The questions in the survey regarding Fair Deal are based on salary. Have you considered breaking out the questions to include employee benefits?

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2 The questions in the survey regarding Fair Deal are based on salary. Have you considered breaking out the questions to include employee benefits? We use a process of factor analysis to validate our question set. The questions in the Fair Deal factor provide the most information when benefits are included as part of the overall pay package, giving a more holistic view of the factor.

3 Please can Best Companies explain how the Top 100 results are calculated. Is this based on the BCI score or the information put into the organisational questionnaire? The Top 100 results are is calculated purely from the BCI score, with the top scoring organisations making the list. The organisational questionnaire is used for other purposes, detailed on the next slide.

4 What is the methodology of The Sunday Times list. I heard a 1 star company could be within the Top 25? As the Sunday Times lists are purely based on BCI scores, with the highest scoring companies who compete in each list being awarded a place, for a one star organisation to gain a place, there must be less than 25 organisations who scored 2 stars or higher on the list in question.

5 If it s not a competition, why have a top 100 list? Where an organisation improves its BCI score but falls down the list, isn't this demotivational? We started the Sunday Times list as a way of recognising highly engaged organisations. As participation in the lists grew, recognition has become harder to achieve. We introduced the BCI Accreditation as a fixed measure to recognise those organisations who perhaps do not make the list but still have high levels of engagement.

6 If best companies results relies so much on actual survey results than policies, why ask so many additional organisation questions / supporting data. How is this information used? The organisational questionnaire is used for many purposes. It is used to check the eligibility of the organisations competing, and within our fraud checking processes. We also use the information to gain best practice to help other organisations and for research to better understand the key drivers of engagement.

7 As engagement levels go up, do you find staff turnover decreases? We find that investigating this relationship is difficult due to the number of different sectors we work with, who have different levels of staff turnover. However, breaking down the impacts of engagement on employee turnover is quite difficult for many sectors. As many top-level sector descriptions (e.g. Professional ) contain too much variability to provide significant results, and lower levels of sector description (e.g. Law or Architecture ) provide too few data-points to analyse, this means that there are many sectors that cannot be provided with an analysis of voluntary resignations relationship with engagement. The Services Sector (providing services including recruitment, IT, media and healthcare) is the only sector we can analyse conclusively, providing a significant relationship between employee turnover and engagement (companies with higher engagement see fewer voluntary redundancies). This effect was limited to the Business Services and Recruitment industries, and involves every one of the eight factors, suggesting that the relationship between the employee experience and employee turnover in these industries is holistic, that taking care of each aspect of the employee experience is the best way to reduce the number of employees resigning.

8 How many points increase would be seen as good very good or exceptional? Any increase in BCI is a good thing for a company to achieve, particularly one who is in growth or having to go through organisational change. Very good improvements would involve improving your accreditation level (OTW, 1 star, 2 star, 3 star) every few years. Exceptional increases would be to improve your accreditation level each year you compete.

9 Is a list of all the 70 questions and which of the 8 factors / MC 3 categories they fit into? Please see accompanying two slides

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12 What are correlations? Our correlations show how related a factor or question is to Engagement in your organisation. Correlation strength is a measure of how sure we are that if the question improves, BCI will improve. This is measured from 0 to 1: 0 means the question is not related to engagement 1 means that we can be sure that when the question improves, engagement will improve The most correlated questions are the questions most related to engagement for your organisation the ones that provide the best bang for buck on improving engagement if you focus on them

13 How can I improve my 15 most correlated questions? Many of the questions that appear in this section can look difficult to improve directly this is because they measure employee perception, not the underlying causes However, through extensive analysis, we have grouped many of the questions to show which levers you should pull to improve the scores: Organisational clarity questions These questions are impacted upon by the way in which your organisation s purpose, principles, ambition and plan are communicated to your employees, and how much they identify with them. If you improve how this is done, you will see improvements in the organisational clarity questions (and therefore Engagement). Managerial Engagement measured by our MC 3 questions, these questions are impacted upon by improving the quality of managers behavioural skills in your organisation, by focusing on the four aspects of MC 3 (Motivates, Considers, Converses & Cares) Other questions - If they belong to a factor, focusing on improving that factor is the best way to improve the scores. If they are a feedback question, they are measuring outputs, rather than inputs, and you will have a stronger impact by focusing on other questions.

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