employee engagement report 2014/2015

attracting & retaining employeesEmployee Engagement Report 2014/2015

contents:

How to make the best use of this document 3

Further Information 4

Functional Verticals:

Science 5

Engineering 6

IT 7

Human Resources 8

Accountancy 9

Banking 10

Legal 11

Supply Chain & Manufacturing 12

Marketing 13

Sales 14

General & Operational Management 15

Administration 16

Recommend Responses 17

Bonus Responses 18

Frequency Responses 19

How easy do you find it to bring discerning talent into your

organisation? Is employee turnover consistently acceptable across

all functions in your firm? Who leads engagement in your

organisation, Line Managers or Human Resources?

Employee Engagement has long since moved from being about an

annual survey to becoming a central talent philosophy embraced

and acted upon by all leaders and supervisors in an organisation.

Or at least it should have. A recent Bain & Co. report highlights the

extraordinary performance advantage that true engagement

delivers and how wrong some employers get it.

The 2014/2015 HRM Recruit – Employee Engagement Report

brings insight into the primary engagement drivers of over 13,000

professionals in Ireland across 12 functional areas. We look at and

weight the factors that have most impact and highlight those, that

for some functions, do not give the engagement advantage one

might have expected.

Knowledge is our differentiator at HRM Recruit and we hope the

information in this report helps your organisation gain its own

competitive edge.

HRM Recruit have delivered the very best talent into our customers’

critical Senior Executive and Middle Management, Specialist and

Senior Support appointments for over 20 years. We are a single-

source for a wide range of talent acquisition services including

Permanent Contingency and Retained Search, Contract and Interim

Solutions and Recruitment Outsourcing.

dublin: 47 Fitzwilliam Square, Dublin 2 t: (+353 1) 632 1800

cork: Building 1000, City Gate, Mahon, Cork t: (+353 21) 240 9200 e: [email protected]

galway: Galway Technology Centre, Mervue Business Park, Galway t: (+353 91) 399 090 w: www.hrmrecruit.com

The results of this survey are throughout 26 counties of Ireland.

Parsed survey results by region are available through relevant

HRM Recruit offices in Dublin, Cork or Galway.

While the following pages give the three most and the three

least influential factors under each Employee Engagement

heading, further analysis and data outside of the top and

bottom three are available through each HRM Recruit selection

team.

science & technology selectionLife Science Recruitment

Engineering Recruitment

Technology Recruitment

professional services selectionHuman Resources Recruitment

Financial Recruitment

Legal Recruitment

commercial operations selectionSupply Chain Operations Recruitment

Marketing Recruitment

Sales Recruitment

Executive Support Recruitment

how did your employees feel about coming to work this morning?

2

3

The results of this survey are based on responses from 13,208

professionals in the first six months of 2014 and working in one

of twelve occupational areas:

Science

Engineering

IT

Human Resources

Accountancy

Banking

Legal

Supply Chain & Manufacturing

Marketing

Sales

General & Operations Management

Administration

Under the heading of Employee Engagement, survey participants

responded to an online questionnaire, with follow up sample

interviews and were asked to address a series of questions under

six general Employee Engagement headings:

1. What matters to me most and least in Reward

2. The factors that are most important to me in my career

development

3. What draws me to your employer brand

4. How to keep me engaged

5. The environment that encourages my discretionary effort

6. How to get my attention in your recruitment process

how to make the best use of this documentThe points below will help to give you a greater understanding of the data and formatting of the information in this report.

1survey focus

The questions evaluated the importance of each element under

the six headings. Respondents rated these against each other and

the impact that the presence or absence of an element would

represent.

The data is presented by occupational area, one per page over

twelve pages and includes the three most impactful and the

three least impactful factors under each Employee Engagement

heading. A full list of the options provided to respondents in each

case is given overleaf. If you would like to know the full response

order for any particular occupation under any heading, please do

not hesitate to ask your contact at HRM Recruit or our Market

Research Team by emailing: [email protected]. Data

by region is also available through our Dublin, Cork or Galway

offices.

Three further pages are included at the end of the survey around

points of additional interest. These reveal participant responses

by occupational area to three further questions:

1. Would the respondent recommend their organisation as an

employer?

2. The percentage of respondents in each occupational area

that do not receive any bonus as part of their compensation?

3. The appropriate frequency respondents felt to receive formal

feedback on their performance?

A fourth question rating various attributes of the managers of

respondents was asked but appears in a separate standalone

release.

2data presentation

It is important to note, that the figures given throughout the

report are not percentages, but ratings of importance, where the

maximum possible is a rating of 100.

While the rating gives an order of importance for each

occupation and Engagement element, the rating itself has a

second significance. It also highlights the seriousness of that

Engagement element to the responding occupational area. The

survey and validation interviews give the additional

interpretation guide:

A score of 90 or above is most likely to be a “make or break”

factor in the relationship with a candidate in that occupation, for

that Engagement element.

A score of 80 to 89 is a highly influential factor with a candidate

in that occupation. Presence/Absence of a number of these

factors in an employment relationship, can combine to become a

“make or break” point. (Note by implication while an element

with a rating in the 80’s might be the most influential factor in

any set, it may not in itself be a make or break issue on its own).

A score of 70 to 79 indicates that the Engagement element has

some importance but no great significance.

A score of 60 to 69 suggests the element is barely relevant to

their Engagement.

A score of 59 or below implies that the factor is simply not a

consideration, because it does not feature in that vertical. It may

also indicate a neutral position in Employee Engagement and if a

cost to an organisation, suggest a waste of resource.

3rating scores

4

recipients by career level:

Company Director 640

Function Head 1200

Senior Manager 1816

Middle Manager 2624

Supervisor/New Manager 1440

Specialist 4592

Early career stages 896

13208

recipients by market segment:

Accountancy Practice 408

Advertising/Marketing/PR 336

Aviation 144

Banking 624

Call Centre 152

Charity/Voluntary 112

Chemical 48

Consumer Goods/Services 560

Distribution & Logistics 640

Education 328

Energy/Environmental 280

Engineering/Construction 704

Food Production 632

Government 216

Healthcare 584

Insurance/Life/Pensions 320

IT Services 976

IT Development 528

IT Hardware 200

Leasing 48

Legal 424

Manufacturing (Heavy) 248

Manufacturing (Light) 552

Management Consultants 248

Media 112

Medical Devices 736

Pharma/Biopharma 1568

Retail 352

Scientific Services 144

Shared Services 152

Staffing/Training 160

Telecommunications 448

Tourism/Hospitality/Leisure 224

13208

13208

participants

7200 Male

6008 Femalehow to keep me engaged

The opportunity to travel as part of my role

The level of innovation encouraged in my role

My role's influence on decision making

The leadership being calm under pressure

The leadership listening to employees opinions when making decisions

My personal interest in the responsibilities of my role

The location of where my role is based

The work/life balance my role offers

The level of recognition provided to employees in my role

The person to whom I report or would be reporting to

My belief in the overall mission or purpose of the organisation

the environment that encourages my discretionaryeffort

A team-orientated work environment

The quality of co-workers

The reputation of the senior leadership team

The quality of the organisation's managers

The camaraderie amongst the company's workforce

A strong social element to the workplace

Formal policies, environment and dress code

Informal policies, environment and relaxed dress code

how to get my attention in your recruitmentprocess

My immediate feelings when I arrive at the company for first interview

The interview being held at the time agreed and without delay

The interview process being described clearly to me from the outset

Being met by a relevant senior executive at the first meeting

The rapport between me and my likely new manager

Timely communication throughout the recruitment process

Regular communication from the hiring manager throughout the

recruitment process

The level of interest shown at interview by the interviewers

Gaps in the communication and delays throughout the recruitment process

The use of non-traditional interview methods (group assessment, case study

analysis, role plays etc.)

what matters to me most & least in reward

Basic Salary

Health Insurance

Life Assurance

Provision of Sick Pay

Amount of Annual Leave

Car or Car Allowance

Performance Bonus

Share Options/Equity Participation

Flexitime

Employer Pension Contribution

the factors that are most important to me in mycareer development

Formal Career Planning

Provision of Study Support

Organisation Commitment to Learning & Development

Allocation of a Senior Executive as Mentor

Company with Policy to Promote Internally

Clear Career Paths

Organisation's Growth Rate

Organisational Stability

Performance Feedback

what draws me to your employer brand

The company's reputation with customers

The diversity of the company's workforce

The level of employee empowerment that is encouraged

The company's approach to environmental responsibility

The company's approach to corporate social responsibility

The company's approach to ethics

The company's recognition as a "Great Employer"

The company's informal working environment

The company's market share and position

The company's approach to quality standards

The use of current and emerging technology

The size of the organisation

The industry sector the company belongs to

The awareness of the organisation's brand

How the company shows respect for employees

The level of risk encouraged by the company

The organisation's reputation for innovation

The opinion held by my friends or family of the organisation

The company's ability to attract top talent

The company's ability to retain top talent

The company's approach to flexible working

list of response options under each employee engagement heading

Basic Salary 90Amount of Annual Leave 82Flexitime & Employer Pension Contribution 80

Car or Car Allowance 50Share Options/Equity Participation 64Life Assurance 66

How the company shows respect for employees 92The company's ability to retain top talent 85The company's approach to quality standards 84

The opinion held by myfriends or family of the organisation 58The size of the organisation 59The company's market share and position 63

Performance Feedback 84 Organisation’s Commitment to Learning & Development 84Company with Policy to Promote Internally 82

Allocation of a Senior Executive as Mentor 66Provision of Study Support 74Organisation's Growth Rate 76

The quality of co-workers 88The quality of the organisation's managers 88The reputation of the senior leadership team 83

Formal policies, environment and dress code 58Informal policies, environment and relaxed dress code 65A strong social element to the workplace 69

The leadership listening to employees opinions when making decisions 91The work/life balance my role offers 90My personal interest in the responsibilities of my role 89

The opportunity to travel as part of my role 60The level of innovation encouraged in my role 81My belief in the overall mission or purpose of the organisation 82

The level of interest shown at interview by the interviewers 87The rapport between me and my likely new manager 84Timely communication throughout the recruitment process 79

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 57The interview being held at the time agreed and without delay 64Being met by a relevant senior executive at the first meeting 66

what matters to me most

& leastin reward

what drawsme to youremployer

brand

the factors thatare most

important to mein my careerdevelopment

the environmentthat encouragesmy discretionary

effort

how tokeep meengaged how to get my

attention in yourrecruitment

process

5employee engagement report 2014/2015

1560

60% female

science

Basic Salary 89Employer Pension Contribution 81Flexitime 80

Car or Car Allowance 53Life Assurance 66Share Options/Equity Participation 68

How the company shows respect for employees 90The use of current and emerging technology 84The level of employee empowerment that is encouraged 82

The opinion held by myfriends or family of the organisation 57The size of the organisation 63The diversity of the company's workforce 64

Performance Feedback 85Organisation’s Commitment to Learning & Development 84Organisational Stability 81

Allocation of a Senior Executive as Mentor 68Provision of Study Support 74Formal Career Planning 76

The quality of the organisation's managers 88The camaraderie amongst the company's workforce 86The quality of co-workers 85


The leadership listening to employees opinions when making decisions 91The leadership being calm under pressure 89My personal interest in the responsibilities of my role 88

The opportunity to travel as part of my role 59My role's influence on decision making 77The level of innovation encouraged in my role 79


The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 60The interview being held at the time agreed and without delay 68 The interview process being described clearly to me from the outset 68

what matters to me most &

least in reward

what draws meto your

employer brand

the factors that

are most important to me

in my career development

theenvironment

that encouragesmy

discretionaryeffort

how to keep me engaged

how to get my

attention in your

recruitment process

employee engagement report 2014/2015

936

90% male

engineering

6


Basic Salary 91Amount of Annual Leave 81Flexitime 79

Car or Car Allowance 47Life Assurance 64Share Options/Equity Participation 65

what draws meto your employerbrandHow the company shows respect for employees 91The use of current and emerging technology 84The company's ability to retain top talent 83

The opinion held by my friends or family of the organisation 54The company's informal working environment 59The size of the organisation 61

the factors that are most important to me in my career developmentClear Career Paths 81 Organisation’s Commitment to Learning & Development 81 OrganisationalStability & Performance Feedback 81

Allocation of a Senior Executive as Mentor 65Organisation's Growth Rate 74Provision of Study Support 75

the environment that encourages my discretionary effortThe quality of the organisation's managers 84The quality of co-workers 84The reputation of the senior leadership team 80

Formal policies, environment and dress code 51A strong social element to the workplace 63Informal policies, environment and relaxed dress code 66

The opportunity to travel as part of my role 57My belief in the overall mission or purpose of the organisation 76The level of innovation encouraged in my role 79

how to keepme engaged

how to get my attention in your recruitment processThe level of interest shown at interview by the interviewers 83The rapport between me and my likely new manager 83Timely communication throughout the recruitment process 80

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 57Being met by a relevant senior executive at the first meeting 66The interview being held at the time agreed and without delay 68

My personal interest in the responsibilities of my role 89The work/life balance my role offers 88The leadership listening to employees opinions when making decisions 88


1256

70% male

it

what matters to me most &least in rewardBasic Salary 89Amount of Annual Leave 84Employer Pension Contribution 80


what drawsme to youremployerbrandHow the company shows respect for employees 95The company's approach to ethics 86The company's ability to retain top talent 85

The size of the organisation 63The industry sector the company belongs to 63The opinion held by my friends or family of the organisation 64

the factors that are mostimportant to mein my careerdevelopmentPerformance Feedback 90Organisation’s Commitment to Learning & Development 85Organisational Stability 83

Provision of Study Support 71Allocation of a Senior Executive as Mentor 72Organisation's Growth Rate 76

the environmentthat encourages my discretionaryeffortThe quality of co-workers 87 The reputation of the senior leadership team 87 The quality of the organisation's managers 87

Informal policies, environment and relaxed dress code 66 Formal policies, environment and dress code 66A strong social element to the workplace 67

how to get my attention in yourrecruitmentprocessThe rapport between me and my likely new manager 92The level of interest shown at interview by the interviewers 87Timely communication throughout the recruitment process 82

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 61The interview being held at the time agreed and without delay 67Being met by a relevant senior executive at the first meeting 70

how to keep meengagedThe person to whom I report or would be reporting to 91My personal interest in the responsibilities of my role 91The leadership listening to employees opinions when making decisions 91

The opportunity to travel as part of my role 54The level of innovation encouraged in my role 77The location of where my role is based 80

8 employee engagement report 2014/2015

1264

almost 80% female

human resources

Basic Salary 91Amount of Annual Leave 85Employer Pension Contribution 81



The work/life balance my role offers 90The person to whom I report or would

be reporting to 89The leadership being calm under pressure 88

The opportunity to travel as part of my role 56The level of innovation encouraged in my role 73

My belief in the overall mission orpurpose of the organisation 78The quality of the organisation's managers 87

The reputation of the senior leadership team 85The quality of co-workers 85

Formal policies, environment and dress code 64Informal policies, environment and relaxed dress code 68A strong social element to the workplace 69 The rapport between me and my likely new manager 88

The level of interest shown at interview by the interviewers 86Timely communication throughout the recruitment process 83

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 60Being met by a relevant senior executive at the first meeting 70The interview being held at the time agreed and without delay 71


the environment that encourages my discretionary effort

what draws me to youremployer brand

How the company shows respect for employees 91The company's ability to retain top talent 82

The company's approach to flexible working 82

The opinion held by my friends or family of theorganisation 62

The industry sector the company belongs to 66The size of the organisation 66


the factors that are most important to me in my career developmentOrganisational Stability 86Performance Feedback 85Company with Policy toPromote Internally 83

how to get my attention in your recruitment process

+ x=

%

€


1272

split evenly between male and female

accountancy 1280

split evenly between male and female

€€€€ €€€€

€€ €€ €€€€

what matters to me most & least in rewardBasic Salary 94Employer Pension Contribution 85Amount of Annual Leave 84

Car or Car Allowance 55Share Options/Equity Participation 62Flexitime 65

what draws meto your employer brandHow the company shows respect for employees 93The level of employee empowerment that is encouraged 87The company's approach toflexible working 82

The size of the organisation 61The company's market share and position 62The opinion held by my friends or family of the organisation 63

the factors that are most important to me in my career developmentClear Career Paths 88Performance Feedback 85Organisation’s Commitment to Learning & Development 83

Allocation of a Senior Executive as Mentor 68Provision of Study Support 74Organisation's Growth Rate 76

the environment that encourages my discretionary effortThe quality of the organisation's managers 90The quality of co-workers 86The reputation of the senior leadership team 84

Informal policies, environment and relaxed dress code 62Formal policies, environment and dress code 63A strong social element to the workplace 70

how to keepme engagedThe person to whom I report or would be reporting to 91The leadership listening to employees opinions when making decisions 88The level of recognition provided to employees in my role 88


how to get my attention in your recruitment processThe rapport between me and my likely new manager 88The level of interest shown at interview by the interviewers 84Timely communication throughout the recruitment process 80

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 57The interview process being described clearly to me from the outset 69Being met by a relevant senior executive at the first meeting 69


352bankingbankingalmost 60% male

what mattersto me most &

least in reward

The company's informal working environment 58The size of the organisation 61The company's market share and position 61

the factors that aremost important to

me in my careerdevelopment

the environmentthat encourages

my discretionaryeffort

The leadership being calm under pressure 91The leadership listening to employees opinions when making decisions 91My personal interest in the responsibilities of my role 90

Basic Salary 92Amount of Annual Leave 85Employer Pension Contribution 82



The quality of co-workers 87The reputation of the senior leadership team 87The quality of the organisation's managers 87

How the company shows respect for employees 91The company's ability to retain top talent 87The company's approach to flexible working 83

what draws meto your employer

brand

Allocation of a Senior Executive as Mentor 66Organisation's Growth Rate 74Provision of Study Support 76

Organisation’s Commitment to Learning & Development 84Organisational Stability 83Clear Career Paths 82

how to get myattention in your

recruitmentprocess

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 64The interview being held at the time agreed and without delay 65The interview process being described clearly to me from the outset 68





432

75% female

legal

what matters to me most & least in rewardBasic Salary 88Employer Pension Contribution 82Health Insurance 78


what draws me to your employer brandHow the company shows respect for employees 92The company's ability to retain top talent 85The company's approach to quality standards 83

The size of the organisation 59The opinion held by my friends or family of the organisation 59The industry sector the company belongs to 66

the factors that are most important to me in my career developmentPerformance Feedback 86Organisational Stability 84Organisation’s Commitment to Learning & Development 82


the environment that encourages my discretionary effortThe quality of the organisation's managers 89The reputation of the senior leadership team 86The quality of co-workers 84


how to keepme engagedMy personal interest in the responsibilities of my role 89 The leadership listening to employees opinions when making decisions 89The leadership being calm under pressure 88

The opportunity to travel as part of my role 58The location of where my role is based 78The level of innovation encouraged in myrole 81

how to get my attention in your recruitment processThe level of interest shown at interview by the interviewers 87The rapport between me and my likely new manager 82Timely communication throughout the recruitment process 82

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc) 58The interview being held at the time agreed and without delay 70My immediate feelings when I arrive at the company for first interview 70


1376supply chain & manufacturingalmost 75% male

what matters to me most & least in rewardBasic Salary 92Amount of Annual Leave 86Performance Bonus 82


what draws me to your employer brandHow the company shows respect for employees 94The company's ability to retain top talent 87The level of employee empowerment that is encouraged 84

The size of the organisation 61The opinion held by my friends or family of the organisation 61The company's informal working environment 64

the factors that are most important to me in my career developmentPerformance Feedback 89Clear Career PathsOrganisation’s Commitment to Learning 84 & Development 84

Provision of Study Support 74Allocation of a Senior Executive as Mentor 75Formal Career Planning 77

the environment that encourages my discretionary effortThe quality of the organisation's managers 90The quality of co-workers 89The camaraderie amongst the company's workforce 86

Formal policies, environment and dress code 57A strong social element to the workplace 66Informal policies, environment and relaxed dress code 66

how to keep me engagedThe leadership listening to employees opinions when making decisions 93The person to whom I report or would be reporting to 91The leadership being calm under pressure 90

The opportunity to travel as part of my role 60The level of innovation encouraged in my role 81The location of where my role is based 82

how to get my attention in your recruitment processThe rapport between meand my likely new manager 91The level of interest shown at interview by the interviewers 88Timely communication throughout the recruitment process 83

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 60The interview being held at the time agreed and without delay 70The interview process being described clearly to me from the outset 73


944

70% female

marketing

Basic Salary 92Amount of Annual Leave 79Car or Car Allowance 79

what draws me to your employer brandHow the company shows respect for employees 91The company's reputation with customers 86The company's ability to retaintop talent 85

The opinion held by my friends or family of the organisation 61The size of the organisation 63The diversity of the company's workforce 64

the factors that aremost important to me in

my career developmentOrganisational Stability 85Performance Feedback 84

Clear Career Paths 82

Provision of Study Support 70Allocation of a Senior Executive

as Mentor 72Organisation's Growth Rate 78

The use of non-traditionalinterview methods (groupassessment, case study analysis,role plays etc.) 58Being met by a relevant seniorexecutive at the first meeting 60The interview being held at the time agreed and without delay 61

The rapport between me and my likely new manager 90The level of interest shown at interview by the interviewers 87Timely communication throughout the recruitment process 85



The quality of theorganisation's managers 89

The quality of co-workers 86The reputation of the

senior leadership team 85

Informal policies, environment and relaxed dress code 58Formal policies, environment and dress code 61A strong social element to the workplace 65

how to get myattention in your

recruitmentprocess

My personal interest in the responsibilities of my role 90The leadership being calm under pressure 88The leadership listening to employees opinions when making decisions 88

the environmentthat encourages

my discretionaryeffort

Flexitime 64Life Assurance 67Share Options/Equity Participation 69

The opportunity to travel as part of my role 62The location of where my role is based 79The level of innovation encouraged in my role 81


912

70% male

sales

the environment that encourages mydiscretionary effort

The rapport between me and my likely new manager 89The level of interest shown at interview by the interviewers 87Timely communication throughout the recruitment process 81

Performance Feedback 86Organisational Stability 83Organisation’s Commitment to Learning & Development 82

The quality of the organisation's managers 89The reputation of the senior leadership team 88The quality of co-workers 87

Basic Salary 88Performance Bonus 81Amount of Annual Leave 80

How the company shows respect for employees 93The company's ability to retain top talent 84The level of employee empowerment that is encouraged 84

The leadership listening to employees opinions when making decisions 91My personal interest in the responsibilities of my role 90The leadership being calm under pressure 89

how to get my attention in your recruitment process

The use of non-traditional interview methods (groupassessment, case study analysis, role plays etc.) 63

My immediate feelings when I arrive at thecompany for first interview 69

The interview being held at the time agreed and without delay 70


what matters tome most & least in reward


the factors that are most important to me in my career development

Allocation of a Senior Executive as Mentor 70Provision of Study Support 72

Company with Policy to Promote Internally 76

what drawsme to youremployer brand

The opinion held by my friends orfamily of the organisation 60

The size of the organisation 61The diversity of the company's workforce 67


The opportunity to travel as part of my role 61The location of where my role is based 78

The level of innovation encouraged in my role 81


1840

75% male

general & operations management

the factorsthat are most

importantto me

in my careerdevelopment

Organisational Stability 88Performance Feedback 84

Organisation’s Commitment to Learning & Development 80

Allocation of a Senior Executive as Mentor 64Formal Career Planning 70

Provision of Study Support 70


Basic Salary 90Amount of Annual Leave 84Provision of Sick Pay 83


how toget my

attentionin your

recruitmentprocess

Gaps in the communicationand delays throughout the

recruitment process 86The rapport between

me and my likelynew manager 84

Regular communicationfrom the hiring manager

throughout therecruitment process 83

The use of non-traditionalinterview methods (group

assessment, case studyanalysis, role plays etc.) 57

Being met by a relevant seniorexecutive at thefirst meeting 69

The interview being heldat the time agreed and

without delay 69


The leadership listening to employees opinionswhen making decisions 91

The work/life balance my role offers 90My personal interest in the responsibilities

of my role 88

The opportunity to travel as part of my role 59My role's influence on decision making 77

The level of innovation encouraged in my role 79

the environment that encouragesmy discretionary effort

The quality of the organisation's managers 89The reputation of the senior leadership team 87The quality of co-workers 87


what drawsme to youremployerbrand

How the company shows respect for employees 92The company's approach to flexible working 85The company's recognition as a "Great Employer" 84

The opinion held by my friends or family of the organisation 59The industry sector the company belongs to 60The company's approach to quality standards 65


1056administration70% female

sales66% | 28% | 6%

banking 67% | 28% | 5%

human resources71% | 20% | 9%

marketing 63% | 31% | 6%

general &operationsmanagement61% | 24% | 15%

legal48% | 38% | 14%

accountancy59% | 34% | 7%

administration51% | 36% | 13%

science61% | 25% | 14%

supply chain &manufacturing61% | 30% | 9%

engineers70% | 18% | 12%

it 64% | 30% | 6%


1272recommend responses% of participants who would recommend their organisation as an employer

yes | no | no comment

banking 28%

humanresources

37%

marketing 25%

general &operationsmanagement25%

legal27%

accountancy30%

administration46%

science34%

supply chain &manufacturing23%

engineers37%

it 39%

sales13%

0% 100%

5%

10%90%

5%

20% 80%

5%

30%70%

4%

40%60%

3%

50% 50%

17%

60%40%

3%

70% 30%

5%

80%20%

3%

90%10%

2%

100% 0%

5%

performancesplit

isarbitary

7%

my bonus is not

performancebased

5%

personalcompany

basis of howbonus is calculated

incidents of occurence


bonus responses% of participants in each occupational area who state they do not receive any bonus

weekly

monthly

quarterly

bi-annually

annually

none

humanresources

5%

1%

25%

39%

24%

6%

accountancy

13%

1%

37%

33%

15%

1%

administration

18%

4%

28%

24%

20%

5%

banking

10%

0

22%

50%

16%

2%

engineers

21%

1%

28%

33%

14%

3%

general &operations

management

15%

0

30%

37%

14%

3%

it

20%

1%

27%

31%

20%

1%

legal

27%

0

27%

37%

8%

2%

supply chain &manufacturing

12%

2%

28%

36%

19%

4%

science

17%

1%

31%

38%

12%

1%

marketing

9%

2%

32%

36%

19%

2%

1%

sales

27%

43%

21%

1%

7%


frequency responses% of participants and frequency of formal performance feedback

employee engagement report 2014/2015

hrm recruit

dublin 47 Fitzwilliam Square, Dublin 2 t: (+353 1) 632 1800

cork Building 1000, City Gate, Mahon, Cork t: (+353 21) 240 9200

galway Galway Technology Centre, Mervue Business Park, Galway t: (+353 91) 399 090

e: [email protected]

w: www.hrmrecruit.com

employee engagement report 2014/2015

Business

heading of employee

engagement advantage

hrm recruit selectionteam

employee engagementheading

employee turnover

primary engagement drivers

cork t

best talent