engagement and the generations heabc annual conference 25 june 2007
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Engagement and the Generations HEABC Annual Conference 25 June 2007. Today's discussion. Where did the research come from? What have we learned from the Study? What did we learn from our generational research? How can we get better and learn from the Best? - PowerPoint PPT PresentationTRANSCRIPT
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Engagement and the Generations
HEABC Annual Conference
25 June 2007
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2Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Today's discussion
Where did the research come from?
What have we learned from the Study?
What did we learn from our generational research?
How can we get better and learn from the Best?
Why is doing this kind of research important to you?
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Where did this researchcome from?
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4Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
What is the Best Employers study all about?
Sponsors
Partners
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5Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
What is the Best Employers study all about?
Primarily a RESEARCH study• Learn what is going on in Canadian workplaces• Enable employers to see how they are doing and how they
compare to broader trends
Extensive multi-year comparative database • 300 individual employers representing 750,000 Canadian
workers• 200,000 unique employee opinions• 3,000 unique leader opinions• 50+ industry/sector/demographic comparisons
The annual list of the 50 Best Employers in Canada is a by-product of the research
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6Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
How do organizations participate?
• At least 400 permanent employees (50 to 399 for BSME Study)• At least 3 years in business in Canada• Required to complete 3 different survey instruments• Minimum number of completed surveys varies by organization size
Em
plo
yee
s
HR
Fu
nctio
n
Ex
ecu
tive T
eam
Employee OpinionSurvey
Human ResourcesSurvey
Leadership TeamSurvey
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7Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
The Top 10 2007 Best Employers
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8Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Core measure: Employee engagement
Engaged employees exhibit the following three key behaviours:
SaySay
Consistently speak positively about the
organization to co-workers, potential
employees and customers.
StayStay
Have an intense desire to continue working for the
organization.
StriveStrive
Exert extra effort and engage in behaviours
that contribute to organizational success.
EngagementEngagement 77% of employeesare engaged at
a typicalBest Employer
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9Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
The benefits of high employee engagement
Studies show that high engagement can lead to:
Financial Success• Greater financial returns• Greater growth• Greater customer
satisfaction
High Morale• Higher employee morale and
sense of accomplishment• Greater alignment among
leaders and between leaders and employees
• Greater employee alignment withvalues and workplace culture
Productivity• Less sick time• Fewer lost days due to accidents• High performance culture• Employees more focused on
future direction and strategies
Attraction & Retention• Lower turnover• More applications for
employment
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What have we learned fromthe Study?
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11Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Engagement varies widely…
Canada – 63% BC – 64%
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12Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Engagement by Job Type
40%
50%
60%
70%
80%
90%
SeniorManagement
MiddleManagement
Supervisor /Team Leader
Professional /Specialist /Technician
Front-line Ee /Production TmMbr / Service
Team Mbr
Administrative /ClericalSupport
% Engaged
Canada (63%) Alberta (61%) BC (64%)
Engagement is complex – every sector / organization / region faces different issues
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13Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Engagement by Generation
40%
50%
60%
70%
80%
90%
Millenials (1981and later)
Generation X (1966to 1980)
Late Boomers(1961 to 1965)
Early / MidBoomers (1946 to
1960)
Matures (Before1946)
% Engaged
Canada (63%) Alberta (61%) BC (64%)
Even generational differences vary across sectors / regions / organizations…
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14Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Generational differences narrow as engagement rises…
Engagement by Generation
30%
40%
50%
60%
70%
80%
90%
100%
Millenials (1981and later)
Generation X(1966 to 1980)
Late Boomers(1961to 1965)
Mid Boomers(1951 to 1960)
Early Boomers(1946 to 1950)
Matures(Before 1946)
% Engaged
Maintain Zone (Eng. Avg. 74%) Journey Zone (Eng. Avg. 57%)
Rethink Zone (Eng. Avg. 38%)
Engagement Gap = 11%
Engagement Gap = 16%
Engagement Gap = 17%
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15Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
But overall Millennials and Generation X aren’t happy with today’s employment deal…
Engagement by Years of Service
30%
40%
50%
60%
70%
80%
90%
100%
Less than 2years
2 to 5 years 6 to 10 years 11 to 15years
16 to 20years
21 to 25years
26 or moreyears
% Engaged
Millennials Gen X Matures Boomers
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What did we learn from our generational research?
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17Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
What is important to Canadian workers?
Two perspectives drawn from Best Employer research:
• What is important for employee engagement?
• What is important when choosing to join or stay with an organization?
Are they the same / different?
Personal Work Values = Attraction & RetentionEngagement = Attraction, Retention & Motivation
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18Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Engagement Drivers
Hewitt’s Engagement Model TM
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19Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Top 5 Drivers of Employee Engagementby Generation
Matures Early/Mid Boomers
LateBoomers
Gen X Millennials
Career Opportunities
Career Opportunities
Career Opportunities
Managing Performance
Managing Performance
Managing Performance
Managing Performance
Managing Performance
RecognitionCareer
Opportunities
Organizational Reputation
Recognition RecognitionCareer
Opportunities WorkTasks
PeoplePractices
Organizational Reputation
Organizational Reputation
Organizational Reputation
Recognition
RecognitionPeople
PracticesPeople
PracticesWork
Processes Organizational
Reputation
Senior Leadership
WorkProcesses
WorkProcesses
(1)
(2)
(2)
(4)
(5)
(5)
(5)
(1)
(1)
(3)
(4)
(4)
(1)
(1)
(1)
(4)
(4)
(1)
(1)
(3)
(4)
(4)
(1)
(2)
(2)
(2)
(5)
(5)
Matures – pre-1946Early/Mid Boomers – 1946 to 1960Late Boomers – 1961 to 1965Generation X – 1966 to 1980Millennials – 1981 and later
SeniorLeadership
WorkTasks
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20Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Special Generational Researchincluded in the 2007 Best Employers StudyPartnered with an academic research team led byDr. Linda Duxbury
• General Work Opinions – level of agreement with a series of statements about the work environment
• Personal Work Values – work environment factors that are important for choosing to join or stay with an organization
Employee responses were segmented by generation• Ranked to identify differences in work opinions and personal
work values of the generations and other sub-groups
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21Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Top 5 Personal Work Values Affecting Decision to Join or Stay in Organization
Matures Early/Mid Boomers
Late Boomers
Gen X Millennials
Supportive Supervisor
Supportive Supervisor
Supportive Supervisor
Interesting Work
GoodSalary
Access to Information
Access to Information
Interesting Work
GoodSalary
InterestingWork
InterestingWork
InterestingWork
GoodSalary
Supportive Supervisor
Advancement Opportunity
Fully Use Abilities
GoodSalary
Work / Life Balance
Work / Life Balance
Supportive Supervisor
Work / Life Balance
Work / Life Balance
Access to Information
Continuous Learning
Continuous Learning
Doing Work Consistent with Moral
Values
(1)
(1)
(3)
(3)
(5)
(5)
(1)
(1)
(1)
(4)
(4)
(1)
(1)
(1)
(4)
(5)
(1)
(1)
(3)
(3)
(5)
(1)
(2)
(3)
(4)
(4)
Matures – pre-1946Early/Mid Boomers – 1946 to 1960Late Boomers – 1961 to 1965Generation X – 1966 to 1980Millennials – 1981 and later
Doing Work Consistent with
Moral Values
Fully Use Abilities
AdvancementOpportunity
ContinuousLearning
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22Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Similarities / differences across generations
Similar Personal Work Values
Supportive Supervisor
Interesting Work
Work / Life Balance (4)
Good Salary (4)
Similar Engagement Drivers
Career Opportunities
Managing Performance
Recognition
Organizational Reputation
Different Personal Work Values
Mature (pre-1946)Fully Use Abilities
Doing Work Consistent with Moral Values
Millennial (1981+)Advancement Opportunity
Continuous Learning (Millennial / Gen X)
Different Engagement Drivers
Mature (pre-1946)Senior Leadership
Millennial (1981+)Work Tasks
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23Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Conclusions from broad research
Significant common ground across engagement and work values research:
• Manager/supervisors make or break the organization
• Interesting work is important to everyone
• People want to work for one of the “best”
• Every organization needs to define its deal regarding work / life balance
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24Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Conclusions from broad research
Important differences that can be exploited
• Matures want to be valued as full contributors rather than people coasting toward the end of their work-life
– They want to fully use their abilities– They want to do work that has integrity– They want to work for leaders who are effective, provide clear
direction for the future and are trustworthy
• Millennials want to learn and have opportunities for advancement – and they really want to enjoy the specific work they do
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How can we get better and learn from the Best?
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26Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
The approach to maintaining and improving engagement depends on where you are…
Canada – 63% BC – 64%
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27Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Building or maintaining high engagement
Regardless of where you start, building and maintaining high engagement:
• Is a core organizational strategy, not an HR initiative
• Is an never ending journey
• Requires a well planned and executed approach
• Requires you communicate your intent
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28Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Characteristics of the Best
Leaders who Lead
Managers who Manage
Hire, Promote and Reward for Fit
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Why is doing this kind of research important to you?
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30Hewitt Associates—Private and Confidential 2007 Best Employers in Canada
Why is doing this kind of researchimportant to you?Do you know your level of engagement?
Do you know where your engagement hot spots are?
Do you know what the personal work values are amongst your employee population? What about your target recruitment populations?
Do your employees’ personal work values fit with your employment deal?
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Your Questions?
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www.hewitt.com/bestemployerscanada
Toll-free 1-877-740-9199
Neil CrawfordHewitt Associates1111 West Georgia StreetVancouver, BC V6E 4M3
604 683 7311 – main604 683 0249 – fax 604 317 5450 – mobile [email protected]