aon hewitt employee engagement 2011 presentation
DESCRIPTION
Companies must use managers in the engagement process, urges Aon Hewitt Latest research reveals the missed opportunity of empowering middle managersEmployers must take action to motivate and equip their managers to act on engagement surveys says Aon Hewitt, the global human resource consulting and outsourcing business of Aon Corporation (NYSE:AON). Data from Aon Hewitt's European Engagement database shows that the vast majority of employees across Europe believe that their employers view employee engagement as a tick box exercise, with only 18% of employees strongly believing that survey results will be will be acted upon. To gain a better understanding of the role that managers could and should play, Aon Hewitt ran a European research project in June 2011, which canvassed the views of more than 700 managers across 10 European countries, resulting in the report Managers: Your Strongest or Weakest Link in Driving Employee Engagement? The report shows that nearly half (47%) of managers indicated that they spend only two to five days a year on activities relating to their annual engagement survey.TRANSCRIPT
September 2011
Managers – a critical link in employee engagement
2
We continue to live in uncertain times……
15%
37%
46%
25%
32%
50%
29%
53%
46%
40%
30%
40%34%35%
24%26%
31%28%
30% 31% 31%30%31%
41%
46%
38%
0%
10%
20%
30%
40%
50%
60%
Histo
rical
Tre
nd
July
-Sep
08
Oct
-Dec
08
Jan-M
ar 09
Apr-Jun 0
9
July
-Sep
09
Oct
-Dec
09
Jan-M
ar 10
Apr-Jun10
Jul-S
ep10
Oct
-Dec
10
Jan-M
ar11
Apr-Jun11
Decrease Increase
Percent of Organisations with an Increase or Decrease in Engagement
Source: Aon Hewitt‘s Global Employee Engagement Database
3
Managers definitely have a role to play
“The line manager is the lens through which I see the company and the company sees me.”
Chris Bones (Engaging for Success 2009)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Providingsupport tosucceed
Giving valuablefeedback
Addressingunder-
performance
Listening to andimplementing my
ideas
Best Employer
The Rest
% of employees with strong
positive perceptions of
managers…
4
But they are under pressure
Market uncertainty
Customer confidence
Mergers & acquisitions
Regulatory changes
Influencing consequence
s
Line Manager
Making sense of corporate messages
5
Digging further into the manager experience……
>700 managers across Europe
All functions (except HR)
Approx 40% are managing more than 20 people
6
Some key findings
Managers are more likely to act on engagement when:
They themselves are engaged!
They’ve seen the impact for themselves
They get support
and encouragement
They are clear about what is
expected of them
7
Engaged managers are more likely to take action
Source: Aon Hewitt European Manager Survey 2011
27%
52%
63%
0%
10%
20%
30%
40%
50%
60%
70%
I did not review the results
I reviewed the results I reviewed the results and took action
% of engaged
managers
8
How engaged are your managers?
50%
45%
68%69%
66%
53%
60%62%
59%
55%
50%50%
40%
45%
50%
55%
60%
65%
70%
2008 2009 2010 2011
Executives/Senior Managers Middle Managers Front-line Employees
Engagement levels by job type
Source: Aon Hewitt‘s Global Employee Engagement Database
9
What’s needed to engage managers today?
20081.Career opportunities2.Recognition3.Effective work practices4.Inspiring leadership5.Fair pay
20091.Career opportunities2.Fair pay3.Inspiring leadership4.Effective work practices5.Recognition
20101.People/HR practices2.Career opportunities3.Organisation reputation4.Innovation is supported5.Communication
20111.Delivery on promises2.Effective work practices3.Innovation is supported4.Fair pay5.Career opportunities
2008 2009 2010 2011
10
Seeing is Believing Case Study: Team Engagement and Customer Promoters
60%
37%40%
10%
0%
10%
20%
30%
40%
50%
60%
% Promoters NPS
Teams in Aon Hewitt High Performance Zone for Engagement
Teams outside of the Aon Hewitt High Performance Zone for Engagement
11
Clear expectations make a difference
45%
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
I have not been set clearexpectations
I have been set clearexpectations
% of managers
taking action
12
DNA of an engaging manager
• is tuned-in to people
• is an effective performance coach
• empowers people to grow
• matches strengths to opportunities
• promotes two-way communication
• does what they say they’re going to do
• builds team spirit
• is hands-on with their teams
• is resilient
A truly engaging manager ..
13
Clear accountability is needed too!
17%
35%
47%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Change in EngagementScore
Implementation of ActionPlans
Both
% of managers
14
Support from HR is essential
38%
75%
0%
10%
20%
30%
40%
50%
60%
70%
80%
I have not been given sufficientsupport from HR
I have been given sufficientsupport from HR
% of managers
taking action
15
Senior leaders need to be role models
44%
73%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Senior leadership does not seta positive example
Senior leadership sets apositive example
% of managers
taking action
16
Some practical advice
• Focus on the engagement priorities for your managers
• Look to establish the links between engagement and team performance
• Clarify what engaging manager DNA looks like in your organisation and make this explicit
• Include engagement into manager training and induction programs
• Set-up forums and support networks
Jenny MerryUK Engagement Practice LeaderTel: 01727 [email protected]