process and outputs. a focused, practical, pragmatic survey tool that produces actionable results ...

Process and Outputs

A focused, practical, pragmatic survey tool that produces actionable results

Employee engagement Organisation development Talent management Attraction & retention Employer branding

Engagement is defined as follows:

“Engaged employees are those who are cognitively, attitudinally, and behaviourally aligned with and committed to their job role and their organisation’s objectives.

Employee engagement is the ongoing process of creating the environment in which the values, systems, policies, and behaviours adopted by the organisation are congruent with and supportive of the pursuit of its objectives through its people.”

From ‘The Engagement Manifesto’ © 2011 R. Alan Crozier

Areas for examination and reporting

Main Dimensions

Vision & Mission

Values

Recruitment & Induction

Organisation design

Leadership & Management

Performance management

Reward & Recognition

Learning & Development

Communication & Involvement

Wellbeing

Reputation

Employer brand

Indicative outcomes

Attraction

Motivation

Retention

Stickiness

Familiarity & Favourability

Advocacy

Trust

Alignment

Commitment

Organisational engagement

Employee engagement

The following are not actual results

Section A: Weighted Mean scores

• Dimension

Recruitment & Induction

Vision & Mission

Values

Organisation design

Leadership & Management

Performance management

Reward

Learning & Development

Communication & Involvement

Wellbeing

Corporate reputation

Employer Brand

• Employer Employee

3.2 3.2

3.9 3.8

3.7 3.6

3.1 3.2

4.0 3.5

3.8 3.3

3.3 2.9

3.9 3.2

4.0 3.5

3.2 3.1

4.0 3.8

3.8 3.5

1

2

3

4

5

0% 5% 10% 15% 20% 25% 30%

%

%

Stickiness

1. I am actively trying to leave this job2. I have looked around for other jobs3. I have sometimes thought about leaving this job but have done

nothing about it4. I have no intention of leaving this job at present 5. I am totally committed to this job for the foreseeable future

Familiarity & Favourability (1)

1 2 3 4 50%

10%

20%

30%

40%

50%

60%

70%

80%

FamiliarityFavourability

1 Not at all 1 Poor

2 Had heard the name 2 Not good

3 Knew a bit about it 3 Good

4 Knew a lot about it 4 Very good

5 Knew it intimately 5 Excellent

Favourability 1 vs Favourability 2

1 2 3 4 50%

10%

20%

30%

40%

50%

60%

70%

80%

Favourability 1Favourability 2

Poor Not Good Very Excellent good good

Advocacy

1

2

3

4

5

0% 10% 20% 30% 40% 50% 60%

%

%

1. Unprompted, I would be critical2. If prompted I would be critical3. I probably wouldn’t offer an opinion4. If prompted I would recommend5. Unprompted, I would recommend

Trust

3.23.33.43.53.63.73.83.9

44.14.2

Employees

Executives

Employees

Executives

3.56

4.12

Correlation with business performance

Commitment Index

AlignmentIndex

Middle 50%

Three year Total Return to Shareholders* from

companies with employees in the cluster

(eg only 2.4% return for those with low commitment and low

alignment)

Source: Watson Wyatt's Work 2002 database

Top 25% of companies

Middle 50%

Bottom 25% of companies

Bottom 25%

Top 25%

6.7%

15.8%

2.4%

14.1% 27.6%

14.6% 21.0%

* Engagement affects performance regardless of the metrics used.

Company position

3.62

3.28

Engaged

Engagement level 3.45

Engaged 75.51%

+A - C 13.82%

- A + C 0.82%

Disengaged 9.85%

Employee engagement

Employee engagement

Inspired = 40.38%

• Highlights for each of the 12 Dimensions

• Plus all data (as below)

• Full report and observations

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