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Global Talent
Monitor:
New
Zealand
Update on Workforce
Activity in Q1 2016
CONFIDENTIALITY AND INTELLECTUAL PROPERTY
These materials have been prepared by The Corporate Executive
Board Company and its affiliates (CEB) for the exclusive and
individual use of our member companies. These materials contain
valuable confidential and proprietary information belonging to CEB
and they may not be shared with any third party (including
independent contractors and consultants) without the prior approval
of CEB. CEB retains any and all intellectual property rights in these
materials and requires retention of the copyright mark on all pages
reproduced.
LEGAL CAVEAT
CEB is not able to guarantee the accuracy of the information or
analysis contained in these materials. Furthermore, CEB is not
engaged in rendering legal, accounting, or any other professional
services. CEB specifically disclaims liability for any damages, claims
or losses that may arise from a) any errors or omissions in these
materials, whether caused by CEB or its sources, or b) reliance upon
any recommendation made by CEB.
CEB Talent Management Labs Group Leader
Conrad Schmidt
Research Leader
Mark Little
Research Manager
Lindsey Walsh
Research Scientist
Neha Jain
Senior Research Analyst
Sajal Jain
Research Analyst
Namrata Raina
Research Specialist
Nikita Ojha
2
CEB Corporate Leadership Council Practice Leader
Brian Kropp
Research Director
Matt Dudek
Research Analyst
Caitlin Dutkiewicz
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
TABLE OF CONTENTS
3 © 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Executive Summary 4
Survey Participant Demographics 6
Employee Engagement Model 8
Employee Engagement 11
Discretionary Effort Trends 12
Intent to Stay Trends 14
Engagement Recap 18
Employment Value Proposition 19
Satisfaction with EVP Categories 21
Impact of EVP on Engagement 23
Rewards Trends 25
Opportunity Trends 28
Organization Trends 31
People Trends 33
Work Trends 34
Recommendations and Resources 35
Appendix 37
EXECUTIVE SUMMARY
Employee
Engagement
19.6% of employees in New Zealand report high
discretionary effort and 36.6% report high intent
to stay, which means that engagement levels in
New Zealand are about average. To maximize
employee engagement, leaders in New Zealand
should focus on improving employee satisfaction
with key areas of the EVP.
Trends in employee
discretionary effort and
intent to stay
Employment
Value
Proposition
On average, employees in New Zealand are
least likely to be satisfied with EVP attributes
related to rewards. When considering what they
want in a potential employer, the rewards
attribute most important for employees in New
Zealand is Compensation.
Trends in employee
satisfaction with Work,
Opportunity, Rewards,
Organization, and
People
4
Report Topics Topic Description
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Key Finding Recommended Resources
Discretionary effort and intent to stay levels are neutral among employees in
New Zealand. Watch out for the negative impact of dissatisfaction with
Rewards on discretionary effort and retention.
Departure View: Use CEB’s exit survey to
receive feedback on areas of dissatisfaction.
Employment Value Proposition Design Center:
Design a compelling EVP with this online, data-
based tool that presents data from over 100,000
employees.
Engagement Strategy Playbook: Discover step-
by-step guidance for building an engaged,
aligned, and agile workforce.
Making the Most of Compensation Changes:
Understand how to effectively roll out
compensation changes to employees for
maximum impact.
Increasing the Impact of Pay Through Manager
Involvement: Engage managers in pay activities
to improve compensation satisfaction.
Improve Pay Perceptions by Customizing
Communications: Focus managers on
communicating a few high impact themes to
double their impact on employee pay
perceptions.
5
Current State of Employee Engagement Satisfaction with the Employment Value
Proposition
Engagement among employees in New Zealand is about
average.
Impact of EVP Satisfaction on Employee
Engagement
The 38 attributes of the employment value proposition fall
into five categories. Employees in New Zealand are least
likely to be satisfied with those related to rewards.
Most Important EVP Drivers Not all aspects of the EVP are equally important. The attributes below are those most frequently selected by employees in New Zealand as reasons to join or leave an organization.
WHAT SHOULD NEW ZEALAND LEADERS KNOW TO BETTER MANAGE THEIR
TEAMS?
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Employees in New Zealand who are satisfied with their EVP
are more likely to report high discretionary effort and intent
to stay.
New Zealand
International Average
0%
10%
20%
30%
40%
50%
60%
Hig
h D
isc
reti
on
ary
Effo
rt
0% 10% 20% 30% 40% 50% 60%
High Intent to Stay
Rewards
• Compensation
Opportunity
• Stability
• Development Opportunity
• Future Career Opportunity
Organization
• Respect
• Ethics/Integrity
People
• Coworker Quality
• Manager Quality
• People Management
Work
• Location
• Work-Life Balance
• Job-Interests Alignment
• Recognition
WHO PARTICIPATED IN THE SURVEY?
6 © 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
NOTE: Totals may not equal 100% due to rounding.
NOTE: The maximum margin of error for the analyses reported in this deck is plus/minus 5 percentage points at 95% confidence.
Industry New Zealand All Employees
Aerospace 0.6% 0.9%
Construction 5.4% 5.1%
Consumer Goods 4.2% 4.0%
Education 15.0% 8.4%
Financial Services and Insurance 3.4% 7.4%
Government 5.6% 6.4%
Health Care 11.0% 6.0%
Leisure and Hospitality 3.6% 2.3%
Manufacturing 6.0% 11.1%
Media 2.2% 1.9%
Nonprofit 1.4% 1.9%
Oil, Gas, and Mining 0.0% 1.8%
Pharmaceuticals 0.8% 1.3%
Professional Services 13.4% 10.9%
Real Estate 0.8% 2.1%
Restaurant 0.8% 1.5%
Retail 9.8% 7.9%
Technology 7.6% 10.8%
Travel and Transportation 4.8% 4.2%
Utilities 3.0% 4.2%
Survey Period New Zealand All Employees
Q1 2016 500 21,140
Function New Zealand All Employees
Administrative support 7.8% 13.6%
Communications 1.2% 1.7%
Corporate 1.6% 4.9%
Customer Contact 9.0% 7.4%
Educator 5.6% 2.2%
Finance and Accounting 4.0% 8.2%
Human Resources 4.2% 4.4%
IT 6.8% 12.1%
Manufacturing 3.0% 5.3%
Marketing and Market Research 1.4% 1.7%
Operations 10.0% 6.8%
Procurement 0.6% 1.7%
Quality 1.0% 2.6%
R&D and Engineering 4.8% 8.7%
Retail 5.6% 4.4%
Sales 4.2% 7.2%
Supply Chain and Logistics 2.2% 2.0%
Technician 6.0% 5.1%
Employee Level New Zealand All Employees
Junior level 37.4% 36.1%
Mid level 50.9% 54.0%
Senior level 11.7% 14.0%
WHICH COUNTRIES DO SURVEY PARTICIPANTS REPRESENT?
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN 7
NOTE: International averages are computed from a straight mean of all survey respondents.
Country All Employees
Argentina 0.9%
Australia 4.7%
Belgium 1.2%
Brazil 2.8%
Canada 4.7%
Chile 0.9%
China 4.6%
Colombia 0.9%
Czech Republic 0.4%
Denmark 1.2%
Finland 1.2%
France 2.4%
Germany 5.9%
Hong Kong 0.9%
Hungary 0.4%
India 4.7%
Indonesia 2.4%
Italy 2.4%
Japan 2.4%
Malaysia 1.2%
Country All Employees
Mexico 2.8%
Netherlands 2.4%
New Zealand 2.4%
Norway 0.9%
Philippines 1.2%
Poland 2.4%
Romania 0.4%
Russian Federation 2.4%
Singapore 2.4%
South Africa 2.4%
South Korea 2.4%
Spain 2.4%
Sweden 1.2%
Switzerland 2.4%
Taiwan 2.4%
Thailand 2.4%
Turkey 0.9%
United Kingdom 7.1%
United States 10.9%
Vietnam 2.4%
EMPLOYEE ENGAGEMENT MODEL
CEB ClearAdvantage Engagement Model
Source: CEB analysis.
Engagement Metrics
Percentage of Employees Indicating High Levels of:
Energy
■ Sense of urgency
■ Excitement and/or
enthusiasm
■ Focus
Optimism
■ Confidence in the
future
■ Belief in progress
Pride
■ Identification with
company
■ Recommending the
company
Intent to Stay
An employee’s desire to stay with the organization, based on whether he or she intends to look for a new job within a year, frequently thinks of quitting, has actively been looking for a new job, or has taken steps such as placing phone calls and sending out résumés
Discretionary Effort
Employee willingness to go above and beyond the call of duty, such as helping others with heavy workloads, volunteering for additional duties, and looking for ways to perform the job more efficiently
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
8
Employee
engagement is the
pride, energy, and
optimism that fuels
employees’
discretionary effort
and intent to stay.
Firms with high levels
of employee
engagement report
financial outcomes (i.e.,
return on assets, profit
margin) three times
higher than firms with
low engagement.
WHY IS EMPLOYEE ENGAGEMENT IMPORTANT?
Employee Engagement
Level of the Firm
Bottom quartile
Top quartile
Profit Margin2
4%
14%
Return on Assets1
9%
3%
Impact of Engagement on Financial
Performance
Higher levels of employee engagement are also associated with higher:
Employee performance – Every 10% improvement in engagement can increase an
employee’s effort level by 6%, which can improve an employee’s performance by 2%.
Employee retention – Every 10% improvement in engagement can decrease an
employee’s probability of departure by 9%.
Customer satisfaction – Customers of firms with high levels of employee engagement are
9% more satisfied than customers of firms with low levels of employee engagement.
1 Return on assets is an indicator of how profitable a company is relative to its total assets, including how efficient a firm is at using its assets to generate
earnings. It is calculated by dividing a company's annual earnings by its total assets. It may also be referred to as "return on investment".
2 Profit margin is a ratio of profitability calculated as net income divided by revenues, or net profits divided by sales. It measures how much out of every dollar
of sales a company keeps in earnings.
N = 93 organizations.
Source: CEB 2014 ClearAdvantage Survey.
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN 9
To drive business
outcomes more
effectively, expand
beyond engagement to
incorporate alignment
and agility, and use
engagement more
strategically by
customizing
engagement efforts to
specific business
priorities.
EXPAND YOUR FOCUS TO ALIGNMENT AND AGILITY FOR A
ClearAdvantage
CEB ClearAdvantage Framework Create and sustain advantage by incorporating alignment and agility into engagement strategies.
• Engagement—Employees’ pride, energy, and
optimism that fuels their discretionary effort and intent
to stay.
• Alignment—The connection between employees’
work and goals with those of the company overall.
• Agility—The organization’s ability to sense and
respond to change.
Common Business Priorities Customize engagement efforts to specific business
priorities to impact specific business outcomes.
Source: CEB analysis.
What You Can Do
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN 10
Use your membership to align employee
engagement with business strategy.
Assess Engagement Strategically
Participate in CEB’s ClearAdvantage Check
to assess not only the engagement of your
workforce but also its impact on your unique
business priorities.
Contact Us to Learn More
Phone: +1-866-913-6447
E-Mail: ClearAdvantageCheck@
executiveboard.com
ROADMAP
Employment
Value Proposition Employee
Engagement
Recommendations
and Resources
• Understand the status of
discretionary effort in New
Zealand today.
• Understand the status of intent
to stay in New Zealand today.
• Identify engagement risks
among key segments of the
labor force in New Zealand.
• How can executives improve
engagement on their teams?
• What is the employment value
proposition and why does it
matter?
• What aspects are most
important and are employees in
New Zealand satisfied with
them?
• What next steps should an HR
executive take?
• What resources does CEB have
to help?
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN 11
HOW MANY EMPLOYEES REPORT GOING ABOVE
AND BEYOND?
Source: CEB 2009-2016 Global Labor Market Survey.
Percentage of Employees Reporting High Levels of Discretionary Effort
Global Employed Labor Force
Discretionary Effort
An employee’s willingness to go
above and beyond the call of
duty, such as helping others with
heavy workloads, volunteering
for additional duties, and looking
for ways to perform the job
more effectively
Few employees report truly
low discretionary effort, so
executives should focus
on shifting individuals
from neutral or somewhat
high to high.
NOTE: Discretionary effort levels are calculated from a battery of five questions posed to survey respondents. These answers are combined and the respondents with an average score of 6.0 or above
on a 7-point scale are considered to report high discretionary effort at work.
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN 12
Q1 2016 n: 21,140 all employees; 500 employees in New Zealand.
Q1 2016 n: 500 employees in New Zealand.
19.6% of employees in New
Zealand report showing high
discretionary effort, and
another 44.6% are leaning
towards high.
Discretionary effort levels in
New Zealand have not
significantly changed over
the last year.
Q1 2016
Distribution of Employees in New Zealand by Level of Discretionary Effort Employed Labor Force in New Zealand | Q1 2016
New Zealand 19.6%
International
Average 17.2%
HOW DO DISCRETIONARY EFFORT LEVELS COMPARE ACROSS REGIONS?
13
Q1 2016 n: 21,140 all employees; 500 employees in New Zealand.
NOTE: : A green or red box indicates a statistically significant positive or negative change at the 95% confidence level, whereas a dash indicates that the change was not statistically significant.
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Percentage of Employees Globally Reporting High Levels of Discretionary Effort by Region
Global Employed Labor Force | Q1 2016
Year-
Over-
Year
Change
Source: CEB 2015-2016 Global Labor Market Survey.
HOW MANY EMPLOYEES REPORT STRONG INTENT TO
STAY WITH THEIR JOBS?
Percentage of Employees Globally with High and Low Levels of Intent to Stay
Global Employed Labor Force
Intent to Stay
The employee’s desire to stay
with the organization, based on
whether he or she intends to
look for a new job within a year,
frequently thinks of quitting, is
actively looking for a job, or has
begun to take tangible steps,
such as placing phone calls or
sending out résumés
Productivity research
shows individual
performance improves with
tenure. Low intent to stay
can lead to retention
challenges.
NOTE: Intent to stay levels are calculated from a battery of four questions posed to survey respondents. These answers are combined and the respondents with an average score of 6.0 or above on a
7-point scale are considered to report high intent to stay at work.
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN 14
Q1 2016 n: 500 employees in New Zealand.
Q1 2016 n: 21,140 all employees; 500 employees in New Zealand.
Source: CEB 2009-2016 Global Labor Market Survey.
9.4% of employees in New
Zealand report low intent to
stay, and another 9.4% are
leaning towards low.
The percentage of
employees in New Zealand
reporting high intent to stay
has not significantly changed
over the last year.
High Intent to Stay
Q1 2016
Low Intent to Stay
Q1 2016
Distribution of Employees in New Zealand by Level of Intent to Stay
Employed Labor Force in New Zealand | Q1 2016
New Zealand 36.6%
International
Average 35.4%
New Zealand 9.4%
International
Average 9.0%
HOW DOES EMPLOYEE INTENT TO STAY COMPARE ACROSS REGIONS?
15
Q1 2016 n: 21,140 all employees; 500 employees in New Zealand.
NOTE: : A green or red box indicates a statistically significant positive or negative change at the 95% confidence level, whereas a dash indicates that the change was not statistically significant.
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Percentage of Employees Globally with High and Low Levels of Intent to Stay by Region
Global Employed Labor Force | Q1 2016
Year-Over-
Year
Change
Year-Over-
Year
Change
Low Intent
to Stay
High Intent
to Stay
Source: CEB 2015-2016 Global Labor Market Survey.
HOW MANY EMPLOYEES WHO GO ABOVE AND
BEYOND PLAN TO STAY?
Distribution of Intent to Stay for Employees in New Zealand
Given that only 19.6% of
employees in New Zealand
display high levels of
discretionary effort,
leaders must focus on
retaining those who do.
Distribution of Intent to Stay for All Employees with High Discretionary
Effort | Q1 2016
Source: CEB 2016 Global Labor Market Survey.
Q1 2016 n: 500 employees in New Zealand.
Q1 2016 n: 98 high discretionary effort employees in New Zealand.
Q1 2016 n: 3,644 all high discretionary effort employees.
16 © 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Distribution of Intent to Stay for Employees with High Discretionary Effort New Zealand Employed Labor Force | Q1 2016
53.1% of employees in New
Zealand who go above and
beyond at work intend to
stay with their employers.
with High Discretionary Effort | Q1 2016
1
WHICH TALENT SUBSETS IN NEW ZEALAND ARE AT
HIGHER RISK OF LEAVING?
Low Risk: Employee Sub-Groups with a Higher Percentage of Employees with High Intent to Stay Employed Labor Force in New Zealand | Q2 2015-Q1 2016
Intent to Stay
The employee’s desire to stay
with the organization, based on
whether he or she intends to
look for a new job within a year,
frequently thinks of quitting, is
actively looking for a job, or has
begun to take tangible steps,
such as placing phone calls or
sending out résumés
Specific demographic
groups, such as those with
a certain level of
education, can be a higher
retention risk than other
segments.
• See the Appendix for intent
to stay information for
different segments of New
Zealand employee
population.
Q2 2015-Q1 2016 n: 2,002 employees in New Zealand.
17 © 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
High Risk: Employee Sub-Groups with a Lower Percentage of Employees with High Intent to Stay Employed Labor Force in New Zealand | Q2 2015-Q1 2016
• Age: 50-70
• Education: Completed high school / secondary level education and / or some
college
• Employee Level: Senior level
• Performance Level: High Potential
• Organization Size: 100 or fewer
• Age: 18-29, 30-39
• Education: Completed MBA, Completed Masters degree (non-MBA), PhD,
Medical Degree, Law Degree, or Other Professional Degree
• Employee Level: Junior level
• Organization Size: 1,001 to 5,000, 101 to 1,000
Source: CEB 2015-2016 Global Labor Market Survey.
HOW DOES EMPLOYEE ENGAGEMENT COMPARE ACROSS REGIONS?
Percentage of Employees with High Discretionary Effort and Intent to Stay by Region Global Employed Labor Force | Q1 2016
Source: CEB 2016 Global Labor Market Survey.
Q1 2016 n: 21,140 all employees; 500 employees in New Zealand.
18 © 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Above Average DiscretionaryEffort Only
Above Average on BothAspects of Engagement
Above Average Intentto Stay Only
Below Average on BothAspects of Engagement
New Zealand
Argentina, Chile, and Colombia
Australia
Belgium and the Netherlands
BrazilCanada
ChinaEastern Europe France
Germany
India
Island Southeast AsiaItaly
Mexico
Nordic Region
Russia
Singapore
South Africa
South Korea
Spain
Switzerland
Taiwan
United Kingdom
United States
Vietnam and Thailand
0%
10%
20%
30%
40%
Perc
en
tag
e o
f Em
plo
yee
s R
ep
ort
ing
Hig
h D
iscre
tio
nary
Eff
ort
10% 20% 30% 40% 50% 60%
Percentage of Employees Reporting High Intent to Stay
ROADMAP
Employment Value
Proposition
Employee
Engagement Recommendations
and Resources
• Understand the status of
discretionary effort in New
Zealand today.
• Understand the status of
intent to stay in New Zealand
today.
• Identify engagement risks
among key segments of the
labor force in New Zealand.
• How can executives improve
engagement on their teams?
• What is the employment value
proposition and why does it
matter?
• What aspects are most
important and are employees in
New Zealand satisfied with
them?
• What next steps should an HR
executive take?
• What resources does CEB have
to help?
19 © 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
What You Can Do
CEB’S EVP FRAMEWORK
An effective EVP allows organizations to better source new employees.
Source: CEB analysis.
Attraction Benefits
■ Reduces the compensation premium needed to hire by 50%
■ Enables organizations to reach deeper into the labor market to attract passive candidates
Retention Benefits
■ Decreases annual employee turnover by 69%
■ Increases new hire commitment by 29%
Rewards
■ Compensation
■ Health Benefits
■ Retirement
Benefits
■ Vacation
Opportunity
■ Development
Opportunity
■ Future Career
Opportunity
■ Growth Rate
■ Meritocracy
■ Stability
Organization
■ Customer Prestige
■ Empowerment
■ Environmental
Responsibility
■ Ethics and Integrity
■ Formality of Work
Environment
■ “Great Employer”
Recognition
■ Inclusion and Diversity
■ Industry Desirability
■ Market Position
■ Organization Size
■ Product or Service
Quality
■ Respect
■ Risk Taking
■ Social Responsibility
■ Technology Level
■ Well-Known Product
Brand
People
■ Camaraderie
■ Collegial Work
Environment
■ Coworker Quality
■ Manager Quality
■ People
Management
■ Senior Leadership
Reputation
Work
■ Business Travel
■ Innovative Work
■ Job–Interests
Alignment
■ Level of Impact
■ Location
■ Recognition
■ Work–Life Balance
EVP
The set of attributes that the labor market and employees perceive as the value they gain through employment in the organization.
The EVP Framework and the Benefits of a Differentiated EVP
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
20
1.Define the vision for a
differentiated EVP.
2. Prioritize and position your EVP.
3. Deliver on your EVP promise.
Visit our EVP Topic Center for more
information.
WHAT PORTION OF EMPLOYEES IN NEW ZEALAND
ARE SATISFIED WITH THE EVP CATEGORIES?
Percentage of Employees in New Zealand Satisfied with EVP Categories Overall Global Employed Labor Force | Q1 2016
Satisfaction among
employees in New Zealand
is below average for EVP
attributes related to
rewards.
Source: CEB 2016 Global Labor Market Survey.
Q1 2016 n: 21,140 all employees 500 employees in New Zealand.
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN 21
WHERE DOES SATISFACTION DIFFER FROM OTHER REGIONS?
Source: CEB 2016 Global Labor Market Survey.
NOTE: Green or red highlighting indicates that satisfaction in New Zealand differs from the international average by 4.0% or more.
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN 22
Q1 2016 n: 21,140 all employees; 500 employees in New Zealand.
Percentage of Employees in New Zealand Satisfied with EVP Attributes Global Employed Labor Force | Q1 2016
Rewards
Opportunity
Organization
People
Work
Attribute New Zealand International
Average Attribute New Zealand
International
Average
Vacation 39.2% 42.2% Health Benefits 21.2% 32.4%
Compensation 24.8% 30.7% Retirement Benefits 16.8% 28.5%
Stability 47.2% 44.4% Development Opportunity 25.6% 30.3%
Growth Rate 29.2% 30.9% Meritocracy 19.2% 25.4%
Future Career Opportunity 28.0% 28.3%
Product or Service Quality 46.6% 45.7% Ethics/Integrity 37.0% 39.3%
Organization Size 40.8% 41.1% Inclusion/Diversity 32.0% 34.2%
Industry Desirability 40.4% 40.6% Customer Prestige 31.6% 36.4%
Respect 38.4% 42.8% Social Responsibility 30.6% 33.8%
Formality of Work Environment 38.4% 38.3% Empowerment 29.4% 33.1%
Well-Known Product Brand 38.0% 38.5% "Great Employer" Recognition 28.2% 31.7%
Technology Level 37.6% 37.1% Environmental Responsibility 27.2% 32.3%
Market Position 37.4% 38.5% Risk Taking 20.0% 27.8%
Coworker Quality 40.6% 40.4% Collegial Work Environment 32.0% 39.3%
Camaraderie 38.8% 41.0% Senior Leadership Reputation 31.6% 35.6%
Manager Quality 36.0% 36.3% People Management 30.6% 32.9%
Location 62.6% 54.9% Level of Impact 29.6% 32.8%
Work-Life Balance 45.8% 40.2% Innovative Work 29.6% 32.4%
Job-Interests Alignment 33.8% 36.7% Business Travel 18.2% 26.7%
Recognition 31.4% 35.4%
HOW DOES EVP SATISFACTION IMPACT EMPLOYEE
ENGAGEMENT?
An employee who is highly
satisfied with the EVP
attributes he or she
prioritizes when
considering a new
opportunity is more likely
to report high discretionary
effort and intent to stay.
Likelihood That an Employee in New Zealand Will Report High Intent to Stay Employed Labor Force in New Zealand | Q2 2015-Q1 2016
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Q2 2015-Q1 2016 n: 1,240 employees in New Zealand with lower satisfaction; 762 employees in New Zealand with higher satisfaction.
Employees in New Zealand who are
more highly satisfied with the five
EVP attributes they prioritize in a
potential employer are twice as likely
to report high discretionary effort.
In addition, these people are three
times as likely to report high intent
to stay.
23
Q2 2015-Q1 2016 n: 1,240 employees in New Zealand with lower satisfaction; 762 employees in New Zealand with higher satisfaction.
Likelihood That an Employee in New Zealand Will Report High Discretionary Effort Employed Labor Force in New Zealand | Q2 2015-Q1 2016
1
Source: CEB 2015-2016 Global Labor Market Survey.
HOW DO I BETTER UNDERSTAND EMPLOYEE SATISFACTION?
Q2 2015-Q1 2016 n: 2,002 employees in New Zealand (attraction importance); 353 employees in New Zealand (attrition importance) 500 employees in New Zealand (EVP satisfaction).
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
NOTE: Attribute Importance is based on employee responses about what attracts them to an organization. Attributes are ordered according to their level of satisfaction among employees in New Zealand.
24
Most Important Attributes for Attracting Employees in New Zealand Employed Labor Force in New Zealand | Q2 2015-Q1 2016
Most Important EVP
Drivers for New Zealand
Staff
Other Attributes
Additional Information Page 34 Page 33 Page 28 Page 25 Page 31
Rewards
• Compensation
Opportunity
• Stability
• Development Opportunity
• Future Career Opportunity
Organization
• Respect
• Ethics/Integrity
People
• Coworker Quality
• Manager Quality
• People Management
Work
• Location
• Work-Life Balance
• Job-Interests Alignment
• Recognition
• Vacation
• Health Benefits
• Retirement Benefits
• Growth Rate
• Meritocracy
• Product or Service Quality
• Organization Size
• Well-Known Product Brand
• Industry Desirability
• Formality of Work Environment
• Market Position
• Technology Level
• Inclusion/Diversity
• Social Responsibility
• Customer Prestige
• Empowerment
• "Great Employer" Recognition
• Environmental Responsibility
• Risk Taking
• Camaraderie
• Collegial Work Environment
• Senior Leadership Reputation
• Level of Impact
• Innovative Work
• Business Travel
1
Source: CEB 2015-2016 Global Labor Market Survey.
Source: CEB 2009-2016 Global Labor Market Survey.
Q1 2016 n: 500 employees in New Zealand.
HOW HAS SATISFACTION WITH REWARDS ATTRIBUTES
CHANGED OVER TIME?
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Employees in New Zealand
are least satisfied with
retirement benefits and
most satisfied with
vacation.
25
Percentage of Employees in New Zealand Satisfied with Key Rewards Attributes Employed Labor Force in New Zealand
Q1 2016
Important Drivers of Attraction
‒— Rewards
• Compensation
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
HOW DO EMPLOYEES PERCEIVE THE OVERALL
VALUE OF THEIR PAY?
Employees in New Zealand
have about average
perceptions of pay value,
fairness, and equity.
Neutral
Source: CEB 2009-2016 Global Labor Market Survey.
Q1 2016 n: 20,241 all employees; 500 employees in New Zealand.
The Pay Perceptions Index measures employee perceptions of the six aspects of pay listed below and
weights them according to their impact on employee intent to stay and discretionary effort.
Financial Value
Nonfinancial Value
Organizational Fairness
Manager Fairness
Internal Equity
External Equity
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Above
Neutral
Below
Neutral
The Pay Perceptions Index
measures six aspects of
employee perceptions at their
organizations—financial value,
nonfinancial value,
organizational fairness, manager
fairness, internal equity, and
external equity—weighted by
their impact on employee intent
to stay and discretionary effort.
26
Pay Perceptions Index Global Employed Labor Force
Q1 2016
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
Base Pay and Bonus Pay
Change Expectations measure
the percent change in base or
bonus pay an employee expects
in the coming year.
HOW MUCH MORE DO EMPLOYEES EXPECT TO EARN
IN THE COMING YEAR?
On average, employees in
New Zealand expect a 2.6%
increase in base pay and a
0.1% decrease in bonus
pay this year.
Q1 2016 n: 14,986 all employees; 209 employees in New Zealand.
Bonus Pay Change Expectations Global Employed Labor Force
Q1 2016 n: 21,136 all employees; 500 employees in New Zealand.
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN 27
Base Pay Change Expectations Global Employed Labor Force
Source: CEB 2009-2016 Global Labor Market Survey.
Q1 2016
Q1 2016
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
HOW HAS SATISFACTION WITH OPPORTUNITY
ATTRIBUTES CHANGED OVER TIME?
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Employees in New Zealand
are least satisfied with
meritocracy and most
satisfied with stability.
28
Percentage of Employees in New Zealand Satisfied with Key Opportunity Attributes Employed Labor Force in New Zealand
Q1 2016 n: 500 employees in New Zealand.
Source: CEB 2009-2016 Global Labor Market Survey.
Q1 2016
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
Important Drivers of Attraction
‒— Opportunity
• Stability
• Development Opportunity
• Future Career Opportunity
HOW LIKELY ARE EMPLOYEES TO EXPERIENCE A
CAREER MOMENT?
Career Moments are changes
experienced by the employee
during a given year. Career
moments disrupt an employee’s
ability to do his or her job by
changing the nature of roles,
relationships, work knowledge,
and/or benefits.
Of employees in New
Zealand who experienced
career moments, the
greatest proportion
experienced significant
organizational
restructuring or a
substantial change in one
or more senior leaders.
Q1 2016 n: 10,629 all employees (International Average); Past Change - 246 employees in New Zealand; Future Change - 254 employees in New Zealand.
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
NOTE: A green or red box indicates a statistically significant positive or negative change at the 95% confidence level, whereas a dash indicates that the change was not statistically significant.
29
Percentage of Employees in New Zealand Experiencing Career Moments Global Employed Labor Force | Q1 2016
Career Moments
Percentage of Employees Experiencing a Career
Moment in the Past Year Percentage of New
Zealand Employees
Expecting Career
Moments in the Next 6
Months
International
Average
New Zealand
% Y-o-Y Change
(6.1%) –
(3.6%) –
(0.7%) –
(3.9%) –
(4.7%) –
1.9% –
(1.4%) –
(4.2%) –
(1.3%) –
(1.7%) –
(2.5%) –
(4.1%) ↓
(1.2%) –
(0.8%) –
6.5% – No career moments 30.9%
Significant organizational restructuring 26.2%
Substantial change in one or more senior leaders 23.0%
Significant change in job responsibilities 19.6%
Change in your direct manager 18.9%
Layoffs of team members 24.7%
Significant change in the skills you are using 8.5%
Wage freeze or salary cap 14.1%
Hiring freeze 15.5%
Merger/Acquisition 6.8%
Transfer to an entirely new team 8.4%
Reduction or elimination in variable pay (e.g., bonuses) 10.6%
Reduction in benefits 9.8%
Mandatory unpaid leave 3.2%
New early retirement offer to employees 4.8%
26.8%
26.0%
20.7%
18.7%
17.9%
12.2%
10.6%
9.3%
6.9%
6.9%
5.3%
2.0%
1.2%
0.8%
22.0%
14.6%
18.9%
16.9%
11.0%
10.6%
13.8%
7.9%
5.1%
7.9%
8.3%
5.1%
3.5%
3.1%
39.0% 46.5%
1
Source: CEB 2015-2016 Global Labor Market Survey.
HOW DO CAREER MOMENTS AFFECT EMPLOYEE
INTENT TO STAY?
Anticipated and actual
career moments—
indicators of stability—
markedly affect intent to
stay.
Source: CEB 2016 Global Labor Market Survey.
Q1 2016 n: 10,629 all employees.
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Career Moments are changes
experienced by the employee
during a given year. Career
moments disrupt an employee’s
ability to do his or her job by
changing the nature of roles,
relationships, work knowledge,
and/or benefits.
30
Impact of Experienced Career Moments on Intent to Stay Global Employed Labor Force | Q1 2016
How to Read this Graph: The shift from experiencing no career moments to experiencing the layoff of a team member
decreases the expected percentage of employees with high intent to stay from 47% to 25%, a negative 22 percentage point
impact.
A new early retirement offer
to employees and substantial
change in one or more
senior leaders have the least
pronounced impact on intent
to stay.
Mandatory unpaid leave and
a reduction or elimination in
variable pay (e.g., bonuses)
have the most pronounced
negative effect on intent to
stay.
-1
HOW HAS SATISFACTION WITH ORGANIZATION
ATTRIBUTES CHANGED OVER TIME?
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Employees in New Zealand
are least satisfied with risk
taking and most satisfied
with product or service
quality.
31
Percentage of Employees in New Zealand Satisfied with Key Organization Attributes Employed Labor Force in New Zealand
Source: CEB 2009-2016 Global Labor Market Survey.
Q1 2016 n: 500 employees in New Zealand.
Q1 2016
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
Important Drivers of Attraction
‒— Organization
• Respect
• Ethics/Integrity
IT Impact Index
Employed individuals’ ability to
use the resources and
capabilities officially provided by
their employers for collaboration,
analysis, and mobility
Misconduct Monitor
Employed individuals’
perceptions of ethical behavior
and practices within their
organization
Risk Tolerance Quotient
Employed individuals’
confidence in their ability to take
risks to improve business
outcomes both personally and
for their current organization
Employees in New Zealand
have below-average
perceptions of the
resources provided to
them for collaboration,
mobility, and analysis. Misconduct Monitor Global Employed Labor Force | Q1 2016
IT Impact Index Global Employed Labor Force | Q1 2016
Source: CEB 2016 Global Labor Market Survey.
DO EMPLOYEES HAVE MORE POSITIVE PERCEPTIONS OF
ORGANIZATION ATTRIBUTES?
Risk Tolerance Quotient Global Employed Labor Force | Q1 2016
NOTE: Indices are based on a 100-point scale for which 0 is negative and 100 is positive. Higher scores indicate that employees in New Zealand have more positive perceptions of the attribute at their
workplace. 32 © 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Q1 2016 n: 20,725 all employees; 480 employees in New Zealand. Q1 2016 n: 21,140 all employees; 500 employees in New Zealand.
Q1 2016 n: 20,804 all employees; 490 employees in New Zealand.
1
HOW HAS SATISFACTION WITH PEOPLE ATTRIBUTES
CHANGED OVER TIME?
Employees in New Zealand
are least satisfied with
people management and
most satisfied with
coworker quality.
33 © 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Percentage of Employees in New Zealand Satisfied with Key People Attributes Employed Labor Force in New Zealand
Source: CEB 2009-2016 Global Labor Market Survey.
Q1 2016 n: 500 employees in New Zealand.
Q1 2016
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
Important Drivers of Attraction
‒— People
• Coworker Quality
• Manager Quality
• People Management
HOW HAS SATISFACTION WITH WORK ATTRIBUTES
CHANGED OVER TIME?
Employees in New Zealand
are least satisfied with
innovative work and level
of impact and most
satisfied with location.
34 © 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Percentage of Employees in New Zealand Satisfied with Key Work Attributes Employed Labor Force in New Zealand
Source: CEB 2009-2016 Global Labor Market Survey.
Q1 2016 n: 500 employees in New Zealand.
Q1 2016
Missing data in the trend line indicates insufficient sample size or that the data was not collected in the period.
Important Drivers of Attraction
‒— Work
• Location
• Work-Life Balance
• Job-Interests Alignment
• Recognition
ROADMAP
Employment Value
Proposition
Employee
Engagement Recommendations
and Resources
35
• Understand the status of
discretionary effort in New
Zealand today.
• Understand the status of intent
to stay in New Zealand today.
• Identify engagement risks
among key segments of the
labor force in New Zealand.
• How can executives improve
engagement on their teams?
• What is the employment value
proposition and why does it
matter?
• What aspects are most
important and are employees in
New Zealand satisfied with
them?
• What next steps should an HR
executive take?
• What resources does CEB have
to help?
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
ADDITIONAL INSIGHTS AND RESOURCES
Business Objective Your Critical Initiative How CEB Can Support You
Enable Growth
Create a Competitive Employment Value Proposition Design and deliver a competitively differentiated EVP to attract and retain
critical talent.
Create Compelling Careers for Employees and the
Organization
Design and deliver careers that retain and build talent.
Improve the Impact of Performance Management Redesign performance management to reflect the changing
workforce and work environment.
Drive Returns on Employee Engagement Investments Redesign your engagement strategy to drive execution against your
business strategy.
Improve Diversity and Inclusion Outcomes Build practical, business-led strategies for achieving and measuring diversity
and inclusion objectives.
Improve Efficiency Lead Organization Redesign Develop and execute effective organization design strategies to improve
performance.
Reduce Risk
Embed Talent into Strategic Board Conversations Change your board conversations to provide higher levels of assurance
about critical talent risks impacting business strategy.
Improve Your Succession Management Strategies Build a succession and talent review process that addresses
changing organizational and leadership requirements.
Improve High-Potential Identification and Deployment Equip line leaders to more effectively identify and manage rising leaders to
maximize their potential.
Create Strategic Workforce Plans Develop plans to deliver key capabilities for business growth based on
internal and external talent supply and demand.
Transform the Function
Maximize HR Business Partner (HRBP) Effectiveness Identify, develop, and enable the next generation capabilities required of HR
business partners to meet changing business needs.
Improve HR Analytics Build HR capability to use data to drive line decision making.
Develop an Integrated Talent Management Strategy1 Align talent management objectives directly with business strategy, and drive
coordinated support for those objectives.
Create an HR Strategic Plan Formulate and execute an end-to-end HR strategic plan to deliver critical
functional capabilities as business conditions evolve.
Critical Initiatives and CEB Support We offer direct assistance to eliminate significant work required to complete essential projects.
1 This service is available to members of CEB Corporate Leadership Council, CEB Recruiting Leadership Council, and CEB Learning & Development Leadership Council.
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5639516SYN
36
Appendix
37 © 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Q2 2015-Q1 2016 n: 90,093 all employees (engagement and PPI); 2,002 employees in New Zealand (engagement and PPI); 90,093 all employees (EVP Satisfaction); 2,002 employees in New Zealand (EVP Satisfaction); 45,026 all employees (no career moments);
1,027 employees in New Zealand (no career moments).
NEW ZEALAND ENGAGEMENT AND PERFORMANCE RISK HEATMAP
Q2 2015-Q1 2016 OVERVIEW
38
NOTE: Green or red highlighting indicates that a percentage differs from the New Zealand average by 4.0% or more, or an Index by 4.0 or more. Green highlighting indicates that an employee subset is considered “low risk” for an attribute and red highlighting indicates
“high risk”. Blank boxes indicate an insufficient n-size for reporting.
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
Benchmarks
Gender
Age
Education
Employee
Level
Performance
Level
Organization Size
Engagement EVP Satisfaction Key Measures
High
Discretionary
Effort
Low Intent to
Stay
High Intent to
Stay
Rewards
Satisfaction
Opportunity
Satisfaction
Organization
Satisfaction
People
Satisfaction
Work
Satisfaction
Pay
Perceptions
Index
Experienced No
Career Moments
International Average 17.7% 9.0% 35.4% 33.2% 31.6% 36.7% 37.4% 37.0% 55.5 31.3%
New Zealand 20.2% 8.7% 36.2% 25.5% 30.2% 36.4% 38.1% 37.7% 54.5 37.5%
Female 22.7% 8.7% 37.2% 24.3% 30.7% 37.1% 39.1% 38.2% 53.9 38.7%
Male 17.4% 8.8% 35.0% 26.8% 29.7% 35.7% 36.9% 37.2% 55.2 36.1%
18-29 10.5% 13.1% 23.6% 26.4% 33.5% 37.3% 39.3% 36.4% 56.3 39.0%
30-39 16.6% 8.6% 31.5% 25.6% 29.5% 33.9% 34.4% 36.3% 54.7 31.3%
40-49 21.5% 9.5% 34.2% 26.7% 28.9% 35.8% 38.4% 37.3% 54.6 35.9%
50-70 26.5% 6.3% 46.7% 24.2% 29.9% 37.9% 39.7% 39.5% 53.3 42.4%
Completed high school / secondary
level education and / or some college 21.6% 7.3% 40.3% 25.3% 29.8% 36.8% 36.1% 38.3% 52.6 36.7%
Completed technical / associate
degree, certificate, or diploma 21.6% 8.4% 39.4% 22.0% 26.6% 32.0% 33.3% 34.3% 53.3 36.5%
Completed bachelor's / university
degree 19.2% 8.7% 34.6% 27.1% 32.7% 38.7% 41.6% 39.7% 56.0 39.6%
Completed MBA 10.5% 15.8% 29.8% 29.4% 28.8% 33.6% 43.3% 35.6% NA 36.8%
Completed Masters degree (non-
MBA), PhD, Medical Degree, Law
Degree, or Other Professional Degree
20.1% 9.9% 30.2% 26.2% 29.6% 36.0% 38.2% 37.1% 55.9 34.2%
Junior level 19.4% 9.8% 31.7% 23.2% 27.8% 34.5% 36.1% 35.1% NA 32.4%
Mid level 19.3% 9.2% 33.5% 25.2% 29.4% 35.3% 36.1% 36.4% NA 31.0%
Senior level 26.3% 4.2% 53.2% 35.1% 42.9% 48.5% 54.2% 52.1% NA 67.0%
Non-High Potential 17.7% 9.1% 34.7% 24.0% 28.2% 34.2% 35.9% 35.7% 53.2 38.1%
High Potential 45.0% 5.6% 50.6% 41.0% 50.3% 58.2% 59.6% 57.6% 66.9 30.7%
Greater than 20,000 20.1% 12.8% 32.9% 29.6% 30.1% 37.5% 34.9% 37.2% 54.0 26.6%
5,001 to 20,000 20.3% 7.9% 36.5% 26.4% 29.8% 34.9% 35.1% 34.5% 53.1 27.4%
1,001 to 5,000 20.7% 10.7% 29.5% 27.1% 29.4% 33.9% 35.8% 35.8% 53.0 25.3%
101 to 1,000 20.7% 8.9% 29.4% 23.1% 29.4% 35.0% 35.7% 36.7% 53.9 28.9%
100 or fewer 19.7% 7.5% 42.5% 25.2% 31.1% 38.2% 41.6% 40.0% 55.8 51.9%
Source: CEB 2015-2016 Global Labor Market Survey.
Key Definitions
39
Base pay change expectations measure the percent change in base pay an employee expects in the coming year.
Bonus pay change expectations measure the percent change in short-term incentive (STI) an employee expects in the coming year.
Career Moments are changes experienced by the employee during a given year. Career moments disrupt an employee’s ability to do his or her job by changing the nature of
roles, relationships, work knowledge, and/or benefits.
Discretionary Effort measures an employee’s reported willingness to go above and beyond the call of duty, such as helping others with heavy workloads, volunteering for
additional duties, and looking for ways to perform the job more effectively.
The Employment Value Proposition
The tangible rewards an employee receives for his or her work, such as compensation and benefits.
The opportunity a job or organization affords an employee, such as development experiences.
The characteristics of the organization, such as its size or market position.
The characteristics of the organization’s people, such as manager quality.
The nature of the work itself, such as the extent to which it matches an employee’s interests.
Intent to Stay measures an employee’s reported desire to stay with the organization, based on whether he or she intends to look for a new job within a year, frequently thinks of
quitting, is actively looking for a job, or has begun to take tangible steps such as placing phone calls or sending out résumés.
The IT Impact Index measures employed individuals’ ability to use the resources and capabilities officially provided by their employers for collaboration, analysis, and mobility.
The Misconduct Monitor measures employed individuals’ perceptions of ethical behavior and practices within their organization.
The Pay Perceptions Index measures six aspects of employee perceptions at their organizations—financial value, nonfinancial value, organizational fairness, manager fairness,
internal equity, and external equity—weighted by their impact on employee intent to stay and discretionary effort.
The Risk Tolerance Quotient measures employed individuals’ confidence in their ability to take risks to improve business outcomes both personally and for their current
organization.
© 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
DEFINITIONS OF EVP ATTRIBUTES
Attribute’s Name Definition
Business Travel The amount of out-of-town business travel required by the job
Camaraderie Whether working for the organization provides opportunities to socialize with other employees
Collegial Work Environment
Whether the work environment is team-oriented and collaborative
Compensation The competitiveness of the job’s financial compensation package
Coworker Quality The quality of the coworkers in the organization
Customer Prestige The reputation of the clients and customers served in performing the job
Development Opportunity
The developmental and educational opportunities provided by the job and organization
Inclusion/Diversity The organization’s level of commitment to having an inclusive and diverse workforce
Empowerment The level of involvement employees have in decisions that affect their job and career
Environmental Responsibility
The organization’s level of commitment to environmental health and sustainability
Ethics/Integrity The organization’s commitment to ethics and integrity
Formality of Work Environment
Whether the organization maintains a casual work environment
Future Career Opportunity The future career opportunities provided by the organization
“Great Employer” Recognition
Whether or not the organization’s reputation as an employer has been recognized by a third-party organization
Growth Rate The growth rate of the organization’s business
Health Benefits The comprehensiveness of the organization’s health benefits
Industry Desirability The desirability of the organization’s industry to the respondent
Innovative Work The opportunity provided by the job to work on innovative, “leading-edge” projects
Job Interests Alignment
Whether the job responsibilities match your interests
Originally developed in
2006, our EVP model
consists of 38 attributes
that drive attraction and
retention.
We compiled a master list of
more than 200 employment
characteristics and evaluated
it for similarity,
distinctiveness, universality,
and overall ratability, leading
to the consolidated list of 38
attributes.
The 38 attributes are
grouped into five categories:
rewards, opportunity,
organization, work, and
people.
40 © 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
DEFINITIONS OF EVP ATTRIBUTES (CONTINUED)
Attribute’s Name Definition
Level of Impact The level of direct impact the job has on business outcomes
Location The location of the jobs offered by the organization
Manager Quality The quality of the organization’s managers
Market Position The competitive position the organization holds in its market(s)
Meritocracy Whether employees are rewarded and promoted based on their achievements
Organization Size The size of the organization’s workforce
Stability The level of stability of the organization and the job
People Management The organization’s reputation for managing people
Well-Known Product Brand The level of awareness in the marketplace for the product’s brand
Product or Service Quality The organization’s product or service quality reputation
Recognition The amount of recognition provided to employees by the organization
Respect The degree of respect the organization shows employees
Retirement Benefits The comprehensiveness of the organization’s retirement benefits
Risk Taking The amount of risk the organization encourages employees to take
Senior Leadership Reputation The quality of the organization’s senior leadership
Social Responsibility The organization’s level of commitment to social responsibility (e.g., community service, philanthropy)
Technology Level The extent to which the organization invests in modern technology and equipment
Vacation The amount of holiday or vacation time employees earn annually
Work–Life Balance The extent to which the job allows employees to balance work and other interests
Originally developed in
2006, our EVP model
consists of 38 attributes
that drive attraction and
retention.
We compiled a master list of
more than 200 employment
characteristics and evaluated
it for similarity,
distinctiveness, universality,
and overall ratability, leading
to the consolidated list of 38
attributes.
The 38 attributes are
grouped into five categories:
rewards, opportunity,
organization, work, and
people.
41 © 2016 The Corporate Executive Board Company. All Rights Reserved. - CEB5647216SYN
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