aon best employers - taiwan 2015 country report sample
TRANSCRIPT
Prepared by Aon Performance, Reward & Talent
Best Employers – Taiwan 2015
Country Report
November 2015
• Please note that the slides here represent a few highlight taken from the Country Report
• You can get access to the full report by submitting at the end of this sample
Aon | Performance, Reward & Talent 2
The Country Report provides a deep-dive into
our observations, supporting practices and
outcome on the Best Employers construct in
Hong Kong.
We hope you continue successfully on this
journey.
Best Employers Program in Asia Pacific
Aon began the Best Employers research in Asia in 2001 to provide insights into how
organisations can create real competitive advantage through people and explore
the contours of what makes a workplace of choice.
15 Years of Best Employers Data Insights and Best Practices
Our 15 years of Best Employers studies in
Asia, backed with engagement research of
over 6,400 global organisations including
2,300 in the region, covering 800,000
employee’s opinions support the striking
evidence: Having a high level of Employee
Engagement, a Compelling Employer
Brand, Effective Leadership and a High
Performance Culture translates into a
committed and productive workforce that
delivers stronger business results.
Through our research, we know that high
employee engagement not only delivers
greater shareholder value, but it also reduces
staff turnover and improves customer
satisfaction.
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Best Employers - Asia Pacific
The Best Employers program is conducted in 12 markets:
Australia
China
Hong Kong
India
Indonesia
Japan
Korea
Malaysia
New Zealand
Singapore
Taiwan
Thailand
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What Constitutes a Best Employer ?
Four Measurable Factors Contribute to Whether an Organisation is a Best Employer
High Employee
Engagement
Say: The employees
consistently speak positively
about the organisation to
co-workers, potential
employees and customers
Stay: The employees have an
intense desire to be a member
of the organisation
Strive: The employees exert
extra effort and engage in
work that contributes to
business success
Compelling
Employer Brand
Reputation: The organisation
is well-known and has a good
reputation in the market,
especially for those target
groups which are critical for
the organisation’s business
success
Internal Brand: Employees
are proud to be part of the
organisation, and can explain
what makes working here
different from other
organisations
Credibility: Employees
believe that the organisation
delivers on its promises it
makes to employees
Effective
Leadership
Future Vision: Leaders show
clear and compelling future
vision to the members of the
organisation
Valuing People: Employees
experience that leaders are
appropriately visible and
accessible; treat them as
organisation’s most valued
asset
Business Excellence:
Employees trust their senior
leaders to be open and
honest; and believe they
make good business
decisions to drive the
organisation to success
High Performance
Culture
Accountability & Trust:
Managers set clear goals and
expectations, and employees
know how they can best
contribute to realise their
business strategy
Reward: Rewards and
recognition for high
performance are clearly
understood and transparent to
employees
Growth: The organisation
prepares for future challenges
by offering interesting careers
for high potential employees
and learning opportunities for
all employees
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50%
60%
70%
50% 60% 70% 80%
Critical People Challenges – Taiwan 2015
Inadequate Leadership Pipeline and Inability to Attract Talent are the Top Concerns
On average 40% of organisations feel they are not prepared to tackle these risks
People risks likely to impact
your business
Medium
High
Likely Near Certain
Critical Skills
Shortage
Degree of impact of
the people risks Inadequate
Leadership Pipeline Inability to
Attract Talent
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Best Employers Summary – Taiwan 2015
79% 83%
61% 68%
High Employee Engagement Compelling Employer Brand
75% 73%
61% 58%
Effective Leadership High Performance Culture
Market Average Best Employers
The Best Employers Outperform the Market by 16% Across All 4 Pillars
Best Employers filled 27%
more openings internally
compared to market level
Best Employers have 41% lower attrition
Best Employers achieve 33% higher income than
market average
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High Employee Engagement – Taiwan 2015
73%
77%
78%
59%
59%
63%
SAY: The employees consistently speak positively about the
organisation to co-workers, potential employees and customers
STAY: The employees have an intense
desire to be a member of the organisation
STRIVE: The employees exert extra effort and engage in
work that contributes to business success
6
Employee Engagement index
59%
67%
52%
64% 61%
2007 2011 2015
Favourable engagement scores over
the last 8 years
Market Average Best Employers
Best Employers engagement score
at 79% is significantly higher than market average
at 61%
Employee Engagement Scores Have
Varied Significantly in the Last Eight
Years. The Market Average Dipped
Slightly in 2015 Compared to
Previous Cycle.
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Compelling Employer Brand – Taiwan 2015
60% of the Employees Surveyed Said
that They Were Likely to Recommend
Their Organisation to a Friend
Seeking Employment
82%
81%
80%
69%
69%
64%
REPUTATION: The organisation is well-known and has a
good reputation in the market
INTERNAL BRAND: Employees are proud to be part of the organisation,
and can explain what makes working here different from other organisations
CREDIBILITY: Employees believe that the organisations delivers
on its promises it makes to employees
6
Employer Brand index
Best Employers
employer brand index
at 83% is significantly higher than market average
at 68%
Market Average Best Employers
69% 75%
17%
6%
43%
60%
24% 17%
NetPromoter
Score
Promoter Passive Detractor
Net promoter score 2015
The NPS gap between Best Employers and the
market average has widened by 11% over the
2013 results
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Effective Leadership – Hi-Potential Program Organisation Practices
– Taiwan 2015
Best Employers Comprehensively Measure The Effectiveness of Their High Potential
Programme
Percentage of high potentials who are
removed from the high potential list
Engagement levels of high potentials
Retention rate of high potentials
Number of lateral movement of high
potentials across function, business,
or geography
Performance ratings of high potentials 55% 60%
36% 40%
27% 40%
60%
45% 60%
45% 60%
Promotion of high potentials
Market Average Best Employers
55%
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The Gap Between Rhetoric and Reality – Walking the Talk in Taiwan
6
64% of CEOs say people
managers have the tools and resources to manage.
But only 57% of
people managers feel they are fully productive.
Leaders say “our employees are our greatest asset”.
But only 58% of
employees believe their senior leaders treat them as their organisation’s most valued
asset.
Career opportunities is the top driver of engagement
across all generations.
But only 51% of
employees think they have good career opportunities at
their organisation.
66% of organisations
said that they have a clearly defined employer brand.
But only 18% have
complete alignment between the CEO and HR definition
of their employer brand.
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The Best Employers Program
Best Employers participants benefit from 12-month partnership with Aon Hewitt. Sharing
of data, insights and best practices advance organizations in their journey to becoming
a Best Employer.
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Contact Information
To order full Best Employers – Taiwan 2015 Country Report, please click here
To participate in Aon Best Employers – Asia Pacific 2016, please contact
Ingrid Chung
Project Manager
Best Employers – Taiwan
Gitansh Malik
Regional Project Manager
Best Employers – Asia
Aon Hewitt Asia
@Aon HewittAsia
Aon Hewitt
Join us on a
Journey to
Becoming a
Best Employer 2016