-hire engagement from a financial perspective. They also name productivity as the top benefit of having engaged employees (Figures 15 and 16). Productivity Figure 15. How do you monitor and measure new-hire engagement? Participation in training Revenue growth 51% Building a broad network of connections across the whole enterprise 27% 25% 24% 28% 27% 34% 38% An engagement survey (self-assessment) Participation in meetings that seem out of scope for a given employee Number of suggested ideas for improvement/innovation initiatives 26% Ratio of highly engaged employees on different teams 26% Participation in extracurricular activities (outings, charity works) Number of promotions/commendations Diligence (e.g., absenteeism) 23% Figure 16. Top benefits of having engaged employees Higher productivity Better teamwork 25% 24% Increased revenue 23% Higher employee loyalty 27% Increased customer satisfaction Increased profitability Having necessary skills in place 21% Higher retention/lower turnover Increased agility/ability to stay competitive Better company reputation 19% Ability to successful introduce transformative technologies 18% Easier to recruit new employees 14% 12 THE VALUE OF EMPLOYEE ENGAGEMENT IN THE AGE OF DIGITAL DISRUPTION: ARE CFOS KEEPING UP WITH THE NEW REALITY?

13 92% 27% believe proper onboarding could decrease costs associated with unwanted turnover. Yet only 27% are improving onboarding to increase retention. decisions as well, with finance, IT, HR and other functions as enablers. For Doi, the ROI on engagement initiatives comes in the form of low attrition, better customer support and more efficiency across functions. What gets measured gets done. However, not many finance executives are tracking common measures that could give better insight into the true cost of disengagement. Only a third monitor the talentmanagement-related cost of specific functions, recruitment versus retention costs, and time to full productivity due to onboarding. One finding is particularly telling: Nearly all CFOs 92% believe that proper onboarding could decrease or eliminate the heavy costs associated with unwanted turnover. Yet only 27% say their organization is improving onboarding to help retain employees. In their quest to measure engagement, CFOs can leverage technology. Automation and cognitive capabilities are changing how we work, allowing CFOs to dramatically reinvent how finance professionals impact the bottom line. Individuals will be able to invest their time on activities that drive more value to the organization, resulting in higher levels of engagement, points out Accenture s Clark. This applies to measuring and fostering engagement as well. The next wave of engagement is thinking about how we enable the individual. How do we create an environment where individuals can architect better engagement for themselves? he asks. Intelligent technologies are enabling this space to evolve very quickly. Figure 17. Which of the following costs associated with talent management are you currently tracking? We are tracking talent-management-related cost of specific functions 34% Recruitment versus retention 34% Time to full productivity due to onboarding We are tracking talent-management-related costs across the enterprise Time/materials spent on onboarding/ processing new employees (by HR) 32% ROI on training provided to employees 32% ROI on higher employee retention ROI on proper onboarding 24% COPYRIGHT 2018 FORBES INSIGHTS 13

14 CONCLUSION Hiring and keeping the best talent is crucial for achieving financial and strategic goals. Controlling labor costs, while at the same time making sure that the company s goals are being met, ultimately falls on the CFO. It is clear that CFOs recognize the value of an engaged workforce and the cost of disengagement at a time of breathtaking change in business models, enterprise structures and entire occupations. They also recognize that the financial function has an important role to play in determining how employee onboarding and engagement affect productivity and labor costs. However, there is a disconnect between realizing where productivity is lost through disengaged employees and working with the HR department to change how the organization onboards. Through strategic onboarding going beyond transactional forms to meaningful orientation and ongoing acculturation CFOs may start to see their productivity and customer retention increase, along with a decrease in turnover rates among employees. Successful CFOs recognize that: THE COST OF UNWANTED TURNOVER IS TOO HIGH, AND RETENTION RATES ARE LESS THAN OPTIMAL, PUSHING UP LABOR COSTS. This issue is becoming even more acute as the unemployment rate is falling and companies need specific skills to stay competitive. way to keep unwanted turnover in check. Lowturnover companies pay much more attention to employee engagement than high-turnover ones. THE AGE OF AUTOMATION MAY LEAD TO HIGHER UNWANTED TURNOVER, further escalating labor costs. Companies need to find new ways to keep employees engaged and working alongside technology. EMPLOYEE ENGAGEMENT IS ONE OF THE TOP FACTORS IN RAISING PRODUCTIVITY, achieving strategic goals and customer satisfaction. Yet few CFOs believe that a majority of their workforce is engaged. TRADITIONAL METRICS TO MEASURE UNWANTED EMPLOYEE TURNOVER ARE NOT ADEQUATE TO MEASURE ENGAGEMENT. CFOs can leverage data-driven technologies for a more precise measurement of employee engagement. ONBOARDING CAN DECREASE COSTS ASSOCIATED WITH UNWANTED TURNOVER, and a more thorough and thoughtful onboarding process should play a bigger role to improve retention and keep labor costs down. POOR EMPLOYEE ENGAGEMENT IS THE TOP CAUSE OF UNWANTED EMPLOYEE TURNOVER, and improving employee engagement, along with increasing pay and benefits, is the most effective 14 THE VALUE OF EMPLOYEE ENGAGEMENT IN THE AGE OF DIGITAL DISRUPTION: ARE CFOS KEEPING UP WITH THE NEW REALITY?

15 METHODOLOGY The data in this report is based on a survey conducted in August and September of 2018 of 212 executives in the United States who are the senior-most official for the finance function in their organization. Respondents came from a range of industries, including: manufacturing, resources and construction (15%), retail (14%), financial markets (11%), telecommunications (9%), healthcare (9%), banking (8%) and transportation (5%). All organizations had annual revenue greater than $500 million; 61% had revenue greater than $1 billion. Forty-four percent of organizations have 5,000 or more employees. 5% Transportation Other 8% Banking INDUSTRIES 9% Healthcare 15% Manufacturing, resources and construction 9% Telecommunications 14% Retail 11% Financial markets 212 executives in the United States ACKNOWLEDGMENTS Forbes Insights and SilkRoad would like to thank the following individuals for their time and expertise: Richard Clark, Chief Accounting Officer and Corporate Controller, Accenture Tracey Doi, CFO, Toyota Motor North America COPYRIGHT 2018 FORBES INSIGHTS 15

16 ABOUT FORBES INSIGHTS Forbes Insights is the strategic research and thought leadership practice of Forbes Media, a global media, branding and technology company whose combined platforms reach nearly 94 million business decision makers worldwide on a monthly basis. By leveraging proprietary databases of senior-level executives in the Forbes community, Forbes Insights conducts research on a wide range of topics to position brands as thought leaders and drive stakeholder engagement. Research findings are delivered through a variety of digital, print and live executions, and amplified across Forbes social and media platforms. EDITORIAL & RESEARCH Erika Maguire EXECUTIVE EDITORIAL DIRECTOR Kasia Wandycz Moreno EDITORIAL DIRECTOR Hugo S. Moreno EDITORIAL DIRECTOR Ross Gagnon RESEARCH DIRECTOR Scott McGrath RESEARCH ANALYST Deborah Orr REPORT AUTHOR Zehava Pasternak DESIGNER PROJECT MANAGEMENT Casey Zonfrilli DIRECTOR, ACCOUNT MANAGEMENT Tori Kreher PROJECT MANAGER SALES North America Brian McLeod VICE PRESIDENT bmcleod@forbes.com Matthew Muszala EXECUTIVE DIRECTOR mmuszala@forbes.com William Thompson DIRECTOR wthompson@forbes.com Kimberly Kurata MANAGER kkurata@forbes.com Europe Charles Yardley SVP MANAGING DIRECTOR cyardley@forbes.com Asia Will Adamopoulos PRESIDENT & PUBLISHER, FORBES ASIA wadam@forbesasia.com.sg Brian Lee PROJECT MANAGER Todd Della Rocca PROJECT MANAGER 499 Washington Blvd. Jersey City, NJ THE VALUE OF EMPLOYEE ENGAGEMENT IN THE AGE OF DIGITAL DISRUPTION: ARE CFOS KEEPING UP WITH THE NEW REALITY?