CEB HR Employee Engagement. CARE (Dec 2014)

Transcription

1 CARE (Dec 2014)

2 Report Agenda 1. Engagement Capital Overview 2. Employee Engagement Executive Summary 3. Employee Engagement Deep-Dives 4. Survey Demographics 5. Appendix

3 Engagement Capital Overview A majority of employees experienced or anticipate changes at their organization in the next year, highlighting the need for a dynamic measurement of engagement. Sixty percent of employees anticipate organizational change in the next year, which affects expectations of the future. Static Measures Do Not Account for Organizational Change Perceived Importance of Time Measures in Engagement Surveys Compared to Prevalence 43% Future Expectations 6% Future Expectations Percentage of Employees Expecting a Significant Change in the Next Year 40% No 60% Yes Fifty-one percent of employees experienced organizational change in the past year, which affects perceptions of past events. 28% Present Experiences 87% Present Experiences n = 11,063. However, 87% of HR executives indicate that their engagement measures effectively measure perceptions of present experiences only. 29% Past Events Percentage of Employees Experiencing a Significant Change Over the Past Year 49% No Percentage of HR Executives Indicating Time Period as Most Important Measure 7% Past Events Percentage of HR Executives Indicating Time Period Their Survey Effectively Measures n = 11, % Yes n = 354. Source: CEB HR Engagement Research Survey.

4 Engagement Capital Overview CEB HR s measure of engagement evaluates employees temporal commitment. 1 CEB HR s Temporal Measurement of Engagement: Engagement Capital Sample Questions Respondents provided feedback regarding their perceptions of employment events over the past two years, their current attitudes about day-to-day experiences, and their expectations regarding future experiences at the organization. PAST EVENTS PRESENT EXPERIENCES FUTURE EXPECTATIONS My organization has consistently treated me well. I trust my organization. I enjoy working on my day to day tasks and assignments. I look forward to going to work. I am confident about the future performance of my organization. I am confident I will have a successful career at my organization. 1 Please see the Appendix for a full list of questions.

5 Engagement Capital Overview CEB HR s Model of Engagement Engagement capital refers to the amount of commitment, discretionary effort, and intent to stay that employees exhibit given the combination of their past events, present expectations, and expectations about the future. Engagement Capital Past Events Employees emotional and rational commitment based on their perception of previous events with their employer Present Experiences Employees emotional and rational commitment based on their perception of present experiences Future Expectations Employees emotional and rational commitment based on their expectations of their future employment experience Talent Outcomes Discretionary Effort/ Performance Intent to Stay/ Retention Organizational Performance Revenue Profit Customer Satisfaction

6 Past Events and Future Expectations Account For Nearly One-Half of Employees Discretionary Effort and Two-Thirds of Intent to Stay Relative Importance of Past, Present, and Future Engagement in Explaining Variation in Discretionary Effort and Intent to Stay

7 Report Agenda 1. Engagement Capital Overview 2. Employee Engagement Executive Summary 3. Employee Engagement Deep-Dives 4. Survey Demographics 5. Appendix

8 Employee Engagement Executive Summary Interpreting the Results This report has been designed to help you easily understand and interpret the results of your employee engagement survey. It is intended to provide an overview of your results. Contents include: Engagement Capital Score Engagement Index Scores Top Engagement Strengths Top Engagement Gaps Resources to help you address each engagement driver Scores are presented as percent favorable, unfavorable, and neutral. 1. Percent Favorable: Employees who responded positively - with sixes and sevens. 2. Percent Neutral: Employees who responded in the middle - with threes, fours, and fives. 3. Percent Unfavorable: Employees who responded negatively - with ones and twos. When looking through your report it is useful to consider: External s: How does your organization score relative to other mid-sized organizations? Use the external benchmark to set realistic goals for your engagement initiatives. Internal s: Identify success areas across the entire employee population or within specific segments and apply those practices to weak spots in the organization. Percentage of Neutral Responses: These represent the up-for-grabs, i.e. people who have not committed to the organization yet but who could if they see changes for the better.

9 Executive Summary Overview of Engagement Capital at CARE Engagement Capital Score The Engagement Capital score is the average of the Engagement Capital Past, Present, and Future questions. This metric is designed to give you an overall score of the amount of commitment, discretionary effort, and intent to stay that employees exhibit. Percent Favorable Overall Score CARE Engagement Capital 69% (n=1,497) 61% (n=264,296) Top Engagement Gaps The Top Engagement Gaps refers to your two lowest engagement scores. Engagement Metric CARE Difference From Compensation & Rewards 44% (n=1,497) 4% Intent to Stay 46% (n=1,497) -19% Top Engagement Strengths The Top Engagement Strengths refers to your two highest engagement scores. Engagement Metric CARE Difference From Employee Commitment 93% (n=1,497) 12% Discretionary Effort 86% (n=1,497) 0% Employee Engagement Metrics The index metrics below allow you to identify areas of strength and areas for improvement across the entire organization. Percent Favorable in this report refers to the percentage of employees who scored primarily sixes or sevens. Percent Favorable Engagement Metric CARE Engagement Capital (Past) 70% (n=1,497) 62% (n=259,901) Engagement Capital (Present) 82% (n=1,497) 66% (n=266,515) Engagement Capital (Future) 56% (n=1,497) 54% (n=266,473) Discretionary Effort 86% (n=1,497) 86% (n=266,602) Intent to Stay 46% (n=1,497) 66% (n=266,389) Employee Commitment 93% (n=1,497) 82% (n=79,864) Culture/Values 82% (n=1,497) 65% (n=265,246) Work Environment 53% (n=1,497) 51% (n=266,570) Manager 66% (n=1,497) 60% (n=266,511) Career/Performance 65% (n=1,497) 56% (n=266,559) Compensation & Rewards 44% (n=1,497) 40% (n=266,499) Communication 58% (n=1,497) 49% (n=122,012) Leadership 50% (n=1,497) 47% (n=110,106) The benchmark values reported are averages of all responses globally for each question included in the survey. The global benchmark is made up of over 180 like-sized organizations from over 20 industries.

10 Report Agenda 1. Engagement Capital Overview 2. Employee Engagement Executive Summary 3. Employee Engagement Deep-Dives 4. Survey Demographics 5. Appendix

11 Engagement Capital - Overall The Engagement Capital metric is designed to provide you with a high level, quick view into your organization s overall levels of engagement. The subsequent questions will help you determine what is driving the overall engagement score, be that positive or negative. Is it Manager Quality? Work Environment? Communications? Average Count 5% 26% 69% 6% 33% 61% 5.7 1, ,296

12 Engagement Capital (Past) The questions within this section are designed to help you understand how past events have affected employees discretionary effort and intent to stay. Average Count 4% 26% 70% 6% 31% 62% 5.7 1, ,901 Additional Resources Please find resources below to help you take action on this item. Focus Group Implementation Guide: Use this template to organize and facilitate a focus group. Conducting Employee Focus Groups: Conduct focus groups and analyze the results to determine the driving practices behind engagement scores.

13 Engagement Capital (Past) Deep-Dives The questions within this section are designed to help you understand how past events have affected employees discretionary effort and intent to stay. My organization has consistently treated me well. 5% 27% 69% 5% 28% 67% Average Count 5.6 1, ,542 I trust my organization. Average Count 4% 25% 70% 7% 35% 58% 5.7 1, ,259

14 Engagement Capital (Present) The questions within this section are designed to help you understand how present experiences are affecting employees discretionary effort and intent to stay. Average Count 2% 16% 82% 4% 29% 66% 6.1 1, ,515 Additional Resources Please find resources below to help you take action on this item. Employee Communication Process Map: Help managers craft and deliver clear, focused, and directed messages to employees. On-The-Job Learning: Encourage employees and managers to get the most from on-the-job learning. Intranet Fast Pack: Create virtual peer-to-peer support platforms for your employees using technology.

15 Engagement Capital (Present) Deep-Dives The questions within this section are designed to help you understand how present experiences are affecting employees discretionary effort and intent to stay. I enjoy working on my day-to-day tasks and assignments. 1% 16% 82% 3% 26% 71% Average Count 6.1 1, ,531 I look forward to going to work. Average Count 3% 16% 82% 5% 33% 61% 6.1 1, ,499

16 Engagement Capital (Future) The questions within this section are designed to provide insight into how employees discretionary effort and intent to stay is affected by their expectations of what is to come within the organization over the next two years. Average Count 7% 37% 56% 8% 38% 54% 5.3 1, ,473 Additional Resources Please find resources below to help you take action on this item. Career Planning Conversation Guide: Provide managers with a guide for a career planning conversation and help them articulate long-term vision. Customizable Presentation on Firm Values and Mission: Communicate the organizational vision and connect employees to the future of the organization. Checklist for Connecting Employees to the Organization s Vision: View this list of activities organizations can employ to connect new hires to the organization's vision.

17 Engagement Capital (Future) Deep-Dives The questions within this section are designed to provide insight into how employees discretionary effort and intent to stay is affected by their expectations of what is to come within the organization over the next two years. I am confident about the future performance of my organization. 7% 37% 56% 8% 36% 57% Average Count 5.3 1, ,508 I am confident I will have a successful career at my organization. Average Count 7% 37% 56% 9% 40% 51% 5.3 1, ,437

18 Discretionary Effort The questions within this section measure employees discretionary effort. Discretionary effort refers to employees willingness to go above and beyond the call of duty, such as helping others with heavy workloads, volunteering for additional duties, and looking for ways to perform the job more effectively. Average Count 1% 13% 86% 1% 13% 86% 6.2 1, ,602 Additional Resources Please find resources below to help you take action on this item. Shell - "Root Causes" of Successes: Drive collaborative learning by helping peers be learning partners. Success root cause analysis tool Scottish Enterprise - Action Based Learning: Drive on-the-job learning among employees by helping them anticipate and reflect upon what they learn. Connecting Employees to the Organization: Ensure that managers understand how to communicate the connection between employees' roles and organizational strategy and success.

19 Discretionary Effort Deep-Dives The questions within this section measure employees discretionary effort. Discretionary effort refers to employees willingness to go above and beyond the call of duty, such as helping others with heavy workloads, volunteering for additional duties, and looking for ways to perform the job more effectively. I frequently try to help others with heavy workloads. 1% 22% 77% 1% 20% 79% Average Count 6.0 1, ,567 When needed, I am willing to put in the extra effort to get a job done. Average Count 1% 4% 95% 1% 6% 94% 6.5 1, ,636

20 Intent to Stay The questions within this section measure employees intent to stay. Intent to stay refers to employees desire to stay with the organization, based on whether they intend to look for a new job within a year, whether they frequently think of quitting, whether they are actively looking for a job, or have begun to take tangible steps like placing phone calls or sending out resumes. Responses for the Intent to Stay questions are reversed scored (7 transformed to 1, 6 to 2, etc.). As a result, the percentage of employees scoring favorably equals the percentage of employees who intend to stay or have no intention of leaving the organization. Average Count 19% 35% 46% 10% 25% 66% 4.6 1, ,389 Additional Resources Please find resources below to help you take action on this item. Identify Signs of Employee Disengagement: Equip managers to identify signs of employee disengagement. Novartis - Manager Awareness about Employees: Build manager awareness about employees. Manager retention awareness-building checklist

21 Intent to Stay Deep-Dives The questions within this section measure employees intent to stay. Intent to stay refers to employees desire to stay with the organization, based on whether they intend to look for a new job within a year, whether they frequently think of quitting, whether they are actively looking for a job, or have begun to take tangible steps like placing phone calls or sending out resumes. Responses for the Intent to Stay questions are reversed scored (7 transformed to 1, 6 to 2, etc.). As a result, the percentage of employees scoring favorably equals the percentage of employees who intend to stay or have no intention of leaving the organization. I am actively looking for a job with another organization. 17% 43% 40% 9% 29% 62% Average Count 4.5 1, ,356 I have recently made phone calls or sent out my resume in order to find a job with another organization. Average Count 21% 26% 53% 10% 21% 69% 4.8 1, ,422

22 Employee Commitment The questions within this section measure the extent to which employees value, enjoy, and believe in their jobs, managers, teams, or organizations. Average Count 0% 6% 93% 1% 17% 82% 6.5 1, ,864 Additional Resources Please find resources below to help you take action on this item. Employee Retention Conversation Guide: Help managers identify what motivates their employees and effectively communicate the company s commitment to retaining that employee. Manager Training Resource Center: Improve managers ability to: Engage and motivate employees Coach and deliver informal feedback Provide performance reviews and formal feedback Communicate change and organizational goals

23 Employee Commitment Deep-Dives The questions within this section measure the extent to which employees value, enjoy, and believe in their jobs, managers, teams, or organizations. I am strongly committed to helping my organization achieve its vision and goals. 0% 6% 93% 1% 17% 82% Average Count 6.5 1, ,864

24 Culture/Values The questions within this section measure employees perceptions of how well the organization has established corporate values and whether or not the organization lives up to those values. If utilized effectively, values can have up to a 13% impact on engagement capital. Average Count 3% 16% 82% 4% 31% 65% 6.0 1, ,246 Additional Resources Please find resources below to help you take action on this item. Workforce of Brand Ambassadors (JetBlue Airways Corporation): Create shared responsibility for organization values among employees. ScotiaBank's Decision Criteria: Evaluate strengths, corporate strategy, and investment cost to determine the best attributes to incorporate into your value proposition. Employment Value Proposition (EVP) Resource Center: (Re)design and communicate your employment brand to employees.

25 Culture/Values Deep-Dives The questions within this section measure employees perceptions of how well the organization has established corporate values and whether or not the organization lives up to those values. If utilized effectively, values can have up to a 13% impact on engagement capital. I believe in my organization s values. 2% 11% 86% 4% 29% 67% Average Count 6.2 1, ,246

26 Culture/Values Deep-Dives (cont.) The questions within this section measure employees perceptions of how well the organization has established corporate values and whether or not the organization lives up to those values. If utilized effectively, values can have up to a 13% impact on engagement capital. I understand my organization s corporate values. 1% 12% 87% 4% 31% 65% Average Count 6.1 1, ,798

27 Culture/Values Deep-Dives (cont.) The questions within this section measure employees perceptions of how well the organization has established corporate values and whether or not the organization lives up to those values. If utilized effectively, values can have up to a 13% impact on engagement capital. I believe my organization is committed to upholding our corporate values. 4% 23% 73% 4% 34% 62% Average Count 5.7 1, ,933

28 Work Environment The questions within this section measure the impact work-life balance and innovation have on employees discretionary effort and intent to stay. An innovative organization and a strong work-life balance can have a 10% impact on engagement capital. Average Count 9% 38% 53% 10% 40% 51% 5.2 1, ,570 Additional Resources Please find resources below to help you take action on this item. Creating a Compelling Work Life Balance Proposition: Focus work-life benefits on what provides more perceived value to employees. Employee Involvement Events (Waste Management, Inc.): Build strong employee relationships by distributing ownership among volunteers and unifying them around small-scale goals that have a tangible impact on day-to-day performance. One Thousand Ideas Portal (Millennium bcp): Create a portal that allows employees to propose, select, and implement ideas that drive organizational success.

29 Work Environment Deep-Dives The questions within this section measure the impact work-life balance and innovation have on employees discretionary effort and intent to stay. An innovative organization and a strong work-life balance can have a 10% impact on engagement capital. Employee feedback influences decisions at my organization. 14% 49% 37% 16% 50% 34% Average Count 4.7 1, ,341 My organization encourages work-life balance. Average Count 11% 40% 49% 13% 42% 45% 5.0 1, ,418

30 Work Environment Deep-Dives (cont.) The questions within this section measure the impact work-life balance and innovation have on employees discretionary effort and intent to stay. An innovative organization and a strong work-life balance can have a 10% impact on engagement capital. My organization demonstrates openness to new ideas. 7% 38% 55% 8% 44% 47% Average Count 5.3 1, ,328

31 Work Environment Deep-Dives (cont.) The questions within this section measure the impact work-life balance and innovation have on employees discretionary effort and intent to stay. An innovative organization and a strong work-life balance can have a 10% impact on engagement capital. I have the freedom to make decisions on my own to get my job done. 8% 38% 54% 6% 33% 61% Average Count 5.3 1, ,928

32 Work Environment Deep-Dives (cont.) The questions within this section measure the impact work-life balance and innovation have on employees discretionary effort and intent to stay. An innovative organization and a strong work-life balance can have a 10% impact on engagement capital. The people I work with cooperate to get the job done. 3% 28% 70% 4% 28% 68% Average Count 5.7 1, ,570

33 Manager The questions within this section measure managers ability to enable commitment among direct reports to their job, their team, and the organization. Managers frequent interactions with employees provide them with numerous opportunities to impact the engagement of their direct reports. Managers with strength across multiple attributes will achieve great gains in employee commitment and, as a result, will see heightened performance and reduced attrition among their reports. Average Count 7% 27% 66% 9% 31% 60% 5.6 1, ,511 Additional Resources Please find resources below to help you take action on this item. Manager Training Resource Center: Improve managers ability to: Engage and motivate employees Provide performance reviews and formal feedback Coach and deliver informal feedback Communicate change and organizational goals

34 Manager Deep-Dives The questions within this section measure managers ability to enable commitment among direct reports to their job, their team, and the organization. Managers frequent interactions with employees provide them with numerous opportunities to impact the engagement of their direct reports. Managers with strength across multiple attributes will achieve great gains in employee commitment and, as a result, will see heightened performance and reduced attrition among their reports. My manager communicates well with me, giving me clear feedback on my work and performance. 8% 28% 64% 11% 31% 58% Average Count 5.5 1, ,497 My manager helps me understand my responsibilities. Average Count 6% 28% 66% 8% 29% 63% 5.5 1, ,511

35 Manager Deep-Dives (cont.) The questions within this section measure managers ability to enable commitment among direct reports to their job, their team, and the organization. Managers frequent interactions with employees provide them with numerous opportunities to impact the engagement of their direct reports. Managers with strength across multiple attributes will achieve great gains in employee commitment and, as a result, will see heightened performance and reduced attrition among their reports. My manager recognizes me for my contributions on the job. 6% 26% 67% 9% 32% 59% Average Count 5.6 1, ,066

36 Career/Performance The questions within this section measure the impact career opportunities and performance expectations have on employees commitment, discretionary effort, and intent to stay. Employees that have a clear understanding of how their roles align to organizational objectives put forth 33% more discretionary effort. Average Count 6% 29% 65% 8% 36% 56% 5.5 1, ,559 Additional Resources Please find resources below to help you take action on this item. Realizable Career Paths (The Chubb Corporation): Enable realistic and achievable career paths for employees. Sprint Learning Acceleration Toolkit: Allow employees to own development and select roles that match their requirements. The Graduate Career Development Guide: Help new hires get the most out of development programs and to set a career direction with both short and longer term goals.

37 Career/Performance Deep-Dives The questions within this section measure the impact career opportunities and performance expectations have on employees commitment, discretionary effort, and intent to stay. Employees that have a clear understanding of how their roles align to organizational objectives put forth 33% more discretionary effort. I have adequate resources to fulfill my responsibilities. 7% 33% 60% 9% 35% 56% Average Count 5.4 1, ,516 My job makes good use of my skills and abilities. Average Count 4% 25% 71% 7% 30% 63% 5.7 1, ,559

38 Career/Performance Deep-Dives (cont.) The questions within this section measure the impact career opportunities and performance expectations have on employees commitment, discretionary effort, and intent to stay. Employees that have a clear understanding of how their roles align to organizational objectives put forth 33% more discretionary effort. I understand career opportunities at my organization. 9% 37% 54% 11% 38% 51% Average Count 5.2 1, ,461 I receive feedback from my team regarding my work and performance which helps me do my job better. Average Count 4% 32% 64% 8% 43% 49% 5.5 1, ,746

39 Career/Performance Deep-Dives (cont.) The questions within this section measure the impact career opportunities and performance expectations have on employees commitment, discretionary effort, and intent to stay. Employees that have a clear understanding of how their roles align to organizational objectives put forth 33% more discretionary effort. I feel that I have been provided with realistic and achievable performance goals. 4% 28% 68% 8% 37% 55% Average Count 5.6 1, ,376

40 Career/Performance Deep-Dives (cont.) The questions within this section measure the impact career opportunities and performance expectations have on employees commitment, discretionary effort, and intent to stay. Employees that have a clear understanding of how their roles align to organizational objectives put forth 33% more discretionary effort. My organization encourages me to develop my skills. 8% 34% 58% 9% 40% 51% Average Count 5.3 1, ,692

41 Career/Performance Deep-Dives (cont.) The questions within this section measure the impact career opportunities and performance expectations have on employees commitment, discretionary effort, and intent to stay. Employees that have a clear understanding of how their roles align to organizational objectives put forth 33% more discretionary effort. I understand how my performance is evaluated. 6% 30% 64% 10% 36% 54% Average Count 5.4 1, ,982

42 Career/Performance Deep-Dives (cont.) The questions within this section measure the impact career opportunities and performance expectations have on employees commitment, discretionary effort, and intent to stay. Employees that have a clear understanding of how their roles align to organizational objectives put forth 33% more discretionary effort. I understand the connection between my work and my organization s strategy. 2% 15% 83% 4% 26% 70% Average Count 6.0 1, ,537

43 Compensation & Rewards The questions within this section measure employees perception of pay fairness and recognition. Average Count 14% 42% 44% 16% 44% 40% 4.8 1, ,499

44 Compensation & Rewards Deep-Dives The questions within this section measure employees perception of pay fairness and recognition. I am fairly compensated for my work. 13% 41% 46% 15% 42% 43% Average Count 4.9 1, ,499 I am satisfied with how frequently my company recognizes employees' individual performance and work contributions. Average Count 15% 42% 43% 18% 45% 37% 4.7 1, ,397

45 Communication The questions within this section measure organization communication; communications between peers; and communication between managers and direct reports. Average Count 8% 34% 58% 11% 40% 49% 5.3 1, ,012

46 Communication Deep-Dives The questions within this section measure organization communication; communications between peers; and communication between managers and direct reports. Employees are encouraged to share their thoughts and views with their managers and senior leadership at my organization. 8% 34% 58% 11% 40% 49% Average Count 5.3 1, ,012

47 Communication Deep-Dives (cont.) The questions within this section measure organization communication; communications between peers; and communication between managers and direct reports. Senior leaders clearly communicate my organization s long term goals and strategy. 8% 34% 58% 11% 41% 49% Average Count 5.3 1, ,101

48 Leadership The questions within this section measure employees perception of the senior leaders within the organization. Average Count 9% 41% 50% 11% 42% 47% , ,106

49 Leadership Deep-Dives The questions within this section measure employees perception of the senior leaders within the organization. I have confidence in the decisions made by the senior leadership at my organization. 10% 40% 50% 12% 43% 45% Average Count 5.0 1, ,106

50 Leadership Deep-Dives (cont.) The questions within this section measure employees perception of the senior leaders within the organization. Senior leadership acts in accordance with the values of my organization. 7% 38% 55% 6% 41% 53% Average Count 5.2 1, ,562

51 Leadership Deep-Dives (cont.) The questions within this section measure employees perception of the senior leaders within the organization. I believe senior leaders at my organization act as effective role models to employees. 10% 44% 45% 14% 44% 43% Average Count 4.9 1, ,279

52 Report Agenda 1. Engagement Capital Overview 2. Employee Engagement Executive Summary 3. Employee Engagement Deep-Dives 4. Survey Demographics 5. Appendix

53 Standard Demographics Geography Countries Levels Afghanistan Bangladesh Benin Bolivia, Plurinational State Of Burundi Congo, The Democratic Republic Of The Côte D'Ivoire Ecuador Egypt El Salvador Ethiopia Georgia Ghana Guatemala Haiti Honduras India Jordan Kenya Liberia CARE n.a. (n=2) 9% (n=132) 3% (n=40) 1% (n=11) 2% (n=28) 1% (n=9) 1% (n=22) n.a. (n=3) 3% (n=42) n.a. (n=1) 1% (n=17) 1% (n=18) 3% (n=42) n.a. (n=6) 2% (n=26) 6% (n=93) 3% (n=44) 3% (n=44) 1% (n=8) n.a. (n=1) Levels Madagascar Malawi Mali Mozambique Nepal Nicaragua Niger Pakistan Palestinian Territory, Occupied Philippines Rwanda Sierra Leone Somalia South Africa Sri Lanka Sudan Tanzania, United Republic Of Turkey Uganda United Kingdom CARE 4% (n=55) 4% (n=55) 6% (n=92) n.a. (n=5) 4% (n=55) 2% (n=35) 4% (n=53) 2% (n=37) 2% (n=23) 4% (n=58) 2% (n=29) 2% (n=29) 1% (n=16) n.a. (n=1) 1% (n=18) 4% (n=57) 4% (n=55) 1% (n=8) 1% (n=9) n.a. (n=3)

54 Standard Demographics Geography Countries United States Yemen Zambia Levels CARE 11% (n=166) 3% (n=48) n.a. (n=1) Levels CARE

55 Standard Demographics Geography US States Levels Levels California District of Columbia Georgia Illinois Massachusetts New York South Carolina West Virginia CARE CARE n.a. (n=3) 1% (n=) (n=19) 9% (n=) (n=137) n.a. (n=)(n=2) n.a. (n=)(n=1) n.a. (n=)(n=2) n.a. (n=)(n=1) n.a. (n=)(n=1) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=) (n=)

56 Standard Demographics Level Levels Chief Executive Officer Division Head / Vice President Department Head / Director Mid-level Manager Mid-level Non-management First-level Manager Entry-level Non-management Other CARE 1% (n=13) 2% (n=24) 12% (n=180) 28% (n=415) 20% (n=298) 10% (n=153) 11% (n=165) 17% (n=249)

57 Standard Demographics Employment Status Levels Full-time salaried Full-time hourly Part-time salaried Part-time hourly Temporary employee Intern Contract employee Other CARE 82% (n=1,222) 1% (n=16) 1% (n=13) n.a. (n=1) 1% (n=19) 1% (n=12) 14% (n=207) 0% (n=7)

58 Standard Demographics Job Function Levels Administrative Support (Office or Administrative Assistant, Executive Assistant, etc.) Corporate (Strategy, Public Relations, Legal, Real Estate) Communications Finance / Accounting Human Resources / Education / Training Information Technology / Systems (including Software Engineering) Marketing / Market Research Operations (Service & Product Delivery) Procurement Quality Control / Assurance Research and Development Sales (Business-to-Business and Business-to-Consumer) Supply Chain / Logistics Technician Other CARE 11% (n=161) 4% (n=66) 2% (n=37) 12% (n=177) 6% (n=88) 3% (n=50) 1% (n=18) 12% (n=175) 2% (n=28) 5% (n=68) 11% (n=163) 1% (n=10) 3% (n=47) 10% (n=145) 18% (n=264)

59 Custom Demographics Custom Office Levels CARE Levels CARE US Headquarters US Field Country Office Headquarters Country Office Sub-Office Regional Office 12% (n=181) 3% (n=39) 35% (n=527) 31% (n=463) 19% (n=287)

60 Custom Demographics Custom Gender Male Female Levels CARE 60% (n=892) 40% (n=605) Levels CARE

61 Custom Demographics Custom Years of Service Levels CARE <1 13% (n=200) % (n=501) % (n=296) % (n=179) % (n=113) % (n=63) % (n=45) 30+ 7% (n=100) Levels CARE

62 Custom Demographics Custom Region/Division Levels WARMU LACRMU MENA ECSARMU EXEC PPL ADVOCACY FINANCE, IT & AUDIT HR & ADMIN IFM ARMU CARE 19% (n=285) 11% (n=169) 10% (n=155) 18% (n=275) 2% (n=33) 5% (n=79) 6% (n=85) 7% (n=109) 6% (n=85) 3% (n=46) 12% (n=176) Levels CARE

63 Custom Demographics Custom Staff Catgory US International National Levels CARE 12% (n=173) 8% (n=119) 80% (n=1,205) Levels CARE

64 Report Agenda 1. Engagement Capital Overview 2. Employee Engagement Executive Summary 3. Employee Engagement Deep-Dives 4. Survey Demographics 5. Appendix

65 Report Engagement Survey Questions Engagement Capital (Past) My organization has consistently treated me well.* I trust my organization.* Engagement Capital (Present) I enjoy working on my day-to-day tasks and assignments.* I look forward to going to work.* Engagement Capital (Future) I am confident about the future performance of my organization.* I am confident I will have a successful career at my organization.* Discretionary Effort I frequently try to help others with heavy workloads.* When needed, I am willing to put in the extra effort to get a job done.* Intent to Stay I am actively looking for a job with another organization.* I have recently made phone calls or sent out my resume in order to find a job with another organization.* Employee Commitment I am proud to work for my organization. I would recommend this company as a great place to work. I am strongly committed to helping my organization achieve its vision and goals. Values/Culture I believe in my organization s values.* My organization s values have been clearly communicated. I understand my organization s corporate values. I believe my organization acts in accordance with our corporate values. I believe my organization is committed to upholding our corporate values. My organization provides me with the opportunity to help shape and maintain our corporate values. Work Environment Employee feedback influences decisions at my organization.* My organization encourages work-life balance.* The people I work with cooperate to get the job done.* I feel enabled to offer ideas to improve my organization s outcomes. My organization demonstrates openness to new ideas. I feel that my organization allows me to balance my work and personal responsibilities. I have the freedom to make decisions on my own to get my job done. My manager helps to ensure I have a balanced workload. Note: Questions marked by * are part of the 22 Baseline Questions.

66 Report Manager My manager communicates well with me, giving me clear feedback on my work and performance.* My manager helps me understand my responsibilities.* My manager helps me develop my network within the organization. My manager helps me further develop my performance strengths. My manager enables me to get my work done by providing the right balance of direction, organization, and resources. My manager recognizes me for my contributions on the job. My manager helps me understand how my work contributes to the organization s overall success. Engagement Survey Questions (cont.) Compensation & Rewards I am fairly compensated for my work.* I am satisfied with how frequently my company recognizes employees' individual performance and work contributions.* I understand the process by which my total pay (base + bonus) is determined. My organization pays employees in line with their performance. I believe my current pay is comparable to what companies similar to my organization pay. My organization effectively uses rewards other than remuneration to award employees efforts. My organization recognizes high achieving employees. Career/Performance I have adequate resources to fulfill my responsibilities.* My job makes good use of my skills and abilities. * I understand career opportunities at my organization.* I understand the connection between my work and my organization s strategy.* I receive feedback from my team regarding my work and performance which helps me do my job better. I feel that I have been provided with realistic and achievable performance goals. My organization encourages me to develop my skills. I am able to perform my job well because of the training my organization has provided me. I understand how my performance is evaluated. Communication Communication between departments at my organization is good. Employees are encouraged to share their thoughts and views with their managers and senior leadership at my organization. Senior leaders clearly communicate my organization s long term goals and strategy. Communication between peers in my organization is excellent.

67 Report Leadership I have confidence in the decisions made by the senior leadership at my organization. Senior leadership clearly communicates the direction in which the company is moving. Senior leadership acts in accordance with the values of my organization. I believe senior leaders at my organization act as effective role models to employees. Benefits I am satisfied with the benefits program offered by my organization. I believe my benefits are comparable to benefits offered by companies similar to my organization. My organization has effectively communicated all benefits options available to me. Engagement Survey Questions (cont.) Safety Environment I am satisfied with my physical working conditions. I have the training and knowledge I need to do my job safely. Most employees in my area follow the company s safety rules. Employees are encouraged to offer ideas and suggestions on how to improve safety. My organization responds promptly to safety concerns raised by employees. Customer Service My company is committed to customer satisfaction. I understand how I contribute to the satisfaction of our end customers. I have the resources available to provide quality products and services. Customer feedback is used to improve our products and services. I am proud of our company's reputation and the products and services we provide to our customers.