Best Employers 2.0 Korea 2013 Study. Results Report
|
|
- Ada Richards
- 6 years ago
- Views:
Transcription
1 Best Employers 2.0 Korea 2013 Study Results Report
2 Welcome to Best Employers Korea 2013 Results Report Dear Reader, We are proud to present the 7th edition of Aon Hewitt's flagship study in Asia: Best Employers 2.0 Asia Aon Hewitt is the authority on measuring and improving employee engagement to drive workforce performance. Through our research, we know that high employee engagement not only delivers greater shareholder value, but also reduces staff turnover and improves customer satisfaction. Aon Hewitt's Best Employers Study is the most extensive research study in Asia Pacific to investigate what constitutes an employer of choice. Best Employers 2.0 so named to reflect our newly designed model for defining Best Employers has been conducted in nine countries in Asia this year (China, Hong Kong, India, Indonesia, South Korea, Malaysia, Singapore, Taiwan and Thailand). This Results Report provides the key findings from the Best Employers Korea 2013 Study. The report is structured along the four key themes of high employee engagement, compelling employer brand, effective leadership and a high performance culture. The South Korea country results are presented here, together with insights from Best Employers. We know that the journey to becoming a Best Employer is a unique experience for each organization. We hope that you enjoy this Results Report and consider joining the upcoming Best Employers - Korea 2014 Study. Gabriela Domicelj Engagement Practice Lead, Asia Pacific Edouard Merette Chief Executive Officer, Asia Pacific Best Employers 2.0 Korea 2013 Country Insights Report Proprietary & Confidential 2
3 Introduction Aon Hewitt first began the Best Employers Study in Asia Pacific in 2001 to: provide insights into how to create real competitive advantage through people; explore what makes a workplace of choice; and identify the Best Employers in the region. Since its inception, we have conducted seven studies across Asia Pacific and six studies in South Korea. The Best Employers Korea 2013 Study includes 26,000 employee responses, representing the opinions of over 70,000 employees in total, as well as data collected from the CEOs and HR Directors of all participating organizations. The Study includes organizations from 10 industries, with the strongest industry representation coming from Heavy Industries, Energy and Transportation, Consumer Goods and Retailing, and Information Technology. Our construct for what constitutes a Best Employer is based on four characteristics: 1. High Employee Engagement - Engaged employees display three key behaviors: they speak positively about their organization; they intend to stay with the organization; and they feel motivated to exert extra effort to meet business goals. 2. Compelling Employer Brand - Organizations with a compelling employer brand: are well-known and have a good reputation in the market; ensure that people joining the company experience what they had imagined before recruitment; and have employees who are proud of being part of the organization. 3. Effective Leadership - Organizations with effective leaders have: senior leaders who provide a clear vision for the organization; employees who believe that their senior leaders make good business decisions; and employees who feel treated as a valued asset and think that communications from their senior leaders are open and honest. 4. High Performance Culture - In organizations with high performance cultures: employees are aware of their goals and how they contribute to the organization s overall performance; employees share in the overall success of the organization; and there are excellent career and employee learning opportunities. In addition, Best Employers have human resources practices that are aligned with the vision for both their people and their business. This report presents the results of the Best Employers 2.0 Korea 2013 Study and the implications for organizations in South Korea today. Proprietary & Confidential 1
4 Executive Summary The Best Employers Korea 2013 Study identified the top ranking business challenge for CEOs as people issues, followed closely by innovation. Other concerns from participating CEOs were: Employee productivity is still a major problem despite improvements in operational efficiency in recent years. Availability of critical skills and people management capability will be a challenge in the next three years. People processes need to become robust and streamlined for greater business impact. While most organizations are grappling with such challenges, our research suggests that Best Employers are able to transform these challenges into competitive advantage. These organizations know that discretionary efforts of their people add measurable value to their organization. The efforts and commitment of employees become part of the fabric of the organization, which helps build a strong sense of ownership, accountability and purpose across the workforce. Specifically, Best Employers have been able to achieve higher levels of engagement, create a compelling employer brand, provide more effective leadership, and deliver a high-performance culture more effectively than the average Korean organization. Best Employers vs. Market Average Scores for the Four Best Employer Indices Business leaders and HR practitioners in South Korea have taken progressive steps to provide a better employee experience. Nonetheless, there is still a long way to go to achieve mature HR processes that are clearly aligned to business needs. Our Study shows that there is a need for: Programs aimed at improving the engagement of key employee groups, specifically Generation Y, female employees, and middle management. Equipping middle management for success in supervising, developing and motivating their employees. More creative career management and recognition solutions (not necessarily increases in pay and benefits) to contribute to the establishment of a high-performance culture. Stronger alignment between senior leaders, HR and employees with respect to talent management and delivery of the employee offering. Proprietary & Confidential 2
5 High Employee Engagement We care about our staff and their ideas. Twice a month, I meet with eight associates and ask for their suggestions on how to improve our hotel. I have found this so useful. It helps us make our hotel a better place to work. CEO, JW Marriott, Seoul Aon Hewitt defines engagement as the state of emotional and intellectual commitment to an organization that motivates employees to do their best work, or the extent to which an organization wins the hearts and minds of its employees. Our research shows that high employee engagement not only delivers greater shareholder value, but also reduces staff turnover and improves customer satisfaction. In our methodology, employee engagement expresses itself in three key behaviors: The Best Employers Study has found that overall employee engagement scores in South Korea have increased at a steady rate over the past 10 years. Korean organizations are clearly taking progressive steps to provide a better employment experience for their workforces. Market Average Engagement Scores ( ) Proprietary & Confidential 3
6 While our latest Study shows that just over half of the Korean workforce is engaged, how this engagement demonstrates itself varies by organization. Nearly two-thirds of employees speak positively about their organization, whereas just over half say they strive to do their best and intend to stay with the organization beyond the short-term. In comparison, Best Employers engagement scores average 80%, with around the same number of employees speaking positively about their organization. In addition, three quarters of the workforce say they are committed and endeavoring to do their best to ensure business success. Market Average High Employee Engagement Scores We see the following trends in employee engagement in Korea: Men have higher engagement levels than women (62% and 52%, respectively). Generation Y (born between 1979 and 1990) have the lowest engagement (16% lower than Baby Boomers). Employees who have spent two to ten years in the organization have a 27% lower engagement score than new hires. Middle management is significantly less engaged than top leaders (by 23%). Engagement Score Demographic Gap Analysis Proprietary & Confidential 4
7 The implications for management are that specific human resource programs should be tailored to the employee groups whose engagement scores are significantly lower than the average; in particular Generation Y, female employees, and middle management. Engagement Impact Drivers for South Korea Engagement Drivers People/HR Practices 2013 Change (since 2011) Gen Y Female Middle Management Pay Managing Performance Senior Leadership Work Processes 5 2 Career Opportunities Innovation 6 Recognition 6 Diversity 2 The table above provides a comparison of the top engagement drivers, which also represent rich opportunity areas for organizations seeking to improve their employee engagement levels. Overall, the top drivers for engagement improvement are people/hr practices, pay, and managing performance, and they have all increased in importance since our last study. When analyzed by employee demographic, we find that although Generation Y, female employees and middle management share four of the six drivers identified, each group has additional unique drivers. The top impact driver for Generation Y employees indicates that younger employees are seeking improved performance management processes in the workplace. Innovation also features in the top six drivers for Generation Y, highlighting their interest in working in organizations that encourage new ideas. For female employees, career opportunities rank within their top four drivers, with recognition included in their top six. In planning strategies to increase female engagement, organizations in South Korea should take note of these, as perhaps female employees contributions are undervalued. Unlike the other employee groups, diversity had been identified as a key driver for middle management. In order to improve engagement levels among middle managers, programs that promote diversity in the workplace should be considered. Proprietary & Confidential 5
8 Compelling Employer Brand Making employees aware of the history of DHL and their role in the organization has meant they no longer see this as just a shipping business, but rather a dynamic organization in which their contribution is valued. As a result we are making great profits and are ranked as 11th out of 220 country branches within DHL. CE, DHL Korea An employer brand includes the promise an employer makes to existing and prospective employees that articulates the unique employee experience they will have with the organization. Best Employers define an employee experience that is unique and compelling, one which attracts, motivates and retains people for their business. A consistent and compelling employer brand is built upon the following three factors: In our study results, we found that 77% of the employees in South Korea feel that their organization has a defined employer brand. However, only one in every two Korean employees agrees with the statement, This organization delivers on the promises it makes to its employees. There is a clear gap between the articulation of an employer promise and the actual delivery on that promise. When asked about the themes that most closely reflected their employee offer, only 13% of the responses from CEOs and HR were aligned with each other. Market Average Compelling Employer Brand Scores Proprietary & Confidential 6
9 The employer brand index that scored the highest was Pride; nearly seven out of ten employees felt that they share goals and values with their organization and are proud to be associated with their employer. Despite this, only 56% of employees said that they are likely to recommend their organization to a friend seeking employment, while 20% of employees stated they definitely would not. Korean organizations named the following as top employer brand themes: pride in products, services and brand; new ideas; and learning. New themes employee empowerment, fun in the workplace, and corporate social responsibility also emerged as important employer brand themes for Korean organizations. Employer Brand Theme %* Pride: This is an organization where people have a great sense of pride in our products, 70% service and brand New Ideas: This organization encourages new ideas and provides choices in the way we 40% work. Learning: This organization provides opportunities to learn new things. 37% Empowerment: This organization empowers and challenges its employees. 30% Social Responsibility: Working in this organization provides the opportunity to contribute to 20% society and the community. Fun: In this organization, we have lots of fun. 20% Rewards: This organization provides best rewards (pay and benefits) to its employees. 17% Careers: This organization offers exciting careers. 17% Recognition: In this organization, we recognize and reward high performance. 13% Great Leaders: In this organization, you are inspired and supported by great leaders. 13% Teamwork: In this organization, there is a great sense of teamwork and camaraderie among co-workers. 10% Well-being: This organization puts the well-being of its employees first. 7% Entrepreneurial: In this organization, we encourage entrepreneurial spirit. 7% Flexibility at work: In this organization, we provide flexibility to the employee to manage 0% his/her own work timings and pace of work. *The percentage of organizations that said this particular Employee Theme aligned most closely with their top three Employee Offerings. Our study found that for those organizations offering specific employer brand themes, their employees did not report any significant increase in satisfaction in those specific areas, when compared to those organizations where there was no similar employee offer. This reinforces the assumption that, while Korean organizations may have defined their employer brand, the delivery of the associated employer promise is yet to be realized by their employees. Proprietary & Confidential 7
10 Effective Leadership One of our best HR programs is Global Leader. Every year we sent our outstanding talent to work in our branches in Singapore, Vietnam and China. Senior Vice President, Hyundai Oilbank Organizations that have effective leadership practices demonstrate stronger financial results over the long term. 1 Aon Hewitt believes that effective leadership is one of the most valuable competitive advantages available to organizations today, allowing them to gain an edge over their competition. Effective leadership is built upon the following factors: Our Best Employers Study for South Korea showed that 60% of employees felt that their organizations demonstrated effective leadership. Employees felt their leadership was able to provide Future Vision (65%) and deliver Business Excellence (65%). However, only 52% felt that their company offered their employees a strong People Focus. Our Study identified that only one in two employees agreed with the statement Our senior leaders treat employees as this organization s most valued asset, which substantiates the comparatively lower score on People Focus. Best Employers scored better, with over three in five employees recognizing effective leadership in their organizations. However, they, too, scored relatively lower on People Focus. This observation is confirmed by the CEOs of participating organizations who identify People Management Capability as one of the top people challenges for their business in the next three years. 1 Top Companies for Leaders 2011 Study, Insights and Best Practices, Asia Pacific, Aon Hewitt Proprietary & Confidential 8
11 Market Average Effective Leadership Scores Effective leadership plays a critical role in achieving a highly engaged workforce. While employees are engaged by factors like people/hr practices, pay and performance management, the role that leadership plays in developing and maintaining employee engagement should not be undervalued: senior leadership emerges as one of the top four drivers for improving employee engagement in South Korea. Even so, less than half of employees perceive senior leadership as effective or having a positive impact on their overall engagement at work, and only slightly more around three in five employees feel that their senior leaders demonstrate organizational values through their actions and are open and honest in their communication. When asked the same questions, nearly 80% of CEOs and senior leaders responded positively. The apparent disconnect is stark and should be a cause for concern. I see strong evidence of effective leadership from our senior leaders. Our senior leaders consistently demonstrate our organization s values through their behavior and actions. Our senior leaders treat employees as this organization s most valued asset. Our senior leaders are open and honest in communication. CEO/ Senior Employees Difference Leaders 71% 50% 21% 77% 61% 16% 74% 47% 27% 79% 56% 23% The importance of senior leadership as a driver of engagement is further highlighted in this study; female employees, Generation Y and middle management all identify senior leadership as one of their top drivers for improving engagement. The implication for organizations is clear - senior leadership have a critical role to play in managing talent. While leaders appear to be successful in articulating the future of the organization, there needs to be greater focus on aligning senior leaders and employees expectations of senior leadership, and how that can be demonstrated effectively to employees. Proprietary & Confidential 9
12 High Performance Culture Although Korea has a strong culture of seniority, at McDonald s Korea we treat people equally regardless of age and gender. Everyone is provided with equal training and we focus on promoting the best talent. This has worked well and has been a success with our employees. CEO, McDonald s Korea Based on Aon Hewitt s research, high-performance organizations have leaders with clear accountability for their strategic goals, which are well communicated and understood by their employees. This robust alignment across the employee hierarchy helps them not only reward and recognize their prime talent, but also provides challenging growth opportunities that meet the future needs of the organization. A high performance culture is built upon the below factors: Of those employees who participated in our Study, 62% felt their organization exhibited a highperformance culture with over 80% agreeing with the statement I understand how my work goals relate to the organization s goals. However, employees generally did not feel that their organizations recognized this contribution. Employees did not score their organizations well overall on Reward (60%) and Growth (56%). Less than three in five employees agreed with the statement My performance has a significant impact on my pay. Also, less than half of employees agreed with the statement This organization offers excellent career opportunities to employees who are strong performers. In contrast, Best Employers did well; on average, they scored 20% higher than the market average in this arena. Proprietary & Confidential 10
13 Market Average High Performance Culture Scores These market sentiments are also reflected in the employees perceptions, with less than half feeling positive and recognized fairly in terms of pay and career opportunities, both of which are identified in the top six drivers for engagement in South Korea. Additional engagement drivers directly linked to a high-performance culture also scored poorly in South Korea: recognition (42%), managing performance (42%), and work processes (43%). The implications for organizations are great: this Study indicates that managers are able to articulate how individual s goals contribute to their organization s goals; however, they are less successful at activities such as career management. Around half of employees disagreed with the statement My manager provides the support I need to succeed. The Study also identified the role managers can play in managing employee s expectations around pay and career opportunities, in addition to increasing employee performance. In conclusion... this Study found that Best Employers have largely been able to manage the challenges faced by organizations in South Korea better than the average organization. Overall they have been able to achieve higher levels of engagement, create a more compelling employer brand, provide more effective leadership and deliver high-performance culture more successfully. Opportunities for improvement have been summarized in this report and further insights will be available through a regional report capturing best practices. Proprietary & Confidential 11
14 The Winners Information collected from CEOs, senior leaders, HR, and employees of participating organizations was collated and presented in a blind format to an independent panel for judging. This panel comprised representatives from academia, HR, and business in South Korea. They not only reviewed the raw scores and HR practices, but also studied the alignment between the employee, CEO and HR voices, to identify the Best Employers. This year, we have included three special awards Commitment to Engagement, Best Employer of Generation Y, and Best Employer of Women to recognize the specific efforts of certain organizations. We are delighted to announce the following 2013 Best Employers for South Korea. Best of Best Employers 2013 Kookmin Bank Best Employers 2013 (in alphabetical order) HanmiGlobal Co., LTD Hanwha Chemical Hyundai Oilbank Intel Korea Johnson & Johnson Vision Care JW Marriott Seoul KT Corporation McDonald s Korea Qualcomm Best Employer for Commitment to Engagement DHL Korea Best Employer for Generation Y FedEx Express, Korea Best Employer for Women Hanwha Life Insurance Proprietary & Confidential 12
15 Contact Information Manasi Vartak Regional Project Manager Best Employers Asia Pacific Benjamin Kim Project Manager Best Employers Korea Austin Kweon Chief Executive Officer Aon Hewitt Consulting Korea Inc Aon Hewitt Consulting Korea Inc. 7th Floor, Gwanghwamun Bldg 211,Sejongno, Jongno-gu Seoul Korea Copyright 2013 Aon Hewitt Singapore Pte. Ltd. This document is intended for general information purposes only and should not be construed as advice or opinions on any specific facts or circumstances. The comments in this summary are based upon Aon Hewitt's preliminary analysis of publicly available information. The content of this document is made available on an as is basis, without warranty of any kind. Aon Hewitt disclaims any legal liability to any person or organization for loss or damage caused by or resulting from any reliance placed on that content. Aon Hewitt reserves all rights to the content of this document. Proprietary & Confidential 13
16 About Aon Hewitt Aon Hewitt is the global leader in human resource solutions. The company partners with organizations to solve their most complex benefits, talent and related financial challenges, and improve business performance. Aon Hewitt designs, implements, communicates and administers a wide range of human capital, retirement, investment management, health care, compensation and talent management strategies. With more than 29,000 professionals in 90 countries, Aon Hewitt makes the world a better place to work for clients and their employees. For more information on Aon Hewitt, please visit Proprietary & Confidential 14 Copyright 2013 Aon Hewitt Singapore Pte. Ltd.
HR Connect Asia Pacific
Best Employers Trends in Hong Kong - Journey to High Performance By Andy Leung, Senior Consultant, and Project Manager of Best Employers Study, Aon Hewitt, Hong Kong In the Best Employers 2.0 Hong Kong
More informationBest Employers Study. Benchmark and measure your organization s people practices and their alignment to business performance.
Best Employers Study 2013 Romania Benchmark and measure your organization s people practices and their alignment to business performance Partners: ENGAGING PEOPLE TO DRIVE BUSINESS PERFORMANCE CREATING
More informationHR Connect Asia Pacific
APAC Secures Increase in Employee Engagement Aon Hewitt s recent Global Employee Engagement study finds that employee engagement levels and employees perceptions of their overall work experience are improving
More informationAon Hewitt Performance, Rewards & Talent. Engagement Solutions. Employee Engagement for the Real World. Risk. Reinsurance. Human Resources.
Aon Hewitt Performance, Rewards & Talent Engagement Solutions Employee Engagement for the Real World Risk. Reinsurance. Human Resources. Employee Engagement for the Real World Regardless of size, industry
More informationTRENDICATORS SURVEY REPORT EMPLOYEES SOUND OFF ON GOAL SETTING & PERFORMANCE FEEDBACK
TRENDICATORS SURVEY REPORT SOUND OFF ON GOAL SETTING & PERFORMANCE FEEDBACK INTRODUCTION More than 60% of all U.S. companies today have processes in place to set individual goals with employees and to
More informationBUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP
BUILDING A CULTURE OF ENGAGEMENT: THE IMPORTANCE OF SENIOR LEADERSHIP Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Senior_leadership_121412_wp
More informationHR Connect Asia Pacific
Engaging Generation-Y in the Workplace: Bridging the Gap between Happy Juniors and Happy Seniors By Geoff Wade, Operations Manager, Regional Talent & Rewards Analytics Center, Aon Hewitt The workplace
More informationAre Your Employees Engaged? Is Your Ethics Culture Supporting Staff Engagement?
Are Your Employees Engaged? Is Your Ethics Culture Supporting Staff Engagement? Presented to: Presented by: Catholic Health Association of Canada 2009 Annual Convention, Vancouver, B.C. Dave Leschasin,
More informationHR Connect Asia Pacific
Employee Engagement Trends in Hong Kong and its Impact on Employers By Andy Leung, Senior Consultant, Aon Hewitt Hong Kong The economic recession that started in 2008 dramatically changed the landscape
More informationEmployee Engagement. Centre for Excellence in Organization
1 Employee Engagement 2 DEFINING EMPLOYEE ENGAGEMENT The individual's involvement and satisfaction with as well as enthusiasm for work A result that is achieved by stimulating employees' enthusiasm for
More informationMEASURING ENGAGEMENT TO UNLOCK YOUR COMPANY S COMPETITIVE ADVANTAGE
MEASURING ENGAGEMENT TO UNLOCK YOUR COMPANY S COMPETITIVE ADVANTAGE Employee engagement is the extent to which employees are motivated to contribute to organizational success and are willing to apply discretionary
More informationEmployee Engagement: Are We Engaged or Just Going Steady?
Employee Engagement: Are We Engaged or Just Going Steady? Joseph Marth, PhD Vice President of Business Solutions Slide 1 Session Overview Foundation in understanding Employee Engagement Definition and
More informationWorkforce Inclusion Sample Entry
Workforce Inclusion Sample Entry Agency Name Gravity Media Program Name ECHO: Driving Success and Inspiring Cultural Change Executive Summary As part of an ongoing effort to recognize and foster the diversity
More informationUAF Administrative Services Work Environment Survey. Prepared for: University of Alaska, Fairbanks Administrative Services
UAF Administrative Services Work Environment Survey Prepared for: University of Alaska, Fairbanks Administrative Services July 2009 UAF Administrative Services Work Environment Survey Prepared for: University
More informationDigital leadership in the Public Sector
Leaders 2020: The next-generation executive Digital leadership in the Public Sector Digital transformation promises great things for the Public Sector and the constituents it serves, from lower costs and
More informationUK Gender Pay Gap Report 2018
UK Gender Pay Gap Report 2018 Our Commitment At Marriott International we pride ourselves on our people-first culture, which has consistently been an enabler of our business success, and has earned us
More informationHuman Resources and Organisational Development: Outcomes
1 Aston People 2020 - Human Resources Strategy Proactively supporting Aston s 2020 Vision Contents Background Page 4 Vision Page 4 Purpose Pages 4-5 Human Resources and Organisational Development: Outcomes
More information50 EMPLOYEE ENGAGEMENT. IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT
50 EMPLOYEE ENGAGEMENT IDEAS and TIPS A LEADER S GUIDE TO EMPLOYEE ENGAGEMENT ! 50 EMPLOYEE ENGAGEMENT IDEAS and TIPS: 50 EMPLOYEE ENGAGEMENT IDEAS AND TIPS 1 2 3 4 5 BE A BETTER BOSS! Immediate manager
More informationLeadership Talent Challenges in APAC: Impact & Solutions
Leadership Talent Challenges in APAC: Impact & Solutions Insights for Learning and Development professionals in APAC on the extent and effect of leadership talent challenges and what they can do about
More informationA GUIDE TO RECRUITING AND MOTIVATING THE BEST TALENT FOR LOCAL COMPANIES GOING GLOBAL
A GUIDE TO RECRUITING AND MOTIVATING THE BEST TALENT FOR LOCAL COMPANIES GOING GLOBAL ABOUT ROBERT WALTERS FOR OVER 30 YEARS, BUSINESSES ACROSS THE GLOBE HAVE RELIED ON US TO FIND THE VERY BEST SPECIALIST
More informationSESSION 3: DIVERSITY AND INCLUSION
SESSION 3: DIVERSITY AND INCLUSION WIN In-House Counsel Day Brisbane 2018 Wednesday, 28 February 2018 www.dlapiper.com Wednesday, 28 February 2018 0 Agenda This session will cover Concepts of diversity
More informationWHY EMPLOYEE ENGAGEMENT MATTERS. Kathy Bowersox
WHY EMPLOYEE ENGAGEMENT MATTERS By Kathy Bowersox Are your employees engaged? Do you know if they are? Do you care? How relevant is employee engagement in terms of business success? In a word, VERY! If
More informationEnhancing Employee Engagement: The Role of the Immediate
Enhancing Employee Engagement: The Role of the Immediate Supervisor Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. enhance_engagement_111312_wp
More information2018 APAC WORKFORCE INSIGHTS
2018 APAC WORKFORCE INSIGHTS Gig Economy: How Free Agents Are Redefining Work Q1 2018 CONTENTS 01 Summary 02 Trends 05 Key Drivers Behind the Trends 08 Impact 12 Methodology 12 Workforce Profile INTRODUCTION
More informationSECTION 1: Salary and Workplace Issues
state of the industry report A Report By Prospect and PublicAffairsAsia 2018 SECTION 1: Salary and Workplace Issues An Annual Report By Prospect and PublicAffairsAsia To download the full report visit:
More informationWhat really makes people happy at work? Insights from The Happiness Indicator a snapshot view of workplace happiness
What really makes people happy at work? Insights from The Happiness Indicator a snapshot view of workplace happiness 2 The Happiness Indicator TM Contents Introduction... 4 Executive summary... 7 The top-10
More informationCONTENTS. 2 Winning hearts
Win hearts & minds CONTENTS A little intro from Gordon...4 A Winning Hearts history lesson...6 HR plans for 2014 and beyond...7 Our vision, mission and values...8 Our values in action...10-14 The new Winning
More informationWHY DO EMPLOYEES LEAVE?
TRENDICATORS SURVEY REPORT WHY DO EMPLOYEES LEAVE? Learn why employees seek employment elsewhere and what you can do to reduce voluntary turnover. The Current Retention Challenge 25 % of employees will
More informationWORKPLACE EMPATHY. E-book
STATE OF Overview WORKPLACE EMPATHY E-book 2018 State of Workplace Empathy 2 Respondents Across Job Roles, Company Sizes, and Industries Audience Sample Size Margin of Error Employees HR Professionals
More informationConsulting Talent & Organization. Engagement 2.0. Focus on the Right People. Build the Excitement. Preserve the Passion.
Consulting Talent & Organization Engagement 2.0 Focus on the Right People. Build the Excitement. Preserve the Passion. Focus on the Right People. Build the Excitement. Preserve the Passion. As the economy
More information2013 Compensation Planning Webinar
2013 Compensation Planning Webinar Creating a Talent Management Advantage Through Compensation Prepared by Consulting Performance, Reward & Talent Today s Discussion Topics Context for 2014 Compensation
More informationCreating a Compelling Employment Value Proposition. Strategic Advisory Communication
Creating a Compelling Employment Value Proposition Strategic Advisory Communication 2018 Table of Contents Creating Your Employment Value Proposition....1 Expect More from Your EVP....2 Building Your EVP....5
More informationCreating a Customer Centric Organization
RESEARCH BRIEF Creating a Customer Centric Organization The Key Drivers of Customer Loyalty Bill Kowalski Integrity Solutions The Sales Management Association +1 312 278-3356 www.salesmanagement.org 2009
More informationGALLUP S PERSPECTIVE ON. Designing Your Organization s Employee Experience
GALLUP S PERSPECTIVE ON Designing Your Organization s Employee Experience COPYRIGHT STANDARDS This document contains proprietary research, copyrighted and trademarked materials of Gallup, Inc. Accordingly,
More informationCould trust cost you a generation of talent? Global generations 3.0: A global study on trust in the workplace
Could trust cost you a generation of talent? Global generations 3.0: A global study on trust in the workplace EY s new global survey of full-time workers in eight countries Headline 1 reveals that less
More information2014 Employee Intentions Report
Finding the Right Role Employee Trends Job Security Overseas Opportunities SALARY Australia 2014 www.pagepersonnel.com.au contents executive overview 3 attracting new talent 4 retaining top performers
More informationBest Employers - Asia 2016
Best Employers - Asia 2016 Registration Form Please complete your contact information and survey details on the form below and an Aon Hewitt consultant will follow up with you to confirm your registration.
More informationConsulting Talent & Rewards. The Preparation Game
Consulting Talent & Rewards The Preparation Game 1 Contents Coffee Summary 3 Assessing Leaders for the Future 4 The Development Emphasis 5 Critical Leadership Competencies: Country Perspective 6 Critical
More informationBuilding a Culture of Employee Effectiveness & Engagement. It Requires More Than Just a Survey
Building a Culture of Employee Effectiveness & Engagement It Requires More Than Just a Survey 1 Employee Engagement is a Critical Human Capital Outcome That Drives Business Performance Business Objectives/Outcomes
More informationWhat really makes people happy at work? Insights from The Happiness Indicator a real-time view of workplace happiness
What really makes people happy at work? Insights from The Happiness Indicator a real-time view of workplace happiness Contents Introduction... 4 Executive summary... 7 The Top 10 factors affecting workplace
More informationRESEARCH BRIEF Employee Engagement Higher at Double-Digit Growth Companies
H RESEARCH BRIEF Employee Engagement Higher at Double-Digit Growth Companies Double-Digit Growth and Engagement People are a key component of any company s ability to execute its strategies and achieve
More informationThe State of Work-Life Balance in Hong Kong 2010 Survey. Research Findings Launch Event
The State of Work-Life Balance in Hong Kong 2010 Survey Research Findings Launch Event 1 Introduction Robin Bishop Chief Operating Officer Community Business 2 Today s Agenda Time 8:40am 8:45am 8:50am
More information2016 EMPLOYEE SURVEY RESULTS AND ANALYSIS
2016 EMPLOYEE SURVEY RESULTS AND ANALYSIS JULY 2016 Survey Administered by the Institutional Effectiveness Committee March-June 2016 Report Prepared by the Office of Institutional Advancement Data Support
More informationActively Disengaged & Staying
Aon Hewitt Talent, Rewards & Performance Actively Disengaged & Staying Dealing with prisoners in the workplace October 2016 Risk. Reinsurance. Human Resources. Introduction The unfortunate reality is that
More informationTHE ROLE OF THE IMMEDIATE SUPERVISOR
ENHANCING EMPLOYEE ENGAGEMENT: THE ROLE OF THE IMMEDIATE SUPERVISOR Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Enhance_engagement_062513_wp_EMEA
More informationCommitted to Consulting Excellence
www.pwc.co.uk/consulting Committed to Consulting Excellence MCA Annual Declaration February 2017 Consulting Excellence Our annual declaration Our goal is to always be the leading firm in the eyes of our
More informationGetting Real About Creating a High-Performance Culture
Getting Real About Creating a High-Performance Culture October 2013 Consulting Performance, Reward and Talent 2013 Aon plc Following the Great Recession, many organizational cultures have suffered as leaders
More informationEmployee Engagement Now More Than Ever!
Employee Engagement Now More Than Ever! Understanding, Measuring, and Improving Engagement in Your Organization Leading, and Managing Today s Workforce SIHRMA Skagit-Island Human Resource Management Association
More information2.1 Overview by industry type Overview by managerial level Overview by international comparisons Overview by index comparisons 4
Macau Management Capability Index (MMCI) 2017 Contents 1 Executive Summary 2 2 Key findings 3 2.1 Overview by industry type 3 2.2 Overview by managerial level 3 2.3 Overview by international comparisons
More information2018 UK Gender Pay Gap Report
2018 UK Gender Pay Gap Report Introduction Our commitment Understanding gender pay reporting vs. equal pay Awards and recognition Our UK gender pay results as of April 2018 Conclusion Key findings from
More informationThe Intersection of Brand and Culture: Leveraging Engaged Employees as Brand Ambassadors
The Intersection of Brand and Culture: Leveraging Engaged Employees as Brand Ambassadors Presented by: Cindy Mielke, CPIM IMA Recognition Council President Strong Brands Command a premium price Pave
More informationCan recognizing the wrong answers drive the right behaviors?
Showcase Recognition Can recognizing the wrong answers drive the right behaviors? The better the question. The better the answer. The better the question. The better the answer. The better the theworld
More informationWhat is a great workplace? What can organizations do to create and sustain a great workplace culture?
SOME KEY QUESTIONS Are organizations that are great workplaces more successful as well? What is a great workplace? What can organizations do to create and sustain a great workplace culture? Is it easier
More informationGENDER PAY GAP REPORT 2018
01 / FOREWORD At Britvic, we are on a journey to meet our vision of becoming the most dynamic, creative and trusted soft drinks company in the world. In 2013 we set a target, through our Healthier Everyday
More informationThe Case for Employee Recognition. Build Your Case for an Employee Recognition Strategy
The Case for Employee Recognition Build Your Case for an Employee Recognition Strategy The Modern Workforce and Changing Workplace Organizations Now Complement Hierarchy with Cross-Functionality As organizations
More informationFor over two decades, the successful teachings and practices of Edward
c01.qxd 5/4/07 9:33 AM Page 11 Emergence of Human Factors For over two decades, the successful teachings and practices of Edward Deming, Joseph Juran, Quality Management, Total Quality Management, and
More informationFeedback report. Employee effectiveness
Feedback report Employee effectiveness Organization report 7/13/2011 Table of contents About employee effectiveness 1 Survey response rates 2 Engagement and enablement results 3 Your employee effectiveness
More informationENGAGE BY STAGE. Research Report. Understanding how career stage affects employee engagement
ENGAGE BY STAGE Research Report Understanding how career stage affects employee engagement BEYOND AGES: Engaging Employees at All Career Stages While companies tend to default to age as the driver in engaging
More informationGender Pay Report 2017
Gender Pay Report 2017 A message from the Chairman This is our first public report on gender pay and I m pleased that the data it contains reflects ExxonMobil s longstanding commitment to equal pay, consistent
More informationEMPLOYEE RETENTION & TALENT MANAGEMENT
EMPLOYEE RETENTION & TALENT MANAGEMENT "Creating Best Places to Work" Employee Retention & Talent Management Solutions The Chart Your Course International Employee Retention Training solutions are designed
More informationNYC CUPA-HR CHAPTER FALL MEETING BEYOND THE REPORT CARD UNLEASHING THE POWER OF PERFORMANCE MANAGEMENT
NYC CUPA-HR CHAPTER FALL MEETING BEYOND THE REPORT CARD UNLEASHING THE POWER OF PERFORMANCE MANAGEMENT OCTOBER 29, 2014 Karen Hutcheson Partner Ilene Siscovick Partner This document presents an overview
More informationOut & Equal - Leadership Day Diagnosing and Optimizing Inclusion for LGBT Employees
Out & Equal - Leadership Day Diagnosing and Optimizing Inclusion for LGBT Employees Nathan Dunlap, Sarah Froning, Meg Gibbon, and Dale Woods October 4, 2016 2016 Willis Towers Watson. All rights reserved.
More informationThe Growing Talent Crisis. challenges and solutions
The Growing Talent Crisis challenges and solutions The Growing Talent Crisis challenges and solutions Executive Summary Employers throughout the world increasingly are struggling to keep pace with expanding
More informationMCE Talent Management and HR
MCE Talent Management and HR Page 1 Retain, Develop and Engage Your Management Talent Your people are your most expensive asset. Success depends on making sure this asset is productive. There are three
More informationTalent Management in High Growth Market An Interview with Dr. James Eyring, Chief Operating Officer, Organisation Solutions Pte Ltd
Talent Management in High Growth Market An Interview with Dr. James Eyring, Chief Operating Officer, Organisation Solutions Pte Ltd In the Executive Dialogue Series on Talent Management in Asia, on 31
More informationOVERVIEW. We are talentsmoothie organisational development consultants. talentsmoothie.com
OVERVIEW We are talentsmoothie organisational development consultants Connecting organisations and people We are experts in Employee Value Proposition (EVP), Employee Engagement, Effective Leadership,
More informationA quarter of Hong Kong employees believe their jobs offer no hope of enjoyment, according to the latest Happiness Survey from jobsdb
For immediate release A quarter of Hong Kong employees believe their jobs offer no hope of enjoyment, according to the latest Happiness Survey from jobsdb Unhappy Hong Kong employees feel that resigning
More informationEnabling, Engaging, & Rewarding Employees A Study of Most Admired Companies
Enabling, Engaging, & Rewarding Employees A Study of Most Admired Companies Tom McMullen Mexico City (April 6, 2011) Fortune survey of World s Most Admired Companies What is it? Fortune has combined the
More informationEMPLOYER BRANDING, HIRING & RETENTION. Sarinah Abu Bakar
EMPLOYER BRANDING, HIRING & RETENTION Sarinah Abu Bakar Employer Branding.. Why Brand Employer Branding : Shaping and maintaining an image in the minds of potential candidates in the market that the company,
More informationBENCHMARK REPORT 2016 Employee Engagement in Healthcare
HEALTHSTREAM ENGAGEMENT INSTITUTE BENCHMARK REPORT 2016 Employee Engagement in Healthcare PROVIDED BY Katie Owens, Vice President, HealthStream Engagement Institute Jim Eggers, Senior Research Analyst
More informationYour Voice 2018, BCLC s Employee Survey Comprehensive Report
Your Voice, BCLC s Employee Survey Comprehensive Report 1 Contents Engagement Analysis Factor Analysis 1 1 9 Self-Reported Improvements & Priorities Key Metrics 0 Evolution Over Last Years Agility Index
More informationUK Gender Pay Gap Report 2017
UK Gender Pay Gap Report 2017 A message from Clare Lee Head of Human Resources Great Britain & Ireland Women have been part of building Johnson & Johnson since our founding more than 130 years ago, when
More informationI Know What You Said, Now Tell Me More! The Value of Non-Anonymous Surveys. White Paper
I Know What You Said, Now Tell Me More! The Value of Non-Anonymous Surveys White Paper TalentKeepers is celebrating 15 years of providing award-winning employee engagement and retention solutions to help
More informationPay equity: A cause worth pursuing. Moving from compliance to impact
Pay equity: A cause worth pursuing Moving from compliance to impact Introduction The spotlight on pay equity, and particularly gender pay equity, is brighter than ever before due to a combination of economic,
More informationEMPLOYEE ENGAGEMENT BENCHMARK STUDY, 2017
EMPLOYEE ENGAGEMENT BENCHMARK STUDY, 2017 ANNUAL STUDY EXAMINES 5,000+ U.S. EMPLOYEES By Bruce Temkin, CCXP Customer Experience Transformist & Managing Partner Aimee Lucas, CCXP Customer Experience Transformist
More informationNext-gen workforce: secret weapon or biggest challenge?
Next-gen workforce: secret weapon or biggest challenge? 1 A new generation enters the workforce. Generation Z is coming of age. Rarely, if ever, has the world experienced so much change as has happened
More informationThe changing face of Australia
ASX 200 Roundtable Summary paper 2012 The changing face of Australia ASX 200 Supporting Partner Tackling the culture challenge with a new look workforce The Australian Institute of Company Directors hosted
More information2017 UK Gender Pay Gap Report
2017 UK Gender Pay Gap Report Welcome Avon is committed to pursuing a global culture that respects and fully values the strengths and differences of all our employees. Our goal is to offer a work environment
More informationThis report was obtained (via FOIA) and posted by AltGov2.
This report was obtained (via FOIA) and posted by AltGov2 www.altgov2.org/fevs 2014 CFPB annual employee survey December 2014 Introduction Interpretation of results More than 83 percent of the CFPB employee
More informationHR Connect Asia Pacific
China and Hong Kong Compensation Trends and Outlook By Peter Zhang, Vice-President, Aon Hewitt China and Tzeitel Fernandes, Principal and Broad Based Rewards and Executive Compensation Leader, Aon Hewitt
More informationWhat the most. successful. CEOs know SHAPE FINANCIAL PERFORMANCE
What the most successful CEOs know H O W I N T E R N A L C E O C O M M U N I C AT I O N S SHAPE FINANCIAL PERFORMANCE In today s pressure cooker of a business world, there s an under-used resource many
More informationOUR PEOPLE STRATEGY
OUR PEOPLE STRATEGY 2017-2020 Front cover inset image Daniel Overturf PEOPLE STRATEGY 3 INTRODUCTION The Historic Environment Scotland (HES) Corporate Plan sets out our ambition to be the lead Public Body
More informationChief Executive Statement
Gender Pay Gap Chief Executive Statement The provision of efficient and effective sustainable communities and transport infrastructure is vital to the UK s growth and economic prosperity. Our business
More information1925 San Jacinto Blvd., D3500 Phone (512) Austin, Texas Fax (512)
REPORT ID: 1514-265 Introduction... 1 The Survey... 2 Employee Engagement... 3 People... 4 Constructs... 5 Areas of Strength and Concern... 6 Climate... 7 Focus Forward... 8 Appendix B: Primary Items...
More informationTHE FUTURE OF WORK: ASIA PACIFIC DECEMBER 2017 THE FUTURE OF WORK: ASIA PACIFIC
THE FUTURE OF WORK: ASIA PACIFIC DECEMBER 2017 METHODOLOGY 27% 16% 14% 7% 12% 11% 12% HONG KONG KOREA CHINA AUSTRALIA AND NEW ZEALAND INDIA SOUTHEAST ASIA TAIWAN Total Respondents - 4702 521 558 1261 761
More informationAssessing reward effectiveness: A survey of reward, HR, and line executives
Loyola University Chicago From the SelectedWorks of Dow Scott 2014 Assessing reward effectiveness: A survey of reward, HR, and line executives Dow K. Scott, Loyola University Chicago T. McMullen Available
More informationCompensation & Motivation. October 6, 2014
Compensation & Motivation October 6, 2014 Don MacPherson President & Co-Founder dmacpherson@modernsurvey.com 612-399-3837 Twitter: @macpherson_d Website: www.modernsurvey.com Blog: http://www.modernsurvey.com/author/don-macpherson
More informationBuilding a Culture of Employee Engagement in Government
Building a Culture of Employee Engagement in Government What We ll Cover 1. What is employee engagement and why does it matter? 2. Measuring engagement 3. Improving engagement 4. Creating an engagement
More informationDriving Higher Performance Through Inclusion & Diversity June 28, 2013
Driving Higher Performance Through Inclusion & Diversity June 28, 2013 Copyright 2013 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. Workshop
More informationManaging Workforce Generational Differences. August 10, 2012
Managing Workforce Generational Differences August 10, 2012 Introduction Steve Jacobs Senior Manager at Ernst & Young Career Background Overview of Performance & Reward Contact Information +1 312 879 3112
More informationMcKinsey Global Survey results: Leadership through the crisis and after
McKinsey Global Survey results: Leadership through the crisis and after Executives have markedly changed their leadership styles in the past year and not always in the ways they think will help their companies
More informationDIVERSITY AND INCLUSION
2012 Snapshot BEST PLACES TO WORK IN THE FEDERAL GOVERNMENT ANALYSIS DIVERSITY AND INCLUSION U.S. demographics are shifting, with the federal government serving a more diverse population than ever before.
More informationRESEARCH REPORT SHRM / GLOBOFORCE. Employee Recognition Survey FALL 2012 REPORT THE BUSINESS IMPACT OF EMPLOYEE RECOGNITION
SHRM / GLOBOFORCE Employee Recognition Survey FALL 2012 REPORT THE BUSINESS IMPACT OF EMPLOYEE RECOGNITION RESEARCH REPORT EXECUTIVE SUMMARY SHRM/Globoforce Fall 2012 Report // 2 Succession planning, employee
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationEmployee engagement. Introduction. benchmark trends report. Our ETS benchmark
Employee Introduction We re delighted to publish this employee. It s heartening that so many companies now run an employee survey. However, for lots of them, it can still be a challenge to demonstrate
More informationDynamic Employee Engagement in Times of Change
Dynamic Employee Engagement in Times of Change Mark Norman 2014 by Mark Norman on behalf of Schulich Executive Education Centre (SEEC). All rights reserved. No part of this publication may be reproduced,
More informationEMPLOYEE ENGAGEMENT AND RETENTION IN CANADA S NONPROFIT SECTOR
EMPLOYEE ENGAGEMENT AND RETENTION IN CANADA S NONPROFIT SECTOR A discussion paper based on employee survey data collected as part of the 2016 Nonprofit Employer of Choice (NEOC) Awards program INTRODUCTION
More informationOUR 2017 UK GENDER PAY GAP REPORT MARSH. April 2018
OUR 2017 UK GENDER PAY GAP REPORT MARSH April 2018 Marsh & McLennan Companies welcomes people from all walks of life and is committed to accelerating the advancement of women. The more diverse the backgrounds
More informationTaking a Global Stance on Employee Engagement Benchmarking against the World s Most Admired Companies
Taking a Global Stance on Employee Engagement Benchmarking against the World s Most Admired Companies A leading global provider of transport and logistics solutions Established in 1982 in Jordan and now
More informationHR Top Priorities In 2016:
HR Top Priorities In 2016: Employees Engagement Rewards, Recognition & Benefits Packages Communication Driving Value and Outcomes in a Shifting Employee Landscape Today Ways to more effectively engage
More information