your quarterly resource for the latest trends affecting your workforce plan global workforce...
TRANSCRIPT
Your Quarterly
Resource for the Latest
Trends Affecting Your
Workforce Plan
Global Workforce Insights: New Zealand
Part of the CHRO Insight Series
CEB Corporate Leadership Council™
Third Quarter 2015
CONFIDENTIALITY AND INTELLECTUAL PROPERTY
These materials have been prepared by The Corporate Executive Board Company and its affiliates (CEB) for the exclusive and individual use of our member companies. These materials contain valuable confidential and proprietary information belonging to CEB and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of CEB. CEB retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.
LEGAL CAVEAT
CEB is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, CEB is not engaged in rendering legal, accounting, or any other professional services. CEB specifically disclaims liability for any damages, claims or losses that may arise from a) any errors or omissions in these materials, whether caused by CEB or its sources, or b) reliance upon any recommendation made by CEB.
CEB Talent Management Labs Group LeaderConrad Schmidt
Research DirectorMark Little
Research ManagerLindsey Walsh
Research ScientistNeha Jain
Senior Research AnalystSajal Jain
Research AnalystsNamrata RainaNikita Ojha
2
CEB Corporate Leadership CouncilManaging DirectorMark Van Buren
Director Matt Dudek
Associate DirectorMarianne Stengel
Research AnalystNitin Krishna Menon
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN
TABLE OF CONTENTS
3© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN
Executive Summary 4
Survey Participant Demographics 6
Business Need in the New Work Environment 8
Employee Engagement 11
Discretionary Effort Trends 12
Intent to Stay Trends 14
Engagement Recap 18
Employment Value Proposition 19
Satisfaction with EVP Categories 21
Impact of EVP on Engagement 23
Rewards Trends 25
Opportunity Trends 28
Organization Trends 31
People Trends 33
Work Trends 35
Recommendations and Resources 37
Appendix 39
EXECUTIVE SUMMARY
Employee Engagement
21.7% of employees in New Zealand report high discretionary effort and 34.5% report high intent to stay, which means that engagement levels in New Zealand are mixed. To maximize employee engagement, leaders in New Zealand should focus on improving employee satisfaction with key areas of the EVP.
Trends in employee discretionary effort and intent to stay
Employment Value Proposition
On average, employees in New Zealand are least likely to be satisfied with EVP attributes related to rewards. When considering what they want in a potential employer, the rewards attribute most important for employees in New Zealand is Compensation.
Trends in employee satisfaction with Work, Opportunity, Rewards, Organization, and People
4
Report Topics Topic Description
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN
Key Finding
Departure View: Use CEB’s exit survey to receive feedback on areas of dissatisfaction. Employment Value Proposition Design Center: Design a compelling EVP with this online, data-based tool that presents data from over 100,000 employees. Maximize the Business Impact of Higher Intent to Stay: Intent to stay increased by 3.3 percentage points in North America and by 5.6 percentage points in Australia and New Zealand.
Making the Most of Compensation Changes: Understand how to effectively roll out compensation changes to employees for maximum impact. Increasing the Impact of Pay Through Manager Involvement: Engage managers in pay activities to improve compensation satisfaction. Improve Pay Perceptions by Customizing Communications: Organizations can significantly improve employee pay perceptions when pay communication strategies specifically target employees by their age (1.25x greater), performance (1.04x greater), and region (1.00x greater).
Recommended Resources
Discretionary effort levels are high and intent to stay levels are neutral among employees in New Zealand. Watch out for the negative impact of dissatisfaction with Rewards on discretionary effort and retention.
5
Current State of Employee Engagement Satisfaction with the Employment Value Proposition
Engagement among employees in New Zealand is mixed.
Impact of EVP Satisfaction on Employee Engagement
The 38 attributes of the employment value proposition fall into five categories. Employees in New Zealand are least likely to be satisfied with those related to rewards.
Most Important EVP DriversNot all aspects of the EVP are equally important. The attributes below are those most frequently selected by employees in New Zealand as reasons to join or leave an organization.
WHAT SHOULD LEADERS IN NEW ZEALAND KNOW TO BETTER MANAGE THEIR TEAMS?
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN
Employees in New Zealand who are satisfied with their EVP are more likely to report high discretionary effort and intent to stay.
New Zealand
International Average
0%
10%
20%
30%
40%
50%
60%
Hig
h D
isc
reti
on
ary
Effo
rt
0% 10% 20% 30% 40% 50% 60%
High Intent to Stay
Rewards
• Compensation
Opportunity
• Stability
• Future Career Opportunity
• Development Opportunity
Organization
• Respect
• Ethics/Integrity
People
• Manager Quality
• People Management
Work
• Location
• Work-Life Balance
• Job-Interests Alignment
• Recognition
WHO PARTICIPATED IN THE SURVEY?
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NOTE: Totals may not equal 100% due to rounding.
NOTE: The maximum margin of error for the analyses reported in this deck is plus/minus 5 percentage points at 95% confidence.
Industry New Zealand All Employees
Aerospace 0.8% 0.8%
Construction 5.6% 4.9%
Consumer Goods 3.4% 3.3%
Education 12.4% 9.3%
Financial Services and Insurance 6.0% 6.9%
Government 7.2% 7.1%
Health Care 11.8% 6.8%
Leisure and Hospitality 3.6% 2.5%
Manufacturing 6.6% 10.9%
Media 1.4% 1.9%
Nonprofit 3.2% 2.2%
Oil, Gas, and Mining 0.8% 2.0%
Pharmaceuticals 0.4% 1.3%
Professional Services 8.6% 9.8%
Real Estate 1.2% 1.8%
Restaurant 0.6% 1.8%
Retail 9.2% 8.0%
Technology 9.8% 10.5%
Travel and Transportation 5.0% 4.3%
Utilities 2.2% 4.1%
Survey Period New Zealand All Employees
Q2 2015 502 19,741
Function New Zealand All Employees
Administrative support 9.0% 10.4%
Communications 1.6% 2.3%
Corporate 2.6% 4.1%
Customer Contact 7.6% 5.9%
Educator 8.4% 3.4%
Finance and Accounting 6.6% 7.6%
Human Resources 5.2% 5.2%
IT 9.2% 11.3%
Manufacturing 3.6% 5.8%
Marketing and Market Research 0.6% 1.8%
Operations 16.1% 10.9%
Procurement 0.6% 1.7%
Quality 1.6% 2.6%
R&D and Engineering 7.2% 8.5%
Retail 5.8% 4.8%
Sales 7.0% 6.4%
Supply Chain and Logistics 2.2% 2.2%
Technician 5.4% 5.1%
Employee Level New Zealand All Employees
Junior level 39.6% 36.8%
Mid level 56.2% 55.0%
Senior level 4.3% 8.2%
WHICH COUNTRIES MAKE UP THE INTERNATIONAL AVERAGE IN THIS REPORT?
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN 7
NOTE: International averages are computed from a straight mean of all survey respondents.
Country All Employees
Australia 5.1%
Belgium 2.5%
Brazil 3.0%
Canada 5.1%
China 5.0%
Denmark 2.5%
Finland 2.5%
France 2.5%
Germany 6.3%
India 5.1%
Indonesia 2.6%
Italy 2.5%
Japan 2.5%
Malaysia 2.5%
Country All Employees
Mexico 3.0%
Netherlands 2.5%
New Zealand 2.5%
Norway 2.5%
Philippines 2.5%
Russian Federation 2.5%
Singapore 2.5%
South Africa 2.5%
South Korea 2.5%
Spain 2.5%
Sweden 2.5%
Switzerland 2.6%
United Kingdom 7.6%
United States 11.6%
0% 1-10% 11-20% 21-30% More than 30%
5%
39%
27%
15% 14%
WHAT DO LEADERS NEED FROM EMPLOYEES TO ACHIEVE BUSINESS GOALS?
Percentage Improvement in Employee Productivity Needed to Achieve Current Business GoalsGlobal Executives
Percentage of Business Leaders Who Agree That Employee Engagement Is Critical to Achieving Business Objectives
Source: CEB analysis.
.
Realities of the new work environment have executives needing more from their current teams.
On average, global
executives believe they will
need a 20% improvement in
performance over and above
current levels to achieve
goals.
Seventy percent of business
leaders believe engagement
is critical to their business.
CEB analysis on drivers of
employee performance
shows engagement
accounts for 46% of
variation in performance. Percentage of Variation in Individual Performance Explained by Engagement Versus Other Drivers of Performance1
54%Other Drivers of Individual Performance
46%Engagement30%
Neutral/Disagree 70%
Agree
Average = 20% Improvement
n = 2,046
1Variation explained is a measure of the proportion of changes in performance that can be attributed to engagement versus other drivers of performance. The amount of variation in performance explained is determined by conducting a MANOVA analysis.
n = 3,954
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WHY IS EMPLOYEE ENGAGEMENT IMPORTANT?
Select Implications of theNew Work Environment
Required Employee Behaviors The Benefits of Engagement
More Frequent Change
Interdependent Work
Adapt toChange
Work Collaboratively
High performers use their knowledge of the organization and their role to adjust quickly. They are proactive and willing to move projects and priorities forward.
High performers are good collaborators who work well with and through others. They use their technical expertise to influence and contribute to collaborative projects.
Highly engaged employees are more willing to…
• Accept a role change • Accept a job move• Actively find ways to improve and expand their skills• Proactively suggest opportunities for improvement• Accept and support changes the company makes, rather
than complain about the change
Highly engaged employees…
• Are more easily retained with the organization, which in turn enables them to develop greater knowledge of the business
• Put forth more discretionary effort, meaning they are more willing to go above and beyond to help others.
Source: CEB analysis.
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN 9
HOW DOES EVP SATISFACTION INFLUENCE ORGANIZATIONAL PERFORMANCE?
Executives should focus on the most important aspects of the employment value proposition (EVP) to promote behaviors that best enable performance.
EVP Satisfaction
Employees who are satisfied with the most important aspects of the employment value proposition show higher levels of discretionary effort and intent to stay.
Organizational Performance
Discretionary Effort
An employee’s willingness to go above and beyond the call of duty, such as helping others with heavy workloads, volunteering for additional duties, and looking for ways to perform the job more effectively
Intent to Stay
The employee’s desire to stay with the organization, based on whether he or she intends to look for a new job within a year, frequently thinks of quitting, is actively looking for a job, or has begun to take tangible steps such as placing phone calls or sending out résumés
Individual Performance
Retention
Employee Engagement
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ROADMAP
Employment Value Proposition
Employee Engagement
Recommendations and Resources
• Understand the status of discretionary effort in New Zealand today.
• Understand the status of intent to stay in New Zealand today.
• Identify engagement risks among key segments of the labor force in New Zealand.
• How can executives improve engagement on their teams?
• What is the employment value proposition and why does it matter?
• What aspects are most important and are employees in New Zealand satisfied with them?
• What next steps should an HR executive take?
• What resources does CEB have to help?
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN 11
HOW MANY EMPLOYEES REPORT GOING ABOVE AND BEYOND?
Source: CEB 2009-2015 Global Labor Market Survey.
Percentage of Employees Reporting High Levels of Discretionary EffortGlobal Employed Labor Force
Discretionary Effort
An employee’s willingness to go above and beyond the call of duty, such as helping others with heavy workloads, volunteering for additional duties, and looking for ways to perform the job more effectively
Few employees report truly low discretionary effort, so executives should focus on shifting individuals from neutral or somewhat high to high.
NOTE: Discretionary effort levels are calculated from a battery of five questions posed to survey respondents. These answers are combined and the respondents with an average score of 6.0 or above on a 7-point scale are considered to report high discretionary effort at work.
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Q2 2015 n: 19,741 all employees; 502 employees in New Zealand.
Q2 2015 n: 502 employees in New Zealand.
21.7% of employees in New
Zealand report showing high
discretionary effort, and
another 46.8% are leaning
towards high.
Discretionary effort levels in
New Zealand have
significantly increased over
the last quarter.
Q2 2015
Distribution of Employees in New Zealand by Level of Discretionary EffortEmployed Labor Force in New Zealand | Q2 2015
New Zealand
21.7%
International Average
18.8%
HOW DO DISCRETIONARY EFFORT LEVELS COMPARE ACROSS REGIONS?
13
Q2 2015 n: 19,741 all employees; 502 employees in New Zealand.
NOTE: : A green or red box indicates a statistically significant positive or negative change at the 95% confidence level, whereas a dash indicates that the change was not statistically significant.
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Percentage of Employees Globally Reporting High Levels of Discretionary Effort by RegionGlobal Employed Labor Force | Q2 2015
Year-Over-Year
Change
Source: CEB 2014-2015 Global Labor Market Survey.
HOW MANY EMPLOYEES REPORT STRONG INTENT TO STAY WITH THEIR JOBS?
Percentage of Employees Globally with High and Low Levels of Intent to StayGlobal Employed Labor Force
Intent to Stay
The employee’s desire to stay with the organization, based on whether he or she intends to look for a new job within a year, frequently thinks of quitting, is actively looking for a job, or has begun to take tangible steps, such as placing phone calls or sending out résumés
Productivity research shows individual performance improves with tenure. Low intent to stay can lead to retention challenges.
NOTE: Intent to stay levels are calculated from a battery of four questions posed to survey respondents. These answers are combined and the respondents with an average score of 6.0 or above on a 7-point scale are considered to report high intent to stay at work.
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Q2 2015 n: 502 employees in New Zealand.
Q2 2015 n: 19,741 all employees; 502 employees in New Zealand.
Source: CEB 2009-2015 Global Labor Market Survey.
9.2% of employees in New
Zealand report low intent to
stay, and another 9.0% are
leaning towards low.
The percentage of
employees in New Zealand
reporting high intent to stay
has not significantly changed
over the last year.
High Intent to Stay Q2 2015
Low Intent to Stay Q2 2015
Distribution of Employees in New Zealand by Level of Intent to StayEmployed Labor Force in New Zealand | Q2 2015
New Zealand
34.5%
International Average
36.2%
New Zealand
9.2%
International Average
9.2%
HOW DOES EMPLOYEE INTENT TO STAY COMPARE ACROSS REGIONS?
15
Q2 2015 n: 19,741 all employees; 502 employees in New Zealand.
NOTE: : A green or red box indicates a statistically significant positive or negative change at the 95% confidence level, whereas a dash indicates that the change was not statistically significant.
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN
Percentage of Employees Globally with High and Low Levels of Intent to Stay by RegionGlobal Employed Labor Force | Q2 2015
Year-Over-Year
Change
Year-Over-Year
Change
Source: CEB 2014-2015 Global Labor Market Survey.
HOW MANY EMPLOYEES WHO GO ABOVE AND BEYOND PLAN TO STAY?
Distribution of Intent to Stay for Employees in New Zealand
Given that only 21.7% of employees in New Zealand display high levels of discretionary effort, leaders must focus on retaining those who do.
Distribution of Intent to Stay for All Employees with High Discretionary Effort | Q2 2015
Source: CEB 2015 Global Labor Market Survey.
Q2 2015 n: 502 employees in New Zealand.
Q2 2015 n: 109 high discretionary effort employees in New Zealand.
Q2 2015 n: 3,707 all high discretionary effort employees.
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Distribution of Intent to Stay for Employees with High Discretionary Effort New Zealand Employed Labor Force | Q2 2015
52.3% of employees in New
Zealand who go above and
beyond at work intend to
stay with their employers.
with High Discretionary Effort | Q2 2015
1
WHICH TALENT SUBSETS IN NEW ZEALAND ARE AT HIGHER RISK OF LEAVING?
Low Risk: Employee Sub-Groups with a Higher Percentage of Employees with High Intent to Stay Employed Labor Force in New Zealand | Q3 2014-Q2 2015
Intent to Stay
The employee’s desire to stay with the organization, based on whether he or she intends to look for a new job within a year, frequently thinks of quitting, is actively looking for a job, or has begun to take tangible steps, such as placing phone calls or sending out résumés
Specific demographic groups, such as those with a certain level of education, can be a higher retention risk than other segments.
• See the Appendix for intent
to stay information for
different segments of New
Zealand’s employee
population.
Q3 2014-Q2 2015 n: 2,009 employees in New Zealand.
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High Risk: Employee Sub-Groups with a Lower Percentage of Employees with High Intent to Stay Employed Labor Force in New Zealand | Q3 2014-Q2 2015
• Age: 50-70
• Performance Level: High Potential
• Age: 18-29
• Education: Completed MBA
• Organization Size: 1,001 to 5,000
Source: CEB 2014-2015 Global Labor Market Survey.
HOW DOES EMPLOYEE ENGAGEMENT COMPARE ACROSS REGIONS?
Percentage of Employees with High Discretionary Effort and Intent to Stay by Region Global Employed Labor Force | Q2 2015
Source: CEB 2015 Global Labor Market Survey.
Q2 2015 n: 19,741 all employees; 502 employees in New Zealand.
18© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN
Above Average DiscretionaryEffort Only
Above Average on BothAspects of Engagement
Above Average Intentto Stay Only
Below Average on BothAspects of Engagement
New ZealandAustralia
Belgium and the Netherlands
Brazil
Canada
China
FranceGermany
India
IndonesiaItaly
Japan
Malaysia and the Philippines
Mexico
Nordic Region
RussiaSingapore
South Africa
South Korea
Spain
SwitzerlandUnited Kingdom
United States
0%
10%
20%
30%
40%
Pe
rcen
tag
e o
f Em
plo
yees
Rep
ort
ing
Hig
h D
iscr
etio
nar
y E
ffort
10% 20% 30% 40% 50%
Percentage of Employees Reporting High Intent to Stay
ROADMAP
Employment Value Proposition
Employee Engagement
Recommendations and Resources
• Understand the status of discretionary effort in New Zealand today.
• Understand the status of intent to stay in New Zealand today.
• Identify engagement risks among key segments of the labor force in New Zealand.
• How can executives improve engagement on their teams?
• What is the employment value proposition and why does it matter?
• What aspects are most important and are employees in New Zealand satisfied with them?
• What next steps should an HR executive take?
• What resources does CEB have to help?
19© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN
WHY IS AN EVP IMPORTANT?
EVP Framework and Benefits of a Differentiated EVP
EVP
The set of attributes that the labor market and employees perceive as the value they gain through employment in the organization
REWARDS■ Compensation
■ Health Benefits
■ Retirement Benefits
■ Vacation
OPPORTUNITY■ Development
Opportunity■ Future Career
Opportunity■ Growth Rate■ Meritocracy■ Stability
ORGANIZATION■ Customer Prestige
■ Empowerment
■ Environmental Responsibility
■ Ethics/Integrity
■ Formality of Work Environment
■ ‘Great Employer’Recognition
■ Inclusion/Diversity
■ Industry Desirability
■ Market Position
■ Product or Service Quality
■ Respect
■ Risk Taking
■ Organization Size
■ Social Responsibility
■ Technology Level
■ Well-Known Product Brand
PEOPLE■ Camaraderie■ Collegial Work
Environment■ Coworker Quality■ Manager Quality■ People Management■ Senior Leadership
Reputation
WORK■ Business Travel■ Innovative Work■ Job–Interests
Alignment■ Level of Impact ■ Location■ Recognition■ Work–Life Balance
Attraction Benefits
■Reduces the compensation premium needed to hire by 50%
■Enables organizations to reach deeper into the labor market to attract passive candidates
Retention Benefits
■Decreases annual employee turnover by 69%
■Increases new hire commitment by 29%
An effective employment value proposition (EVP) allows organizations to source more deeply within the labor market by attracting passive candidates.
CEB’s EVP model consists
of 38 attributes validated to
most significantly drive
attraction and retention.
When candidates in the
labor market view an
organization’s EVP as
attractive, they demand less
of a compensation premium
when deciding to join.
Organizations with the most
effective EVP delivery have
employees who display
lower levels of turnover than
less-effective organizations.
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN 20
WHAT PORTION OF EMPLOYEES IN NEW ZEALAND ARE SATISFIED WITH THE EVP CATEGORIES?
Percentage of Employees in New Zealand Satisfied with EVP Categories OverallGlobal Employed Labor Force | Q2 2015
Satisfaction among employees in New Zealand is below average for EVP attributes related to rewards.
Source: CEB 2015 Global Labor Market Survey.
Q2 2015 n: 19,741 all employees 502 employees in New Zealand.
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN 21
WHERE DOES SATISFACTION DIFFER FROM OTHER REGIONS?
Source: CEB 2015 Global Labor Market Survey.
NOTE: Green or red highlighting indicates that satisfaction in New Zealand differs from the international average by 4.0% or more.
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN 22
Q2 2015 n: 19,741 all employees; 502 employees in New Zealand.
Percentage of Employees in New Zealand Satisfied with EVP AttributesGlobal Employed Labor Force | Q2 2015
Rewards
Opportunity
Organization
People
Work
Attribute New ZealandInternational
AverageAttribute New Zealand
International Average
Vacation 35.7% 43.2% Health Benefits 23.3% 32.8%
Compensation 25.7% 30.7% Retirement Benefits 18.5% 29.2%
Stability 46.0% 45.5% Future Career Opportunity 27.3% 28.0%
Growth Rate 30.7% 31.7% Meritocracy 22.5% 25.2%
Development Opportunity 29.3% 30.3%
Product or Service Quality 48.0% 46.6% Inclusion/Diversity 35.7% 34.5%
Well-Known Product Brand 42.4% 39.9% Technology Level 35.7% 38.0%
Organization Size 42.2% 42.6% Social Responsibility 34.3% 33.5%
Ethics/Integrity 42.2% 38.7% Customer Prestige 32.5% 36.1%
Respect 41.8% 43.1% Empowerment 32.5% 33.0%
Market Position 39.0% 39.4% "Great Employer" Recognition 29.1% 33.1%
Industry Desirability 38.8% 41.0% Environmental Responsibility 26.9% 32.7%
Formality of Work Environment 36.5% 39.2% Risk Taking 24.5% 27.6%
Coworker Quality 44.0% 41.7% Manager Quality 38.0% 36.1%
Camaraderie 42.0% 42.1% Senior Leadership Reputation 36.1% 35.0%
Collegial Work Environment 39.2% 40.5% People Management 27.9% 32.7%
Location 63.1% 57.7% Recognition 33.9% 36.5%
Work-Life Balance 42.6% 41.9% Innovative Work 32.5% 33.0%
Job-Interests Alignment 35.3% 37.6% Business Travel 17.3% 25.8%
Level of Impact 34.1% 33.2%
HOW DOES EVP SATISFACTION IMPACT EMPLOYEE ENGAGEMENT?
An employee who is highly satisfied with the EVP attributes he or she prioritizes when considering a new opportunity is more likely to report high discretionary effort and intent to stay.
Likelihood That an Employee in New Zealand Will Report High Intent to StayEmployed Labor Force in New Zealand | Q3 2014-Q2 2015
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Q3 2014-Q2 2015 n: 1,264 employees in New Zealand with lower satisfaction; 745 employees in New Zealand with higher satisfaction.
Employees in New Zealand who are more highly satisfied with the five EVP attributes they prioritize in a
potential employer are twice as likely to report high discretionary effort.
In addition, these people are three times as likely to report high intent
to stay.
23
Q3 2014-Q2 2015 n: 1,264 employees in New Zealand with lower satisfaction; 745 employees in New Zealand with higher satisfaction.
Likelihood That an Employee in New Zealand Will Report High Discretionary EffortEmployed Labor Force in New Zealand | Q3 2014-Q2 2015
1
Source: CEB 2014-2015 Global Labor Market Survey.
HOW DO I BETTER UNDERSTAND EMPLOYEE SATISFACTION?
Q3 2014-Q2 2015 n: 2,009 employees in New Zealand (attraction importance); 375 employees in New Zealand (attrition importance) 502 employees in New Zealand (EVP satisfaction).
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NOTE: Attribute Importance is based on employee responses about what attracts them to an organization. Attributes are ordered according to their level of satisfaction among employees in New Zealand.
24
Most Important Attributes for Attracting Employees in New ZealandEmployed Labor Force in New Zealand | Q3 2014-Q2 2015
Most Important EVP Drivers for New Zealand
Staff
Other Attributes
Additional Information Page 35Page 33Page 28Page 25 Page 31
Rewards
• Compensation
Opportunity
• Stability
• Future Career Opportunity
• Development Opportunity
Organization
• Respect
• Ethics/Integrity
People
• Manager Quality
• People Management
Work
• Location
• Work-Life Balance
• Job-Interests Alignment
• Recognition
• Vacation
• Health Benefits
• Retirement Benefits
• Growth Rate
• Meritocracy
• Product or Service Quality
• Organization Size
• Well-Known Product Brand
• Market Position
• Industry Desirability
• Formality of Work Environment
• Inclusion/Diversity
• Technology Level
• Social Responsibility
• Customer Prestige
• Empowerment
• "Great Employer" Recognition
• Environmental Responsibility
• Risk Taking
• Coworker Quality
• Camaraderie
• Collegial Work Environment
• Senior Leadership Reputation
• Level of Impact
• Innovative Work
• Business Travel
1
Source: CEB 2014-2015 Global Labor Market Survey.
Source: CEB 2009-2015 Global Labor Market Survey.
Q2 2015 n: 502 employees in New Zealand.
HOW HAS SATISFACTION WITH REWARDS ATTRIBUTES CHANGED OVER TIME?
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Employees in New Zealand are least satisfied with retirement benefits and most satisfied with vacation.
25
Percentage of Employees in New Zealand Satisfied with Key Rewards Attributes Employed Labor Force in New Zealand
Q2 2015
Important Drivers of Attraction ‒— Rewards
• Compensation
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
HOW DO EMPLOYEES PERCEIVE THE OVERALL VALUE OF THEIR PAY?
Employees in New Zealand have about average perceptions of pay value, fairness, and equity.
Neutral
Source: CEB 2009-2015 Global Labor Market Survey.
Q2 2015 n: 19,741 all employees; 502 employees in New Zealand.
The Pay Perceptions Index measures employee perceptions of the six aspects of pay listed below and weights them according to their impact on employee intent to stay and discretionary effort.
Financial Value Nonfinancial Value
Organizational Fairness Manager Fairness
Internal Equity External Equity
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Above Neutral
Below Neutral
The Pay Perceptions Index measures six aspects of employee perceptions at their organizations—financial value, nonfinancial value, organizational fairness, manager fairness, internal equity, and external equity—weighted by their impact on employee intent to stay and discretionary effort.
26
Pay Perceptions IndexGlobal Employed Labor Force
Q2 2015
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
Base Pay and Bonus Pay Change Expectations measure the percent change in base or bonus pay an employee expects in the coming year.
HOW MUCH MORE DO EMPLOYEES EXPECT TO EARN IN THE COMING YEAR?
On average, employees in New Zealand expect a 2.7% increase in base pay and a 1.2% increase in bonus pay this year.
Q2 2015 n: 13,061 all employees; 222 employees in New Zealand.
Bonus Pay Change ExpectationsGlobal Employed Labor Force
Q2 2015 n: 19,741 all employees; 502 employees in New Zealand.
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN 27
Base Pay Change ExpectationsGlobal Employed Labor Force
Source: CEB 2009-2015 Global Labor Market Survey.
Q2 2015
Q2 2015
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
HOW HAS SATISFACTION WITH OPPORTUNITY ATTRIBUTES CHANGED OVER TIME?
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Employees in New Zealand are least satisfied with meritocracy and most satisfied with stability.
28
Percentage of Employees in New Zealand Satisfied with Key Opportunity Attributes Employed Labor Force in New Zealand
Q2 2015 n: 502 employees in New Zealand.
Source: CEB 2009-2015 Global Labor Market Survey.
Q2 2015
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
Important Drivers of Attraction ‒— Opportunity
• Stability
• Future Career Opportunity
• Development Opportunity
HOW LIKELY ARE EMPLOYEES TO EXPERIENCE A CAREER MOMENT?
Career Moments are changes experienced by the employee during a given year. Career moments disrupt an employee’s ability to do his or her job by changing the nature of roles, relationships, work knowledge, and/or benefits.
Of employees in New Zealand who experienced career moments, the greatest proportion experienced significant organizational restructuring or substantial change in one or more senior leaders.
Q2 2015 n: 9,875 all employees (International Average); Past Change - 263 employees in New Zealand; Future Change - 239 employees in New Zealand.
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NOTE: A green or red box indicates a statistically significant positive or negative change at the 95% confidence level, whereas a dash indicates that the change was not statistically significant.
29
Percentage of Employees in New Zealand Experiencing Career MomentsGlobal Employed Labor Force | Q2 2015
Career Moments
Percentage of Employees Experiencing a Career Moment in the Past Year
Percentage of New Zealand Employees
Expecting Career Moments in the Next 6
Months
International Average
New Zealand
% Y-o-Y Change3.6% –
6.0% –
2.6% –
6.8% –
1.1% –
1.7% –
3.4% –
3.7% –
1.4% –
1.5% –
3.9% ↑
4.3% ↑
(0.7%) –
(3.5%) ↓
(7.5%) –No career moments 31.6%
Significant organizational restructuring 26.6%
Substantial change in one or more senior leaders 22.5%
Significant change in job responsibilities 19.9%
Change in your direct manager 19.0%
Layoffs of team members 23.6%
Significant change in the skills you are using 7.8%
Wage freeze or salary cap 14.0%
Hiring freeze 15.3%
Transfer to an entirely new team 8.6%
Merger/Acquisition 6.6%
Reduction or elimination in variable pay (e.g., bonuses) 9.9%
Reduction in benefits 9.7%
Mandatory unpaid leave 3.8%
New early retirement offer to employees 4.8%
32.7%
31.2%
27.4%
25.1%
22.8%
12.5%
12.5%
10.3%
8.7%
7.6%
6.5%
6.5%
1.9%
0.4%
17.6%
18.0%
19.7%
14.2%
11.3%
13.8%
7.5%
12.6%
7.1%
4.2%
2.9%
5.9%
1.7%
2.5%
30.8% 50.6%
1
Source: CEB 2014-2015 Global Labor Market Survey.
HOW DO CAREER MOMENTS AFFECT EMPLOYEE INTENT TO STAY?
Anticipated and actual career moments—indicators of stability— markedly affect intent to stay.
Source: CEB 2015 Global Labor Market Survey.
Q2 2015 n: 9,875 all employees.
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Career Moments are changes experienced by the employee during a given year. Career moments disrupt an employee’s ability to do his or her job by changing the nature of roles, relationships, work knowledge, and/or benefits.
30
Impact of Experienced Career Moments on Intent to StayGlobal Employed Labor Force | Q2 2015
How to Read this Graph: The shift from experiencing no career moments to experiencing the layoff of a team member decreases the expected percentage of employees with high intent to stay from 46% to 28%, a negative 18 percentage
point impact.
A new early retirement offer
to employees and a
substantial change in one or
more senior leaders have
the least pronounced impact
on intent to stay.
Mandatory unpaid leave and
a reduction in benefits have
the most pronounced
negative effect on intent to
stay.
-1
HOW HAS SATISFACTION WITH ORGANIZATION ATTRIBUTES CHANGED OVER TIME?
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Employees in New Zealand are least satisfied with risk taking and most satisfied with product or service quality.
31
Percentage of Employees in New Zealand Satisfied with Key Organization Attributes Employed Labor Force in New Zealand
Source: CEB 2009-2015 Global Labor Market Survey.
Q2 2015 n: 502 employees in New Zealand.
Q2 2015
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
Important Drivers of Attraction ‒— Organization
• Respect
• Ethics/Integrity
Empowerment Barometer Employed individuals’ perspective on the degree to which all employees can recommend ideas, solve problems, execute on strategy, and take on temporary leadership roles
IT Impact IndexEmployed individuals’ ability to use the resources and capabilities officially provided by their employers for collaboration, analysis, and mobility
Misconduct Monitor Employed individuals’ perceptions of ethical behavior and practices within their organization
Risk Tolerance Quotient Employed individuals’ confidence in their ability to take risks to improve business outcomes both personally and for their current organization
Employees in New Zealand have above-average perceptions of the ethical environment at their organization.
Misconduct MonitorGlobal Employed Labor Force | Q2 2015
IT Impact IndexGlobal Employed Labor Force | Q2 2015
Source: CEB 2015 Global Labor Market Survey.
Q2 2015 n: 19,741 all employees; 502 employees in New Zealand.
DO EMPLOYEES HAVE MORE POSITIVE PERCEPTIONS OF ORGANIZATION ATTRIBUTES?
Risk Tolerance QuotientGlobal Employed Labor Force | Q2 2015
NOTE: Indices are based on a 100-point scale for which 0 is negative and 100 is positive. Higher scores indicate that employees in New Zealand have more positive perceptions of the attribute at their workplace. 32
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Empowerment BarometerGlobal Employed Labor Force | Q2 2015
Q2 2015 n: 19,256 all employees; 496 employees in New Zealand.
Q2 2015 n: 19,741 all employees; 502 employees in New Zealand. Q2 2015 n: 19,187 all employees; 493 employees in New Zealand.
1
HOW HAS SATISFACTION WITH PEOPLE ATTRIBUTES CHANGED OVER TIME?
Employees in New Zealand are least satisfied with people management and most satisfied with coworker quality.
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Percentage of Employees in New Zealand Satisfied with Key People Attributes Employed Labor Force in New Zealand
Source: CEB 2009-2015 Global Labor Market Survey.
Q2 2015 n: 502 employees in New Zealand.
Q2 2015
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
Important Drivers of Attraction ‒— People
• Manager Quality
• People Management
DO EMPLOYEES HAVE MORE POSITIVE PERCEPTIONS OF THEIR COLLEAGUES?
Collaboration Quotient Employed individuals’ perceptions of their ability to access peers both from within their team and across the organization to get help, share information, and source ideas.
Confidence in Senior LeadershipEmployed individuals’ confidence in the senior leadership of their current organization to successfully prepare for the future by setting strategy, developing leaders, and responding to economic and labor market changes.
Manager EffectivenessEmployed individuals’ confidence in their direct manager’s effectiveness at helping employees acquire and apply skills and knowledge, providing appropriate feedback formally and informally, and helping employees improve against development goals.
Employees in New Zealand have average perceptions of their managers and colleagues.
Confidence in Senior Leadership Global Employed Labor Force | Q2 2015
Source: CEB 2015 Global Labor Market Survey.
Manager EffectivenessGlobal Employed Labor Force | Q2 2015
NOTE: Indices are based on a 100-point scale for which 0 is negative and 100 is positive. Higher scores indicate that employees in New Zealand have more positive perceptions of the attribute at their workplace. 34
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Collaboration QuotientGlobal Employed Labor Force | Q2 2015
Q2 2015 n: 19,741 all employees; 502 employees in New Zealand. Q2 2015 n: 18,560 all employees; 473 employees in New Zealand.
Q2 2015 n: 19,741 all employees; 502 employees in New Zealand.
1
HOW HAS SATISFACTION WITH WORK ATTRIBUTES CHANGED OVER TIME?
Employees in New Zealand are least satisfied with innovative work and most satisfied with location.
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Percentage of Employees in New Zealand Satisfied with Key Work Attributes Employed Labor Force in New Zealand
Source: CEB 2009-2015 Global Labor Market Survey.
Q2 2015 n: 502 employees in New Zealand.
Q2 2015
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
Important Drivers of Attraction ‒— Work
• Location
• Work-Life Balance
• Job-Interests Alignment
• Recognition
Innovation IndexEmployed individuals’ confidence in their organization’s ability to try new ideas, achieve high levels of innovation, launch successful new initiatives, and rapidly deliver new products or services to the market.
Employees in New Zealand typically have average confidence in their organization's ability to innovate.
Source: CEB 2015 Global Labor Market Survey.
HOW DO PERCEPTIONS OF INNOVATION COMPARE?
NOTE: Indices are based on a 100-point scale for which 0 is negative and 100 is positive. Higher scores indicate that employees in New Zealand have more positive perceptions of the attribute at their workplace. 36
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Innovation IndexGlobal Employed Labor Force | Q2 2015
Q2 2015 n: 18,649 all employees; 470 employees in New Zealand.
1
ROADMAP
Employment Value Proposition
Employee Engagement
Recommendations and Resources
37
• Understand the status of discretionary effort in New Zealand today.
• Understand the status of intent to stay in New Zealand today.
• Identify engagement risks among key segments of the labor force in New Zealand.
• How can executives improve engagement on their teams?
• What is the employment value proposition and why does it matter?
• What aspects are most important and are employees in New Zealand satisfied with them?
• What next steps should an HR executive take?
• What resources does CEB have to help?
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Key Finding Resources
Key Resource
Rebuilding Your Employment Brand Understand the importance of brand message credibility (CEB Recruiting Membership Required)
Only an 11% increase in compensation is needed to draw candidates who feel the EVP is attractive, while a 21% premium is needed to lure candidates who feel the EVP is unattractive.
EVP DiagnosticTake a self- or team-diagnostic to determine the current strength of your EVP
EVP Business CasePresent a business case for investing in EVP redesign
The best organizations focus about 80% of their effort on delivering on EVP promises and 20% on defining and managing the EVP—not the other way around.
EVP Delivery ToolIdentify the highest-impact EVP investments to pursue
Ford: Co-Ownership of EVP DevelopmentAlter the typical EVP development process to ensure co-ownership between HR and line executives.
Every 10% improvement in shortlist quality translates to a 5% improvement in quality of hire and 3% improvement in time to fill.
Recruiting Effectiveness Dashboard Identify the most common sources of your highest quality new hires (CEB Recruiting Membership Required)
Sourcing Channel Evaluation Tool Evaluate and optimize your sourcing channel mix (CEB Recruiting Membership Required)
ADDITIONAL INSIGHTS AND RESOURCES ON ATTRACTING CANDIDATES
Key Resource
Key Resource
Key Resource
Key Resource
Key Resource
Key Resource
Key Resource
38
The average organization uses at least 15 sourcing channels, but only 13% of organizations say all of their channels are effective.
Action Toolkit: Employee Referral ProgramBoost the impact and ROI of your current employee referral program.
PNC: Value-Based Sourcing Service Model Prioritize sourcing strategy by cost and value of intelligence gathered.(CEB Recruiting Membership Required)
Key Resource Key Resource
Covering up the organization’s negative attributes during the recruiting process results in new hires who are up to 14% less engaged.
Web 2.0 Topic CenterUnderstand the role of social media (CEB
Recruiting Membership Required)
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Appendix
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Q3 2014-Q2 2015 n: 75,104 all employees (engagement and PPI); 2,009 employees in New Zealand (engagement and PPI); 75,104 all employees (EVP Satisfaction); 2,009 employees in New Zealand (EVP Satisfaction); 37,534 all employees (no career moments); 1,015 employees in New Zealand (no career moments).
NEW ZEALAND ENGAGEMENT AND PERFORMANCE RISK HEATMAPQ3 2014-Q2 2015 OVERVIEW
40
NOTE: Green or red highlighting indicates that a percentage differs from the New Zealand average by 4.0% or more, or an Index by 4.0 or more. Green highlighting indicates that an employee subset is considered “low risk” for an attribute and red highlighting indicates “high risk”. Blank boxes indicate an insufficient n-size for reporting.
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Benchmarks
Gender
Age
Education
Employee Level
Performance Level
Organization Size
Engagement EVP Satisfaction Key Measures
High Discretionary
Effort
Low Intent to Stay
High Intent to Stay
Rewards Satisfaction
Opportunity Satisfaction
Organization Satisfaction
People Satisfaction
Work Satisfaction Pay Perceptions Index
Experienced No Career Moments
International Average 18.4% 9.8% 34.2% 33.3% 31.8% 36.8% 37.4% 37.2% 55.0 31.8%
New Zealand 20.2% 10.6% 34.3% 25.1% 30.6% 35.9% 37.2% 37.1% 54.1 34.2%
Female 23.9% 11.0% 35.1% 24.1% 30.6% 35.8% 38.4% 37.8% 53.7 34.8%
Male 16.6% 10.2% 33.9% 26.3% 30.8% 36.4% 36.3% 36.6% 54.6 33.4%
18-29 13.5% 13.0% 24.9% 23.3% 31.5% 35.4% 36.6% 35.1% 54.2 40.3%
30-39 18.8% 11.0% 30.9% 26.1% 30.7% 34.4% 35.8% 36.8% 55.0 27.5%
40-49 19.5% 10.9% 35.0% 25.5% 30.4% 35.9% 37.3% 37.1% 53.7 34.4%
50-70 28.7% 7.4% 46.4% 25.1% 29.8% 38.3% 39.4% 39.2% 53.2 37.0%
Completed high school / secondary level education and / or some college 21.2% 8.9% 36.8% 23.5% 29.7% 35.0% 35.8% 35.4% 52.5 38.7%
Completed technical / associate degree, certificate, or diploma 22.7% 9.9% 37.6% 27.5% 30.9% 37.0% 37.2% 38.3% 54.9 31.7%
Completed bachelor's / university degree 20.5% 10.0% 32.8% 24.5% 30.1% 35.5% 38.4% 37.1% 54.4 31.2%
Completed MBA 19.7% 18.2% 25.8% 24.2% 26.4% 33.2% 36.6% 36.4% 53.8 32.5%
Completed Masters degree (non-MBA), PhD, Medical Degree, Law Degree, or Other Professional Degree
17.2% 13.0% 32.2% 28.0% 32.8% 38.8% 39.1% 40.6% 56.8 29.5%
Junior level 18.3% 10.7% 30.5% 22.4% 28.5% 32.9% 34.7% 33.7% NA 37.1%
Mid level 20.6% 10.7% 35.6% 26.4% 31.4% 37.4% 37.6% 38.8% NA 27.5%
Senior level 22.7% 15.2% 37.9% 35.6% 41.2% 49.1% 56.6% 47.4% NA 36.0%
Non-High Potential 18.0% 10.4% 32.9% 23.7% 28.6% 34.0% 35.3% 35.3% 53.0 35.0%
High Potential 40.0% 12.0% 47.5% 37.4% 48.2% 53.0% 54.8% 53.4% 64.1 26.3%
Greater than 20,000 21.6% 12.6% 34.7% 29.9% 36.2% 40.2% 39.5% 37.9% 55.1 26.5%
5,001 to 20,000 19.2% 10.3% 34.6% 27.1% 30.5% 34.7% 35.6% 35.6% 53.4 17.5%
1,001 to 5,000 18.6% 10.0% 30.1% 27.4% 29.3% 34.9% 35.9% 36.5% 54.1 24.3%
101 to 1,000 19.0% 10.5% 32.1% 23.4% 30.1% 34.5% 34.5% 35.9% 53.5 31.1%
100 or fewer 21.7% 10.4% 37.3% 23.2% 29.9% 36.6% 39.5% 38.4% 54.5 48.8%
Source: CEB 2014-2015 Global Labor Market Survey.
Key Definitions
41
Base pay change expectations measure the percent change in base pay an employee expects in the coming year.
Bonus pay change expectations measure the percent change in short-term incentive (STI) an employee expects in the coming year.
Career Moments are changes experienced by the employee during a given year. Career moments disrupt an employee’s ability to do his or her job by changing the nature of roles, relationships, work knowledge, and/or benefits.
The Confidence in Senior Leadership Index measures employed individuals’ confidence in the senior leadership of their current organization to successfully prepare for the future by setting strategy, developing leaders, and responding to economic and labor market changes.
The Collaboration Quotient measures employed individuals’ perceptions of their ability to access peers both from within their team and across the organization to get help, share information, and source ideas.
Discretionary Effort measures an employee’s reported willingness to go above and beyond the call of duty, such as helping others with heavy workloads, volunteering for additional duties, and looking for ways to perform the job more effectively.
The Employment Value Proposition The tangible rewards an employee receives for his or her work, such as compensation and benefits. The opportunity a job or organization affords an employee, such as development experiences. The characteristics of the organization, such as its size or market position. The characteristics of the organization’s people, such as manager quality. The nature of the work itself, such as the extent to which it matches an employee’s interests.
The Empowerment Barometer measures employed individuals’ perspective on the degree to which all employees can recommend ideas, solve problems, execute on strategy, and take on temporary leadership roles.
The Innovation Index measures employed individuals’ confidence in their organization’s ability to try new ideas, achieve high levels of innovation, launch successful new initiatives, and rapidly deliver new products or services to the market.
Intent to Stay measures an employee’s reported desire to stay with the organization, based on whether he or she intends to look for a new job within a year, frequently thinks of quitting, is actively looking for a job, or has begun to take tangible steps such as placing phone calls or sending out résumés.
The IT Impact Index measures employed individuals’ ability to use the resources and capabilities officially provided by their employers for collaboration, analysis, and mobility.
The Manager Effectiveness Index measures employed individuals’ confidence in their direct manager’s effectiveness at helping employees acquire and apply skills and knowledge, providing appropriate feedback formally and informally, and helping employees improve against development goals.
The Misconduct Monitor measures employed individuals’ perceptions of ethical behavior and practices within their organization.
The Pay Perceptions Index measures six aspects of employee perceptions at their organizations—financial value, nonfinancial value, organizational fairness, manager fairness, internal equity, and external equity—weighted by their impact on employee intent to stay and discretionary effort.
The Risk Tolerance Quotient measures employed individuals’ confidence in their ability to take risks to improve business outcomes both personally and for their current organization.
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN
DEFINITIONS OF EVP ATTRIBUTES
Attribute’s Name Definition
Business Travel The amount of out-of-town business travel required by the job
Camaraderie Whether working for the organization provides opportunities to socialize with other employees
Collegial Work Environment
Whether the work environment is team-oriented and collaborative
Compensation The competitiveness of the job’s financial compensation package
Coworker Quality The quality of the coworkers in the organization
Customer Prestige The reputation of the clients and customers served in performing the job
Development Opportunity The developmental and educational opportunities provided by the job and organization
Inclusion/Diversity The organization’s level of commitment to having an inclusive and diverse workforce
Empowerment The level of involvement employees have in decisions that affect their job and career
Environmental Responsibility
The organization’s level of commitment to environmental health and sustainability
Ethics/Integrity The organization’s commitment to ethics and integrity
Formality of Work Environment
Whether the organization maintains a casual work environment
Future Career Opportunity The future career opportunities provided by the organization
“Great Employer” Recognition
Whether or not the organization’s reputation as an employer has been recognized by a third-party organization
Growth Rate The growth rate of the organization’s business
Health Benefits The comprehensiveness of the organization’s health benefits
Industry Desirability The desirability of the organization’s industry to the respondent
Innovative Work The opportunity provided by the job to work on innovative, “leading-edge” projects
Job Interests Alignment
Whether the job responsibilities match your interests
42
Originally developed in 2006, our EVP model consists of 38 attributes that drive attraction and retention.
We compiled a master list of
more than 200 employment
characteristics and
evaluated it for similarity,
distinctiveness, universality,
and overall ratability, leading
to the consolidated list of 38
attributes.
The 38 attributes are
grouped into five categories:
rewards, opportunity,
organization, work, and
people.
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN
DEFINITIONS OF EVP ATTRIBUTES (CONTINUED)
Attribute’s Name Definition
Level of Impact The level of direct impact the job has on business outcomes
Location The location of the jobs offered by the organization
Manager Quality The quality of the organization’s managers
Market Position The competitive position the organization holds in its market(s)
Meritocracy Whether employees are rewarded and promoted based on their achievements
Organization Size The size of the organization’s workforce
Stability The level of stability of the organization and the job
People Management The organization’s reputation for managing people
Well-Known Product Brand The level of awareness in the marketplace for the product’s brand
Product or Service Quality The organization’s product or service quality reputation
Recognition The amount of recognition provided to employees by the organization
Respect The degree of respect the organization shows employees
Retirement Benefits The comprehensiveness of the organization’s retirement benefits
Risk Taking The amount of risk the organization encourages employees to take
Senior Leadership Reputation The quality of the organization’s senior leadership
Social Responsibility The organization’s level of commitment to social responsibility (e.g., community service, philanthropy)
Technology Level The extent to which the organization invests in modern technology and equipment
Vacation The amount of holiday or vacation time employees earn annually
Work–Life Balance The extent to which the job allows employees to balance work and other interests
43
Originally developed in 2006, our EVP model consists of 38 attributes that drive attraction and retention.
We compiled a master list of
more than 200 employment
characteristics and
evaluated it for similarity,
distinctiveness, universality,
and overall ratability, leading
to the consolidated list of 38
attributes.
The 38 attributes are
grouped into five categories:
rewards, opportunity,
organization, work, and
people.
© 2015 The Corporate Executive Board Company. All Rights Reserved. - CEB3244315SYN