KEEPING EMPLOYEES ENGAGED AND POSITIONED to succeed is a demanding task in itself. But in today’s world it’s even more difficult, as leaders are challenged to engage and motivate their people while responding to disruptive shifts in the workplace. The business environment is evolving, with technology changing the way we collaborate and interact. The workforce is changing as well, with employees becoming increasingly diverse, mobile and remote—all taking place amid rapid globalization.

72

BRAZIL

72

SP

AIN

64NORWAY

75PHILIPPINES

71

TAIW

AN 72

USA

68SOUTH AFRICA

62

JA

PAN

75

MEX

ICO

74

CH

ILE

67ARGENTINA

67AUST

RALIA

68THE NETHERLANDS

65GERMANY

63

SW

EDEN

65DENMARK

63

POLA

ND

69HUNGARY

58HONG KONG

64MAL

AYSIA

68NEW

ZE

ALAND

70INDO

NESIA

70VIETNAM

62SING

APORE

72

IN

DIA

UNI

TE

D ARAB

EMIR

ATES

73

70AUSTRIA

69

IT

ALY

66

TURKEY

69THAI

LAND

69

RU

SSIA

62SOUTH KOREA

68

CH I N

A

CZECH REPUBLIC

62

UNITE

D

KING

DOM

65

68

IREL

AND

61FRANCE

76PORT

UGAL

70BELG

IUM

69SWITZ

ERLAND

CENTRAL

AMER

ICA

74

69

CANADA

55 -59 60-64 65 -69 70-74 75-79

The numbers represent employee engagement scores around the world based on data from Korn Ferry Hay Group’s global Employee Effectiveness normative database. On a scale of 0-100, no country scored below 55 or higher than 79 in 2015. Arrows indicate an increase, decrease, or no change in score from the previous year.

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Business success continues to depend on an engaged workforce, with our research showing that firms that engage and enable their employees achieve up to 4.5 times more revenue growth than companies that don’t. As organizations become increasingly global, however, they need to rethink engagement approaches.

Specifically, rapid growth in emerging markets and economic power shifting toward the East means that multinational organizations have to consider the diverse needs of their global workforces—and accommodate those needs in more personalized ways. One-size-fits-all approaches will not work. Instead, local leaders will need to be empowered to develop engagement strategies that support employees in their teams based on their unique values, needs and expectations.

Failure isn’t an option. The labor market has gone global, leading to a new competitive landscape for talent acquisition and retention. Likewise, the ability to collaborate effectively across borders is increasingly key. To respond effectively, organizations will be challenged to establish the cultures, processes and systems that promote meaningful collaboration and motivate and inspire performance in new ways.

Korn Ferry Hay Group’s Employee Effectiveness normative data are based on the perspectives of 6.4 million employees in 390 organizations worldwide, in a wide variety of industries. Our insights help leaders understand what engages people and inspires their best performance.

Our data show that engagement scores in the Americas are high and improving, with employees reporting an increased willingness to stay with their organizations for five years or more. Engagement is also on the rise in the Middle East and Africa, due in part to employees who are willing to deliver more for their organizations. After several years of improvement, we see engagement scores in Europe stagnating. And, in Asia Pacific, there is a high level of variation across regions and cultures.

Understanding how engagement differs around the world is essential for leaders who want to inspire their employees to be at their best—and interpret engagement levels in the right context.

Molly Delaney, Consultant, Korn Ferry Hay Group

Mark Royal, Senior Principal, Korn Ferry Hay Group

Pop Chart Lab infographics illustration

Portugal boasts the highest level of

employee commitment, as expressed by

workers’ intent to stay at their current

organization for five or more years.

Illo

PORT UGAL

72

EMPLOYEE COMMITMENT EMPLOYEE PRIDE

Employees in the Philippines are proud

to work for their organizations, and stand

out in a region where employee engagement

often lags behind global competitors.

P

H IL I PPI NES

89

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EMPLOYEEENGAGEMENT

EMPLOYEE ENGAGEMENTS P E C I A L S E C T I O N

“ORGANIZATIONS THAT ENGAGE AND ENABLE EMPLOYEES ACHIEVE

UP TO 4.5X MORE REVENUE GROWTH THAN COMPANIES

THAT DON’T.”— Korn Ferry Hay Group: Are you missing something?

Engaging and enabling employees for success.

S P E C I A L S E C T I O N

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