what drives employee engagement

What DrivesEmployee Engagement

for Environmental Workforce

Results from ECO Canada’s 2011 Professional Engagement Study

Presentation Overview

1. Environmental Engagement in Canada

2. Attributes of Engagement

3. Engagement by Company Size

4. Key Recommendations

What does Employee Engagement

mean?

Engaged workers are those that would recommend their employer

as a good place to work, are motivated to do more

than what is normally required and feel their contribution is valued.

Emotional and Rational Motivators

The impact of heart and mind – or emotional and rational motivators – play a key role in determining the degree to which employees are engaged.

Employee Engagement Model

Employee Engagement model helps organizations and industries identify the areas of strength that can be leveraged and barriers to creating a motivated and loyal work force. Using a simple yet powerful causal model, the cause and effect relationships between the human resource management practices and the level of engagement of employees are defined and tested.

Grounded in theories of organizational behaviour and years of practical application, this approach provides strategic insights into the degree to which employee engagement is driven by the heart (emotional) rather than the head (rational) and tactical insights into which specific aspects need focus to improve business results.

The Employee Engagement Index

The engagement index for environmental workers is 78, fourteen

points higher than the index for Canadian workers overall. However, in

comparing environmental employees to employees overall, it should

be noted that the benchmark includes many people working in jobs

where a low level of commitment would be expected, such as

minimum wage jobs that do not require a high level of skill. As a result,

it is important for the environmental sector to strive for a level of

commitment that is well above this benchmark.

Employee Engagement Among Environmental Employees in Canada

**The overall Engagement Index is

based on the level of agreement with

three attributes:

1. Employees would recommend

their employee as a good place to

work;

2. Discretionary effort—employees

are motivated to do more than

what is normally required for their

jobs; and,

3. Employees believe that their

contribution is valued by their

employer.

77%80%

77% 78

64%

71%

58%

64

Environmental Workers (n=974)

National Benchmark (n=2,600)


Employee Engagement Index

I would recommend my company as a good

place to work.

I am motivated to do more than what is

normally required for my job.

My contribution is valued by my

employer.

Compared to the National Employee Engagment benchmark, environmental employees:• Are more likely to believe that their contribution is valued by their employer.

Seventy-seven percent of environmental employees agree or strongly agree with this statement, as compared to only 58% of employed Canadians.

• They are more likely to state that they would recommend their employer as a good place to work (77% vs. the benchmark of 64%).

Importantly, environmental workers are more likely to expend discretionary effort, one of the hallmarks of employee engagement.Eighty percent of environmental practitioners state that they are motivated to do more than what is normally required for their jobs, as compared to only 71% of Canadian employees.


83%80%

84%

66%

60%

67%

73%77%

Environmental Employees (n=974) National Benchmark (n=2,600)

Emotional and Rational Motivators

Emotional Motivators Rational Motivators

Trust Pride Job Satisfaction All and all, it’s worth it

Environmental employees are more connected to their employers in terms of the emotional motivators than the average employed Canadian. They are 23 points above the benchmark when it comes to trust and 13 points above for being proud to work for their employer.

The results for the rational motivations are mixed. Environmental employees report higher job satisfaction, but are less likely to agree or strongly agree that “All and all, I would say it “is worth it” for me, my family, and my career to work here”. Remuneration and job security appear to be concerns for environmental employees.

Engagement Segmentation among Environmental Employees

Engagement Segmentation Among Environmental Employees

Environmental Employees

(n=974)

National Benchmark (n=2,600)

49%40%

15%

9%

22%

30%

14%21%

Strategic Switchers Committed

Disgruntled Detached

En

ga

gem

en

t L

evel

Le

ss t

ha

n F

ully

Eng

ag

ed

Fu

lly

Eng

ag

ed*

<3 Years 3+ Years

Years Expect to Stay With Your Company

Fully engaged and plan to stay with their current employer for three years or longer.

Environmental employees have a greater tendency to fall into the Strategic Switchers segment. They are fully engaged, however they do not plan to stay with their current employer.

Compared to the workforce overall, environmental workers are less likely to be:• Disgruntled—less

engaged employees that do not plan to stay at their current employer; or,

• Detached—employees that plan to stay with their employer even though they are not fully engaged.

Jumur Choudhury

Can take out the * Fully engaged:Agreed to all three... out - because we need test boxes explaining what the segments stands for

Age

Male(590)

Female(382)

Millenials(155)

Generation X(478)

Baby Boomers

(324)

47% 52% 48% 45%56%

16%14% 17% 19%

8%

22% 22%14%

24% 24%

15% 13%21%

12% 12%

GenerationsGender

Out of all 3 generations, Baby Boomers are most likely to be in the Committed segment

A higher Proportion of Millenials are disgruntled.

Generation X employees are as likely as Millenials to be Strategic Switchers.

Strategic Switchers

Committed


Jumur Choudhury

Need an icon explaining the colour schemens - a legend to the graph. Red represents comitted etc

Level of job responsibility

Entry(91)

Junior(170)

Intermediate(311)

Senior(343)

36%44%

51% 49%

23%

18%13% 14%

30%18%

23% 24%

11%20%

14% 13%

Level of Job Responsibility

Strategic Switchers

Committed


Engagement tends to increase with increased level of responsibility

Jumur Choudhury


Jumur Choudhury

need to get rid of the male female bar chart

Managing People/Projects

(508)

Subject Matter Expert(211)

Technologist/ Technician

(185)

0.55

0.410.45

0.17

0.19 0.08

0.16

0.260.3

0.12 0.15 0.16

Career Paths Segmentation

Employees managing people or projects tendto be the most ‘Committed’ employees.

Subject Matter Experts, Technologists and Technicians tend to be ‘Strategic Switchers’ or ‘Detached’

Strategic Switchers

Committed


Jumur Choudhury


those working for smaller companies are more likely to be Strategic Switchers, perhaps due to a perceived lack of opportunity for advancement within a smaller organization.

19 or Less(137)

20-99(172)

100-1000(317)

Over 1000(348)

51% 49% 47% 50%

18%18% 21%

6%

15% 19% 16%32%

15% 14% 16% 12%

Number of Employees

Number of Employees Canada wide

Those employed by large organizations (over 1,000 employees) are more likely to be Detached.

Strategic Switchers

Committed


The proportion of committed employees is similar across different-sized organizations at around one-half

Jumur Choudhury


Attributes of Environmental Employee

Engagement in Canada

Attributes and key drivers of engagement

The attributes of employee engagement are characteristics that differentiate engaged employees from those that are not engaged. These include characteristics such as commitment to their employer, recommending their employer as a good place to work and willingness to expend discretionary effort.

The key drivers are those attributes which are strongly related to individual employees levels of commitment—the attitudes and behaviours that are likely to characterize engaged employees, and are usually not characteristics of uncommitted workers.

3 4 7 6

2014

Environmental Employees (n=974)

National Employee Benchmark (n=2,600)

n/a n/a

Corporate Culture and Communications

% Disagree/ Strongly Disagree

% Strongly Agree/ Agree

81 86 83 82

60 64

n/an/a

My employer demonstrates integrity, for example by being

against bribery, corruption and human

rights abuses.

I trust the leadership of my company.

My company’s staff are ready and willing to

adapt to change.

Environmental employees hold positive opinions of their employers’ corporate culture and communication attributes. The highest rated attributes are demonstating integrity, and having a safe and healthy work environment.

I have a safe and healthy work environment.

5 7 8 12

28Environmental Employees (n=974)


n/an/a n/a

Corporate Culture and Communications



81 78 75 72

52

n/an/a n/a

My employer is an environmentally

responsible organization.

My work and my employer’s goals align

with my personal values.

My employer demonstrates corporate philanthropy, including encouraging employees

to take part in fundraising and other

activities to benefit others.

Sufficient effort is made to obtain the

opinions of employees.

“My work and my employer’s goals align with my personal values” is a key driver of overall engagement for environmental employees.

93 89 88

7080

88 82 85

5571

2 3 3

1964 6 4

28

12



Commitment to results



I have a clear understanding of how

my work contributes to achieving my company’s

overall goals.

The employees I work with cooperate to get

the job done.

My department has a clear understanding of our customers’ needs (note: your customers

may be internal or external).

There are usually enough employees in

my department to handle the workload.

I’m motivated to do more than what is

required for my job.

Discretionary effort – being motivated to go “above and beyond” job expectations – is a key driver in engagement.

Management Effectiveness - Contribution

8 7 8 817 15 18 13



81 80 79 77

64 67 6658



I feel encouraged to come up with new and better

ways of doing things.

My immediate supervisor demonstrates interest in

my well being.

My immediate supervisor understands the realities and circumstances that I

experience in my job.

My contribution is valued by my employer.

Environmental employees are more likely to perceive that they are effectively managed than is the norm. They are especially likely to feel that their employer values their contribution (a key factor for engagement), and to feel encouraged to come up with new and better ways of doing things.

8 10 1322

1521 23

33



Management Effectiveness - Recognition

76 71 7054

6557 56

40



My immediate supervisor provides the necessary

objectives and direction.

My immediate supervisor provides me with regular

positive feedback and suggestions for

improvement if necessary.

When I do a good job, my performance is recognized.

Employees in my department who perform poorly are appropriately

managed.

77 71 6761 5548

Training and Development

10 14 161824 27



I am given opportunities and encouraged to learn or train to improve my

skills.

I believe that I have the opportunity for growth and development at my

company.

My company is doing a good job of developing its

people to their full potential.



Doing a good job of developing its people to their full potential is the top Training and Development priority, as it is a key driver of engagement.

5 8 11 9 126

1217 14



8981 78 77 76

87

7468 67

Treatment, Balance and Respect



I am not personally subject to sexual, racial or any

other kind of harassment from my company’s

employees or customers.

I am able to maintain a healthy balance

between my work and personal life.

Employees are treated with dignity, respect and

fairness regardless of their position of

background.

I feel that I am treated fairly at my company.

The amount of work that I am expected to do is

reasonable.

n/a

Environmental employees are above average when it comes to work-life balance, having an employer that treats employees with dignity, respect and fairness, and feeling that they are fairly treated.

Job Satisfaction

1 4 3 417



9585 85 83

9379



n/a n/a

I understand the role and responsibilities of my job.

I have enough flexibility in my job to provide good

service to my customers.

I like the people with whom I work.

My work is satisfying because it contributes

directly to a better community/environment

/world.

Job Satisfaction

4 7 5 79 11 11



82 81 80 787467 68

n/a

n/a



My job gives me the chance to do challenging

and interesting work.

My job gives me a feeling of accomplishment.

I am proud to work at my company.

I feel a strong sense of commitment to my

company

The 5 key aspects of Job Satisfaction – those which have the greatest impact on employee engagement – are:

• Feeling of accomplishment• Feeling committed to employer • Pride • Willingness to recommend

company as a good place to work

• Over satisfaction

Job Satisfaction

8 10 615 13



77 7784

6473

n/a



I would recommend my company as a good place

to work.

My work is near where I live or in a place I like to

live in.

Considering everything, how satisfied are you with

your job?

Job Security, Remuneration. Benefits

25 27 29

7

1913



6661 57

77

6470



I am paid fairly for my duties, responsibilities

and performance.

All and all, I would say it “is worth it” for me, my family and my career to

work here.

I feel secure in my job

Although environmental employees are more positive about many aspects of their jobs as compared to the Canadian workforce in general, this is not the case when it comes to the key elements of job security, and remuneration.

Job Security, Remuneration. Benefits

7

2016

Environmental Employees (n=974) National Employee Benchmark (n=2,600)

70

46

60



How do you rate your benefits program/package

overall?

n/a

How do you rate your incentive programs or

bonus systems?

Environmental workers are fairly positive in their assessment of their benefits program or package, with 70% rating it as excellent or good. They are less enthusiastic about their incentive/bonus system, with only 46% rating it as excellent or good.

Key drivers of engagement

Key drivers that employers can directly impact include:

Demonstrating that employee contributions are valued Recognizing good performance Developing employees to their full potential Treating employees fairly Actions or communications to enhance sense of job security

How can employers increase engagement?

Difference of Key Drivers of Engagement for Large and SMEs (in order of the strength of the correlation with overall engagement)

Small and Medium Employers

(Less than 100 employers)Base: 309

I would recommend my company as a good place to work.


I am motivated to do more than what is normally required for my job.

I am proud to work at my company.

Overall job satisfaction.


I feel a strong sense of commitment to my company.


Large Employers

(100 employees or more)

Base:665

I would recommend my company as a good place to work.


I am motivated to do more than what is normally required for my job.

I feel a strong sense of commitment to my company.

I am proud to work at my company


Overall job satisfaction.


Focus on communications and activities that support in employees a sense of fair treatment increased feelings of accomplishment pride commitment to the organization

Employees of large organizations find value in being recognized

for their contributions.

Large Employers – increase engagement


The drive for employees to go above-and-beyond expectations in large organizations is related to

Feelings of commitment to their employer The willingness to recommend their employer Feeling a sense of accomplishment in daily work

Leverage these feelings by ensuring employees feel their workload as reasonable fairly treated able to maintain work-life balance flexibility in providing customer service


Employees of large organizations find value in being recognized for their contributions.

This is supported by an employer:

recognizing good performance

encouraging strong, positive relationships with employees and their supervisor

providing opportunities for employee learning and growth

Small to Medium Employers – increase engagement

Focus on communications and activities that support an employees ability to:

Understand customer needs

Understand employer goals

Brainstorm new and improved methods of productivity

Access opportunities for training and development

Small to Medium Employers – increase engagement

Employees of SMEs find value in contributing to a larger cause.

Support this by action and communication that emphasizes trust making an effort to hear employee opinions maintaining open, honest communication ensuring employees feel treated with dignity, respect and fairness encouraging work-life balance

Compared to large organizations, SMEs are doing a better job of

valuing employee contributions and encouraging outside-the-box solutions.

Key Recommendations for Large Organizations

Ensure

Workloads are reasonable

Employees feel fairly treated

Employees have a strong sense of recognition and accomplishment

Key Recommendations forSME Organizations

Ensure

Employees feel fairly treated

Employees have flexibility to provide good customer service

Employees maintain a work/life balance

Overall Recommendations for all organizations

Leverage key attributes by ensuring

A feeling of accomplishment and recognition for good performance

A feeling of fair treatment for all staff

Employees can access opportunities to develop themselves to their full potential

Alignment of work, employer and personal goals.

For more information contact:

Chris Stewart

[email protected](403) 476-1950

www.eco.ca

Special thanks are extended to the consultants Ipsos for conducting the research and analyzing the data collected through the survey.

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