inside employees' minds€¦ · what can organizations do to drive female engagement? to help...

I N S I D E

E M P L O Y E E S ’

M I N D S ™

D I S C O V E R I N G W H A T D R I V E S

F E M A L E E N G A G E M E N T I N T H E

U S W O R K P L A C E

September 2017

H E A L T H W E A L T H C A R E E R

© MERCER 2017 2

TODAY’S SPEAKERS

Carole Jackson

When Women Thrive

Denver

Megan Connolly

Mercer | Sirota

Chicago

QUESTIONS Please type your questions in the Q&A section of the

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Pete Foley

Mercer | Sirota

Atlanta

What can organizations do to drive female engagement?

To help our clients solve their business

problems through employee research.

Executives believe understanding the underlying factors behind employee

engagement is critical to driving value for their business.

Mercer Talent Trends 2017

To help organizations globally drive

business performance by increasing

the representation and advancement of

women.

WHEN WOMEN THRIVE,

BUSINESSES THRIVE

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A G E N D A

• The Age of Engagement

• Inside Employees’ Minds™ Research Design

• The Drivers of Overall Satisfaction and Engagement

• Ensuring Fair and Transparent Pay

• Defining Career Paths

• Cultivating an Inclusive Work Environment

• Next Steps and Q&A

© MERCER 2017 5

T H E A G E O F E N G A G E M E N T

27 years

Since the term

“employee

engagement” was

coined

8,000+

Employee

engagement related

books

on Amazon.com

11.7m

Search results for

Employee Engagement

on Google

W E ’ R E L I V I N G I N T H E A G E O F E N G A G E M E N T

Engaged steel mill

employees required 34%

fewer labor hours to

produce a ton of steel.

Employees working on highly

engaged teams

had significantly fewer

accidents over a three

year period.

.

U.S. National Weather Service

meteorologists working on highly

engaged teams were more

significantly more accurate at

predicting tornadoes.

Customer focused retail

stores demonstrated a

10% greater year over

year sales increase.

D O E S E N G A G E M E N T D R I V E P E R F O R M A N C E ?

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E N G A G E M E N T I S Y O U R S T O B U I L D ( O R L O S E )

Case Study ~ 1,000 new hires

91%

86%

76%

75%

60

65

70

75

80

85

90

95

30 Day 90 Day 180 Day 365 Day

I am motivated to go above and beyond

We need to stop de-motivating

employees

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CERTAIN THINGS ARE CORE AND FUNDAMENTAL

Based on 40+ years of research, we have found that employees

have 3 core needs at work. *Adapted from

Sirota’s Book

(July 2013)

Impact

What Leaders Do

Customer

Satisfaction

What Employees Seek

Achievement

Camaraderie

Equity

Retention

Innovation

Financial

Performance

How Employees React

Satisfaction

Senior

Leadership

Immediate

Manager

Enthusiasm

Indifference

Anger

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I N S I D E E M P L O Y E E S ’ M I N D S ™

R E S E A R C H D E S I G N

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A B O U T T H E R E S E A R C H

Proprietary

research on

employee views on

work.

More than 80

survey questions

covering pay,

benefits, careers,

leadership,

performance,

engagement, etc.

Conducted among a

nationally

representative

sample of 3,010

US workers*.

Reflects overall

US workforce

demographics

(age, gender, job

level).

Conjoint analysis

conducted to

determine which

“deal” elements

employees value

the most.

1 2 3 4 5

* US workers 18+, never retired, working full time or part time at for-profit organizations with 200+ employees

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C O N J O I N T A N A L Y S I S

• Most appropriate methodology for assessing the relative importance of

different elements of an organization’s employee value proposition

• Uses a fully-balanced design, with elements presented in sets of four

• Each element in the design gets compared with every other element

• Respondents are asked to choose the most important and least important

element in each set

Most

Important

Least

Important

☐ Base pay ☐

☐ Incentive pay ☐

☐ Career opportunities ☐

☐ Flexible schedule ☐

© MERCER 2017 13

C O N J O I N T E L E M E N T S A S S E S S E D

Base pay

Career opportunities

Educational assistance

Extended leave

Flexible schedule

Healthcare benefits

Incentive pay

PTO

Retirement plan

Training opportunities

Type of work

Wellness programs

Working for an organization I respect / am proud of

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THE DRIVERS OF OVERALL

SATISFACTION AND ENGAGEMENT

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G A U G I N G S A T I S F A C T I O N A N D E N G A G E M E N T

• Considering everything, how satisfied are you with your organization at the present time?

• Considering everything, how satisfied are you with your job?

Overall Satisfaction

• I am proud to work for my organization.

• My work gives me a sense of personal accomplishment.

• I would recommend my organization to others as a good place to work.

• I feel a strong sense of commitment to my organization.

Engagement

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D I V E R S I T Y I N T H E D R I V E R S O F E N G A G E M E N T A N D

S A T I S F A C T I O N

What are the drivers of engagement and overall satisfaction for women and men?

Which elements of the EVP are most important to women? And which are the right levers for

enhancing women’s engagement and overall satisfaction?

© MERCER 2017 17

K E Y D R I V E R S O F E N G A G E M E N T

© MERCER 2017 18

K E Y D R I V E R S O F O V E R A L L S A T I S F A C T I O N

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KEY LEVERS FOR ENHANCING FEMALE ENGAGEMENT

F A I R A N D

T R A N S P A R E N T

PAY

D E F I N E D

C A R E E R

PAT H S

I N C L U S I V E

W O R K

E N V I R O N M E N T S

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ENSURING FAIR AND TRANSPARENT PAY

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R E W A R D P E R F O R M A N C E

E N S U R I N G F A I R A N D T R A N S P A R E N T P A Y

Matching pay to

performance is a driver

of overall satisfaction for

women

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C O M P E N S A T I O N G A P S

© MERCER 2017 23

DEFINING CAREER PATHS

© MERCER 2017 24

F O C U S O N T H E F U T U R E :

D E F I N I N G C A R E E R P A T H S

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C A R E E R A N D P R O M O T I O N P R A C T I C E S

The ability to achieve

long-term career

objectives is a driver of

female engagement

© MERCER 2017 27

A C U L T U R E O F R E S P E C T :

C U L T I V A T I N G A N I N C L U S I V E W O R K E N V I R O N M E N T

An environment where

employees feel that

they are treated fairly

and with dignity and

respect is a driver of

overall satisfaction and

engagement.

© MERCER 2017 28

C A N D O R :

W O M E N N O T E M O R E C O N C E R N S O V E R I T S C O N S E Q U E N C E S

When employees fear speaking up:

Leadership may miss out on new ideas or workplace concerns

They are less likely to be engaged

They are less likely to feel positive about career advancement and development opportunities

© MERCER 2017 29

B E I N G H E A R D :

W O M E N F E E L I T I S L E S S L I K E LY T H E I R C O N C E R N S W I L L B E

H E A R D

When employees feel their complaints are ignored:

Productivity and morale may drop

Perceptions of favoritism may emerge

- 4% pts

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T H E R I G H T T H I N G :

W O M E N R E P O R T L E S S C O M F O R T S P E A K I N G O U T O N E T H I C A L

C O N C E R N S

When employees feel discouraged to speak up about unethical business practices:

Problem solving and innovation are stifled

Employees may mistrust their colleagues and superiors

The company’s reputation and image are challenged in the long-term

© MERCER 2017 31

C O N S I D E R AT I O N :

W O M E N N O T E L E S S C O N S I D E R AT I O N F R O M M A N A G E M E N T

• When employees believe their viewpoints are not considered or valued by leadership:

• They can reduce their efforts

• They are more likely to leave

© MERCER 2017 32

FAV O R I T I S M :

W O M E N P E R C E I V E M O R E FAV O R I T I S M I N T H E W O R K P L A C E

• When employees perceive favoritism:

• They may become disengaged, frustrated, cynical, or territorial

• They are more likely to leave

© MERCER 2017 33

F A I R N E S S M A T T E R S M O S T T O E N G A G E M E N T

Equity Achievement Camaraderie





Mercer Sirota Normative Findings

Across diverse groups,

equity is the base element

of engagement

Without it, under the best

circumstances, it is hard for

engagement to emerge.

Our data shows that while all three factors are fundamental to engagement,

equity is the most important factor:

% Highly Engaged

45

23

22

13

2

© MERCER 2017 35

NEXT STEPS

QUESTIONS TO CONSIDER

What drives engagement and overall satisfaction in your organization?

Do you have a robust pay equity process in place?

Have you defined and communicated career paths?

Are you cultivating an environment where employees feel they are treated fairly?

© MERCER 2017 36

[email protected]

linkedin.com/in/caroleljackson

@CaroleLJackson

Q&A

Carole Jackson

When Women Thrive

Denver

Pete Foley

Mercer | Sirota

Atlanta

Megan Connolly

Mercer | Sirota

Chicago

[email protected]

linkedin.com/in/meganconnolly

[email protected]

linkedin.com/in/pjfoley

inside employees' minds€¦ · what can organizations do to drive female engagement? to help...

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