employee engagement - how to achieve it

Employee Engagement – How to Achieve It

TalentMap © 2012Confidential.

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TalentMap Clients (Partial List)

Award Programs Technology & Engineering Finance

Industry

Health Sciences

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Sean Fitzpatrick

put in ottawa/public sector/ crown corp logo's

http://www.psion.com/us/index.htm

http://www.bayercropscience.com/

http://www.thegroupinc.ca/images/OGC_logo.jpg

http://www.bchydro.com/

http://www.atssolutions.ca/en/index.aspx

http://www.ainsworth.com/Home.aspx

Benefit of Employee Engagement 4

Engaged Employees

= =Engaged &

Loyal Customers, Stakeholders, Clients, Citizens

GoalsOutcomes

Centre of Excellence for Evaluation (CEE)

Satisfaction is Not the Same as Engagement

ENGAGED EMPLOYEES

feel a sense of:

Focus Urgency Intensity

Enthusiasm Persistence Adaptability

The focus is ondesiring to “give”

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Engagement Defined: A State of Being

Employee engagement is a ‘state’A psychological state you can influence

Logical component (head)

Emotional component (heart)

Behavioural component (hands)

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Engagement: A Working Definition

Heart Hands

Logical Emotional Behavioural

Head

Employee engagement describes the way employees show a logical and emotional commitment to their work, team, and

organization which in turn drives their discretionary effort.

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Career & Financial Goals Achieved

Values Align with Peers,Management and Leaders

DiscretionaryEffort


At Your Organization

Engagement definitions can changeStart with something and help it evolve

Driven by your business strategy

Bake it into your organizationBuild awareness among your executive

Recruitment messages (EVP)

Onboarding of employees

Performance management

Leadership development

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Determine the Drivers of Engagement

Run a

key driver analysis

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1. Prepare for Action

2. Develop Questionnaire

3. Pre-survey Communication

4. Deploy Survey

5. Analyze, Interpret &

Report

6. Discuss, Clarify & Plan

7. Communicate & Act

#2 Innovation

#1 Teamwork

#3 Professional Growth

EmployeeEngagement

EmployeeEngagement

Typical Key Driver Analysis Output 10

EmployeeEngagement

Innovation Customer Focus

Information & Communication

TeamworkWork/life Balance

Performance Feedback

Professional Growth

Work Environment

Compensation

Senior LeadershipOrganizational VisionImmediate Management


If the change in one variable affects a change in the other variable, then these variables are said

to be correlated.

Key Driver Analysis

Size of Coefficient

General Interpretation of Relationship

0.8 to 1.0 Very Strong

0.6 to 0.8 Strong

0.4 to 0.6 Moderate

0.2 to 0.4 Weak

0.0 to 0.2 Very Weak to No Relationship

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Eng

agem

ent

Teamwork

1

5

1 5

Eng

agem

ent

1

5

Eng

agem

ent

1

5

Eng

agem

ent

1

5

Innovation1 5

Compensation1 5

Teamwork1 5

Work life

TalentMap’s Core Benchmarks 12

NAME DESCRIPTION# COMPANIES /

SURVEYS# RESPONDENTS

Overall All Companies 479 116,101

Small Size – <250 employees 340 11,627

Medium Size – 250-999 employees 56 19,312

Large Size – 1,000+ employees 67 52,013

Healthcare Centres Healthcare Centres (Ontario) 34 5,437

Healthcare Primary Hospitals; Health Administration 70 13,552

Western Province – MB, SK, AB, BC 332 46,017

Public Public Sector Orgs (Gov’t) 40 14,321

Top 10 Top 10 overall engagement scores 16 2,303

# COMPANIES / SURVEYS refers to the number of unique surveys included in the benchmark; regardless of the number of times they have surveyed.

# RESPONDENTS refers to the number of individual responses included in the benchmark. Given that companies may be included more than once, individuals may be included in the benchmark more than once.

Sta

nda

rd

Offe

ring

s

Benchmark Scores Compared 13

Low end = 30% favourable High end = 90% favourable

OVERALL SMALL MEDIUM LARGEHC

CENTERSHC

PRIMARYWESTERN PUBLIC TOP 10

ENGAGEMENT 72 74 69 67 77 58 70 74 86

COMPENSATION 53 56 51 48 52 41 54 54 65

WORK ENVIRONMENT 77 79 76 75 78 77 77 78 83

PERFORMANCE FEEDBACK 62 63 60 60 64 54 59 61 73

PROFESSIONAL GROWTH 70 71 69 67 75 68 70 71 78

WORK/LIFE BALANCE 58 59 57 57 59 51 57 58 64

INFORMATION & COMMUNICATION

50 51 49 49 57 49 50 50 65

TEAMWORK 62 65 59 57 66 60 60 62 78

INNOVATION 66 67 64 62 72 64 65 67 80

CUSTOMER FOCUS 64 66 62 62 69 57 64 66 76

IMMEDIATE MANAGEMENT 73 75 73 69 74 67 71 73 82

SENIOR LEADERSHIP 61 64 59 55 66 45 56 60 80

ORGANIZATIONAL VISION 62 63 60 57 66 40 58 61 77

Point of Interest: Organizational Size

The question of organizational size and its link to employee engagement is one that is at the core of engagement research.

• the size of an organization can actually have a greater impact on engagement scores than variables such as industry and geographic location

According to the BC Public Survey Engagement model, “employees who belong to large organizations tend to have more negative perceptions on survey questions related to Respectful Environment, Staffing Practices, Teamwork, Recognition and Physical Environment & Tools than employees who belong to smaller organizations.”

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Organizational Size

Based on the distribution of organizational size, the following company sizes were used to compare engagement scores:

Band 1; Small – Less than 250 employees

Band 2; Medium – 250 to 999 employees

Band 3; Large – At least 1,000 employees

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Employee Group Size

Descriptive statistics are excellent tools to help us summarize and explain characteristics of employee engagement within each size group.

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Size Band

Average Comp Size

Number of Companies

Number of Employees

Engagement %

Favourable Score2

Small 95 340 11,627 75%

Medium 464 56 19,312 69%

Large 7,386 67 52,013 67%

2 % Favourable includes the combination of respondents answering either ‘Agree’ or ‘Strongly Agree’

Planning Around Company Size

Can see differences between the different sizes of organizations in terms of employee engagement levels

Smaller organizations, on average, tend to score much higher than organizations in both the medium and large size bands. Why is this the case?

Increased involvement with senior leadership

Better (tighter) teamwork amongst staff

Better understand of individual employees’ contributions

This descriptive data can go a long way in helping organizations plan realistically for their own engagement initiatives

Now that we know the differences in scores, a clearer understanding of what drives engagement can help organizations focus their efforts

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Key Engagement Drivers 18


Through TalentMap’s extensive research and consulting experience, it has been demonstrated time and again that professional growth is among the strongest drivers of engagement.

However, does this relationship consistently hold true across different sizes of organizations? Is the driver for engagement similar for large as well as for small organizations?

Knowing which other workplace areas affect engagement can help organizations focus and improve in the areas most likely to have an effect on employee engagement.

Communications, strategic planning, and action planning can be structured around fostering the areas of the workplace that have the highest impact on engagement.

Top Drivers of Employee Engagement

The following table demonstrates the top three drivers of engagement for each of the three sizes:

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Size Band Driver #1 Driver #2 Driver #3

SmallProfessional

GrowthSenior Leadership

Organizational Vision

MediumProfessional

GrowthOrganizational

VisionSenior Leadership

LargeProfessional

GrowthOrganizational

VisionSenior Leadership

Results

From these results, we can see that professional growth remains the highest driver of engagement; even across different sizes of organizations.

Typical items related to the measurement of professional growth include challenging work activities, opportunities to learn and grow professionally, and the ability to make a positive impact at work.

While they appear in a slightly different order depending on the organization’s size, both senior leadership and organizational vision are consistently the 2nd and 3rd strongest drivers of engagement across different organization sizes.

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Summary

• We can conclude that, while the engagement scores in terms of descriptive statistics (i.e. % favourable scores) differ between size bands, the workplace elements that appear to drive overall engagement seem to remain consistent regardless of an organization’s size.

Does organizational size impact employee engagement?

The answer is yes

• In terms of engagement scores• But not so much in terms of engagement drivers

TalentMap will be conducting research on its internal benchmark over the coming months and posting it to our website

www.talentmap.com

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http://www.talentmap.com/

Thank you!

Sean [email protected]

613-248-3417 x 500twitter.com/talentmap

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employee engagement - how to achieve it

Business

engagement teamwork

drivers of engagement

benefit of employee

engaged employees

way employees

emotional commitment

work life

psychological state