please don't go: the top retention drivers for employees

Please Don’t Go New York 2015

2015 New Tech Data

DEFINING ENGAGEMENT

We use 5 different questions to try and understand this:

Recommendation, Motivation, Pride, Present & Future Commitment

+ around 45 additional questions (on average) to try and understand what aspects of the workplace and culture have the biggest impact on how engaged different teams or groups are

More than just job satisfaction or feeling happy at work

Broader than single metrics such as eNPS (Employee Net Promoter Score)

“The level of connection, motivation and commitment a person feels for the place they work”

PUTTING IT TOGETHER

ENGAGEMENT Recommendation Motivation Pride

Present Commitment Future Commitment

Key Outcome Index

Other factors measured that may impact Engagement

Company Confidence

Service & Quality

Innovation

Leadership

Management

Communication & Collaboration

Feedback & Recognition

Work & Life

Social Connection

Teamwork & Communication

Enablement

Learning & Development

THE DATA

60,000 people from 100+ new tech companies

ANATOMY OF A ‘NEW TECH’ COMPANY

500

84%

40%

Average number of Employees

Survey response rate

Average annual employee growth

90% have less than 1,000 employees

Footnote: minimum is set to 25 employees

The top 10% are growing 100%+ per year

The top 5% are growing 200%+ per year

~75% surveys had 80% response rate or higher

$130M*

8YRS

Average total funding

Years since founded

Ranging from 1.5M to 1B+#

*This is a trimmed average to remove the influence of extreme outliers

#Based only on companies with known funding and not including unfunded companies

~90% have existed for less than 5 years

2014 VS 2013

Would recommend Hooli as a great place to work

Motivated to go beyond what they would elsewhere

Proud to work for Hooli

Not thinking about looking for a job elsewhere

Can see themselves still at Hooli in two years’ time

Engagement Score

87%

58% 58%

70%58%

86%83%

73%

75%

70%

71%

89%

NEW TECH VS OTHER INDUSTRIES

Would recommend Hooli as a great place to work

Motivated to go beyond what they would elsewhere

Proud to work for Hooli

Not thinking about looking for a job elsewhere

Can see themselves still at Hooli in two years’ time

Engagement Score

87%

58%

61%58%

73% 83%

70%

65%

57%

71%

80%

53%

WHAT IMPACTS ENGAGEMENT?

LEADERSJOB

PEOPLEOPPORTUNITIES

CAREERORGANIZATION TEAM

LEADERS

INNOVATION

SUCCESS

IMPACT

VISION

ROLE

FAIRNESS

COMMUNICATIONMISSION

REWARDS

2015 HIGHEST IMPACT ON ENGAGEMENT

Gap between New Tech and Other companies

Confidence Resources

Communication People Matter

Development

+8% +9% +7%+10% +11%

THE IMPACT ON ENGAGEMENT

Open and honest two-way communication

Leaders that demonstrate people are important to the company’s success

64%

64%

78%

77%

Scores for companies scoring higher and lower on the top drivers of EngagementHooli seen as a great place to develop

Having confidence in the leaders at Hooli

Company effectively directs resources (funding, people and effort) towards company goals ence in the leaders at Hooli

64%

63%

64%

79%

78%

79%

Focus On Retention

COMMITMENT IS A REALITY CHECK

87%  83%  

70%  

58%   58%  

Are proud to work at their

company

Would recommend as great place to

work

Are motivated to go above and

beyond

Are focused on staying where

they are for now

Can still see themselves in

same company in 2 years

OUR BENCHMARK DATA

STAYING INTENTION

Present Commitment Future Commitment

Key Outcome Index

Other factors that may impact whether someone intends to stay

Company Confidence

Service & Quality

Innovation

Leadership

Management

Communication & Collaboration

Feedback & Recognition

Work & Life

Social Connection

Teamwork & Communication

Enablement

Learning & Development

TOP 5 DRIVERS OF INTENTION TO STAY

Confidence in the leaders

Company seen as a great place to develop

Good career opportunities in the company

Happy with current role relative to what was described to them

Company effectively directs resources to company goals

Q & A

AND PEOPLE OFTEN ACT