decisionwise employee engagement benchmarking results for 2011

2010-2011 Employee Engagement Benchmarking Results

Charles Rogel Dir. Business Development

DecisionWise

Paul Warner Dir. Consulting Services

DecisionWise

©2012. DecisionWise, Inc. All Rights Reserved. www.decision-wise.com

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360-Degree Feedback

Employee Engagement

Leadership Coaching

Organization Change

Awareness | Action | Accountability

Clients

About DecisionWise


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Employment Level


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Productivity and Compensation Gap


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Employee Engagement Crisis: Macro Level

Decreased Investment in Employees

Increased Employee Output

&


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&

Employee Engagement Crisis: Personal Level

Vocal Negativity About Job Burnout


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DecisionWise Benchmark Study

2010-2011 US Population

Over 5 million Responses (both quantitative and qualitative)

Study with over 30 Companies, multiple industries

Trends similar survey items or themes from previous benchmark studies


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3-Factor Model of Engagement

Satisfaction

Motivation Effectiveness

Engagement


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Enga

gem

ent D

rive

rs

Satisfaction

Motivation

Effectiveness

Active Participation in

Job

Intent to Leave or Stay

Retention

Performance

Engagement Outcomes


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Measuring Engagement: 3 Ways

1. Average of Percent Favorable

2. One Question Average

3. Top Box Average

65% 20% 20%

0% 25% 50% 75% 100%

29%

0% 10% 20% 30% 40%

75% 10% 15%

0% 20% 40% 60% 80% 100%


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Anchor Questions

1. Time passes quickly when I am at work.

2. Most days, I look forward to coming to work.

3. My work gives me a feeling of personal accomplishment.

4. I would recommend our company as a great place to work.

5. I would prefer to remain with my company even if a comparable job were available in another company.

6. I feel valued as an employee.


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Engagement Spectrum

Fully Disengaged Ambivalent

(Opportunity Group) Key Contributor Fully Engaged

Bored and frustrated

at work Often feel underutilized

Meets job expectations

Constantly learning and taking calculated

risks

Make sarcastic jokes

about work Spend time taking care

of personal needs

Stick to what you know, but take few

risks

Feel stretched beyond your comfort zone

Speak poorly about the company and

leaders

Do just enough to get by and not get in trouble

Focus on “getting my

job done”

Take personal satisfaction in the

quality of your work

Look for ways to find blame

Pay is a big reason why

you stay Not often stretched

by assignments

Work can be stressful but is also rewarding

and fun

You quit, stay, and corrupt

You’re putting in the time

Appreciates the job You love your job!


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Trends in Overall Engagement

30%

25%

46% 45%

16% 17%

8%

13%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

2008-2009 2010-2011

Fully Engaged

Key Contributors

Opportunity Group

Disengaged


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Trends in Attrition/Intention to Stay

75%

74%

0% 20% 40% 60% 80% 100%

Favorable Scores 2008-2009

2010-2011

If given a choice, I would remain with this organization 1 year from now.


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Trends in Development Opportunities

69%

74%

0% 20% 40% 60% 80% 100%


2010-2011

This organization provides me with opportunities for growth and development.


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Trends in Work-life balance

60%

74%

0% 20% 40% 60% 80%


2010-2011

My job allows me to balance my work and personal life.


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Trends in Employee Silence

62%

79%

0% 20% 40% 60% 80% 100%


2010-2011

I can speak up without fear of retribution or negative consequences.


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Trends in Teamwork

84%

77%

0% 20% 40% 60% 80% 100%


2010-2011

I enjoy working with my team.


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Top Correlates of Engagement

2008-2009

1 Workload

2 Trust in Organization

Direction

3 Advancement Opportunities

4 Recognition

2010-2011

1 Co-worker

Relationships

2 Workload

3 Stress Management

4 Advancement Opportunities


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Engagement findings

Co-worker relationships are the most common driver of engagement and commitment

Employees see that their workloads have increased significantly leading to higher rates of reported job-stress

There is an increased resistance for speaking up for fear of retribution or negative consequences

Top-down and bottom up communication most frequently cited area for improvement in open-ended survey questions


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Path to Full Engagement

Job Conditions

Psychological Needs

Engagement Performance

Psychological Needs: 1. Competence

2. Autonomy 3. Relatedness

Self Determination

Based on: Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being Richard M. Ryan and Edward L. Deci University of Rochester


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Path to Disengagement

Job Conditions

Psychological Needs

Controlled Motivation

(amotivation)

Reactive

Autonomy

Psychological Needs: 1. Competence

2. Autonomy 3. Relatedness

No Self-Determination

Based on: Self-Determination Theory and the Facilitation of Intrinsic Motivation, Social Development, and Well-Being Richard M. Ryan and Edward L. Deci University of Rochester


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Paul Warner,

Director of Consulting Services

[email protected]

Charles Rogel

Director of Business Development

[email protected]

1.800.830.8086

www.decision-wise.com

www.decision-wise.com/blog

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decisionwise employee engagement benchmarking results for 2011

Documents

employee engagement

job effectiveness

comparable job

work of personal needs

employee silence

favorable scores2008

personal life

increased resistance