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ALL CONTENTS OF THIS PRESENTATION REMAIN THE INTELLECTUAL PROPERTY OF EDELMAN AND MAY NOT BE REPLICATED WITHOUT PRIOR PERMISSION
Employee Insights from the 2013 Edelman Trust BarometerEmployee Engagement Practice
© Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact employee.engagement@edelman.com.
About the 2013 Edelman Trust Barometer
13th annual survey and the largest global exploration of trust, with 31,000+ respondents in 26 countries
This year’s data reveals a crisis of crisis of leadership, leadership, indicating the need for organizations to rebuild executives’ internal credibility, reinforce ethical behavior and adopt an inclusive inclusive management management approach
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© Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact employee.engagement@edelman.com.
Employees with technical expertise are far more trusted than top executives
Employees continue to be a steady, reliable source of information, especially compared to the CEO
20132012
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© Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact employee.engagement@edelman.com.
Regular employees have three times the credibility of the CEO on working conditions
Who is Trusted MOST to provide you with credible and honest information about:
Company’s CEO
Company’s Employee
Activist Consumer
AcademicMedia
Spokesperson
A company’s employee programs, benefits & working conditions
21% 63% 16% 13% 11%
How a company serves its customers and prioritizes customer needs ahead of company profits
19% 30% 44% 16% 15%
A company’s situation in a time of crisis 30% 35% 18% 22% 23%
A company’s innovation efforts and new product development
31% 31% 27% 25% 13%
How a company uses its resources and influence to support the environment
21% 26% 34% 27% 13%
How a company supports programs that positively impact the local community
22% 27% 35% 20% 23%
Partnerships with NGO’s and effort to address societal issues
25% 20% 25% 23% 15%
A company’s financial earnings & operational performance 34% 27% 23% 23% 12%
A company’s business practices, both positive & negative 23% 36% 29% 21% 15%
Accomplishments about a company’s senior leadership 35% 34% 17% 19% 19%
Employees are one of the most credible voices on a variety of topics, especially work environment
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© Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact employee.engagement@edelman.com.
Companies are largely perceived as failing to treat employees well
GapImportancePerformance
Biggest gap in survey between expectations vs. performance in study
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-22
-32
-37
-36
-30
-33
-31
-33
-27
-23
-24
-11
-15
-16
-10
-18
© Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact employee.engagement@edelman.com.
Executives and regular employees disagree on the importance of treating employees well
1Listens to customer needs and feedback 56%
1 High quality products or services 56%
3 Has ethical business practices 54%
3Takes actions to address issue or crisis 54%
5 Places customers ahead of profits 53%
5 Treats employees well 53%
7Communicates frequently and honestly 51%
7 Has transparent and open business 51%
7Works to protect/improve environment 51%
10 Addresses society's needs 47%
10Positively impacts the local community 47%
12 Innovator of new products 45%
13 Highly regarded, top leadership 44%
14 Delivers consistent financial returns 40%
15 Ranks on a global list 38%
16 Partners with third parties 35%
1 High quality products or services 63%
2Listens to customer needs and feedback 62%
3 Treats employees well 61%
4 Places customers ahead of profits 58%
5 Has ethical business practices 57%
5Takes actions to address issue or crisis 57%
7 Has transparent and open business 56%
8Communicates frequently and honestly 53%
8Works to protect/improve environment 53%
10 Addresses society's needs 47%
11Positively impacts the local community 46%
12 Innovator of new products 43%
13 Highly regarded, top leadership 39%
14 Partners with third parties 36%
14 Ranks on a global list 36%
14 Delivers consistent financial returns 36%
Executives Employees
Executives rank it 5th, while employees rank it 3rd in prioritization of trust attributes
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© Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact employee.engagement@edelman.com.
Regular employees are far more skeptical than executives of all sources of informationExecutives more likely to trust the CEO and regular employees
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© Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact employee.engagement@edelman.com.
Executives and employees blame different issues for their distrust in business Employees point to wrong incentives, while executives blame fraud, transparency issues
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© Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact employee.engagement@edelman.com.
Three key actions to build trust
Use storytelling to demonstrate integrity in action
Employees with employees
Employees with world
Employees with company
Encourage a culture of inclusive management
Leverage employees ambassadors strategically where they have credibility
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© Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact employee.engagement@edelman.com.
Use storytelling to demonstrate integrity in action
Employees with company
• Pair key messages with key stories from leaders’ actual experiences
• Coach executives to mine their professional lives for anecdotes that demonstrate what company strategy, values and culture mean to them
• Storytelling on ethics, compliance and integrity reinforces culture without lecturing
Storytelling prompts
Talk about a situation where you were faced with a difficult decision and used your values to make a choice.
Describe a time your parents taught you the meaning of an important value.
Tell us about one of your role models and something specific they did to earn your respect.
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© Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact employee.engagement@edelman.com.
Encourage a culture of inclusive management
• Invite a variety of voices to the decision-making table and listen to them
• Allow employees to have a say in decisions that affect them
• Regularly monitor employee sentiments internally and externally (Yammer, online focus groups, employee user groups, job-rating rates
• When possible, act on feedback
Employees with employees
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© Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact employee.engagement@edelman.com.
Leverage employee ambassadors strategically where they have credibility
• Tap employees as ambassadors on their company experience, benefits programs, culture and working conditions
• Leverage employees in recruiting; enlist volunteers to interact with candidates via the company’s digital and social channels
• Showcase the “people behind the products” for innovation storytelling
Employees with world
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© Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact employee.engagement@edelman.com.
Edelman’s Employee Engagement Practice helps companies create employee connections that deepen engagement, increase trust and accelerate business performance.
Contact us: employee.engagement@edelman.comOn the web: ee.edelman.comComplete information on the Trust Barometer: trust.edelman.com
For more information
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