client proposition posittioning pack 2016€¦ · employee value proposition (as reflected in the...

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

C L I E N T P R O P O S I T I O NP O S I T T I O N I N G P A C K

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© MERCER 2016 1


© MERCER 2016 1

… has partnered with

to take Engagement to Africa!

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© MERCER 2016 2

W H Y D O E S E N G A G E M E N T M A T T E R ?

The model to the right positions the business case for employeeengagement. The section In blue right illustrates the importance ofhaving a solid EMPLOYEE VALUE PROPOSITION in place.Mercer’s view is that if a an EVP is in place and being executedcorrectly, it will lead to higher levels of EMPLOYEE ENGAGEMENT(in green).

With enhanced levels ofEmployee Engagement in placein the organization, theorganization is likely to achievebetter TALENT OUTCOMES,this impacts an organizationsability to attract and retain toptalent for the delivery ofbusiness objectives.

With key talent in place, and engaged, the business willachieve higher levels of BUSINESS PERFORMANCE.

The cycle ultimately concludes with higher and better levels ofbusiness performance feeding the image and reputation of theorganization as a great place to work, which is also a keyelement of the EVP.

It is therefore fair to conclude that Employee Engagement is akey ingredient to enhancing business performance.


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M E R C E R ’ S M O D E L O F

E N G A G E M E N T | E V PThe Mercer Africa Employee Engagement Survey ispremised on the belief that the maintenance of a soundEmployee Value Proposition (as reflected in the MercerEVP pyramid), will drive higher levels of employeeengagement in organizations. Higher levels ofemployee engagement will result in the right talentoutcomes, as evidenced in the attraction and retentionof talent. Ultimately this will drive higher levels ofbusiness performance.

At the base of the Talent pyramid, signifying theorganizational foundation, lies LEADERSHIP ANDCULTURE. Combined with PURPOSE AND VALUES,these elements represent the unique offering of theorganization and also represents the emotionalelements driving engagement. These are the primarylevers of engagement.

The secondary levers of engagement are reflectedin the contractual elements, which is made up ofREWARD AND ROLE CONTENT, both theseelements could be a source of competitiveadvantage, as well as CAREER ANDWORKPLACE LIFESTYLE, which typicallydifferentiates organizations from each other.

EVP Evolution: The X Factor

EVP has taken the concept of total rewards further. Mercer’s emergentthinking holds that a fifth (X) factor – an emotional connection,compliments the contractual deal between employees and the employer.In essence, the greater emotional connection, the less dependence thereis on contractual components such as salary. To create the most effectiveEVP, employers must recognize what attracts, retains and engages theirworkforce. Understanding generational needs can help the companyachieve strategic goals through its engaged, productive workforce. Buteven the best-intentioned EVP, if it lacks clear communication, will notdeliver on expected outcomes.

K E Y F E A T U R E S O F T H E

S U R V E Y

§ Employee Engagement is measured through 36 questions, linked to 6 dimensionsdefining EVP (Employee Value Proposition), resulting in an CompanyEngagement score

§ Survey delivery through a third party vendor (confidentiality guaranteed) to youremployees, via a “click through” survey link on email

§ Delivery in your own company branding

§ Based on a current employee database, supplied by your organization

§ Completion on desktop, laptop, smart phones and tablets (IOS & Android), paperbased also an option (*at an extra fee)

§ Participation is tracked with an online tracking tool (through HR)

§ Includes NPS (Net promoter score) and eNPS (employee NPS)question


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K E Y F E A T U R E S O F T H E

S U R V E Y ( C O N T D )

§ Survey formally closes after two weeks

§ System generated reminders to employees who have not yet responded

§ Company report provided with infographics, in Power Point / PDF format

§ Reporting tool provided to HR to manipulate data as required (per division,business unit, department etc. – based on depth of data provided)

§ Each question is followed by an indicator of importance for each particularaspect to employees – this makes for deeper understanding of real concern

§ Based on number of participants per country, engagement benchmarks will bepublished

‘Engaged employees can grow your BUSINESS SUCCESS…’


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O P T I O N A L F E A T U R E S

O F T H E S U R V E Y

§ Conduct a dip-check version of the survey based on areas of development to atargeted group om employees, with one overall dashboard report against pastperformance

§ Add 10 questions of your choice – provided they are answered using aconsistent rating scale

§ Advances demographics (performance scores, talent positions etc.)

§ Dashboard tracking and reporting tool

§ System generated Thank you! note


© MERCER 2016 6

P R O C E S S F L O W


7© MERCER 2016

Mercer provide datatemplate andwhitelistingdocument

Client communicatesurvey to staff andprovide employee

database

Testing of survey inClient environment

Client conduct thesurvey

Mercer distributereminders toemployees

Mercer distributeSurvey Report toclient & conduct

feedback meeting

Whitelisting : Ensuring that staff haveaccess to the domain that the surveyis hosted on, as well as making surethat the emails that contain the linksto the survey are not blocked by the

company’s firewall.

Client Communication: Pre SurveyCommunication on requirements.

Database: The database needs to becompleted by HR to ensure correct

participant information.

Designated HR Managerwill receive a link to test

survey accessibility.

Reminders to completethe survey

W H A T ’ S U N I Q U E

O U R V A L U E T O Y O U !

§ Market benchmarks for the country and where available for specificindustries

§ Delivery on all platforms (IOS / Android) & “smart” devices

§ Self-reporting tool reduces the cost and ongoing reliance on Mercer

§ Year on year measurement (own benchmarks & market)

§ Low cost product

§ Post-survey Human Capital consulting support, on a requirement basis

§ The option to add countries not currently covered by the survey


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P A C K A G E O P T I O N S2 package options


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STANDARD$2000

PREMIUM$3000

Participation in the online survey, via web-link, compatible with smartphones and tablets (IOS & Android)

Your Branding and Company Logo will form part of your invite & reporting

Overall Company Report – PowerPoint / PDF / withInfographics 10 Customized Questions

Self Reporting Tool to draw any report required based ondemographics

Dip - Check Survey reported on Dashboard(Sampleof Staff)

Response Tracker for HR to track the level of responsesthroughout the period the survey is open for (2 weeks) Advanced Demograpichs

Multiple system reminders for staff who have notcompleted Tracking Via Dashboard

Nett Promoter and Employee Nett Promoter score System generated thank you note

N E X T S T E P S

For participants:ü Complete the order / participation form (attached to the email) and send to

[email protected] – this must be done by the due date in the next slide

ü Mercer will then send you the database for staff details to be returned by the duedate

ü Start preparing your organization for participation

ü Mercer will send you a participant pack as soon as you have signed up, containingall the detail of the process

NB: If your organization would like to include countries not currently covered by thelaunch (as per the next slide), this can be done on the same price basis – howevermarket benchmarks will not be available. An overall integrated company report canthen also be done across all countries.


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S C H E D U L E


© MERCER 2016 11

LAUNCH CONFIRMPARTICIPATION

CLIENT DATABASE& SIGNED ORDER

FORM BACKGO LIVE REPORT DELIVERY FEEDBACK

MEETING

UGANDA 25 May 22 June 27 June 15 July 2016 15 August 17 August

GHANA 21 June 1 August 8 August 29 August 29 September 3 October

NIGERIA 19 July 2 September 9 September 26 September 24 October 27 October

KENYA 15 July 29 August 5 September 19 September 14 October 18 October

TANZANIA 25 July 9 September 16 September 26 September 24 October 28 October

S AM P L E R E P O R T E X T R AC T ST H I S S E C T I O N C O N T A I N S S A M P L E E X T R A C T S F R O M A NO R G A N I Z A T I O N A L R E P O R T[ I T D O E S N O T R E P R E S E N T A L L C O N T E N T T H A T W I L L B EC O N T A I N E D I N T H E F I N A L R E P O R T ]


© MERCER 2016 12

© 2016 Mercer LLC, All Rights Reserved

H E A L T H W E A L T H C A R E E R | E M P L O Y E E E N G A G E M E N T S U R V E Y 2 0 1 6 |O V E R A L L R E P O R T

[ CompanyName ] Overall Index

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M E R C E R O V E R A L L I N D E X

NationalBenchmark

CompanyBenchmark

66

82

6673

8793

6268

97

74

85 8790

80

0

25

50

75

100

Mercer Overall Index Leadership & OrganizationalCulture

Reward Role Content Career Workplace / Lifestyle Purpose / Values

2016 2015

Sample extract



Engagement Model

67 6669 68

0

25

50

75

100Contractual and Emotional

67 6669 68

0

25

50

75

100Category split

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E N G A G E M E N T M O D E L

2016 2015

2016 2015

2016 2015

Competitive Unique Differentiated

Sample extract



Engagement Summary 2015vs 2014

E N G A G E M E N T S U M M A R Y 2 0 1 6 V S 2 0 1 5

Page 8

2016 n = 339; 2015 n = 258

2016

2015

0%

100%

8% 13% 34%

4% 45%6% 45%

45%

Engagement Distribution 2016 2015

Actively Disengaged 8% 4%

Disengaged 13% 6%

Engaged 45% 45%

Actively Engaged 34% 45%

Engagement Key

Actively Disengaged 0 – 40%

Disengaged 41 – 60%

Engaged 61 – 80%

Actively Engaged 81 – 100%

Engagement Distribution

Sample extract



Dimensions Breakdown – ‘Department’

Mercer 339

Cards 207

Finance 10

Insurance 1

IT 2

Loans 62

Marketing 12

Mobile 30

Other 30

People Operations 1

n68

77

66

70687966

86

85

86

89887888

66

68

66

65527859

72

73

70

77817873

53

83

39

53567352

65

93

61

64698368

67

68

66

66738164

Mer

cerO

vera

llSc

ore

Lead

ersh

ip&

Orga

niza

tiona

lCu

lture

Rewa

rd

Role

Cont

ent

Care

er

Wor

kplac

e/Li

fest

yleLegend

: Shows movement since previous survey.

: Statistically Significant improvement/decline since previous survey.

No Value : Score not shown due to insufficient size

Purp

ose/

Valu

es81 – 100% Actively Engaged61 – 80% Engaged

41 – 60% Disengaged

0 – 40% Actively Disengaged

D I M E N S I O N S B R E A K D O W N – ‘ D E P A R T M E N T ’

Page 9

Sample extract



Page 10

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

Bottom 5 Scoring Statements

Dimension Statements 2016 2015 Shift

Leadership & Organizational Culture Our Country Executive Leadership team is effective in leading the Organization. 59 57 - 2Role Content My work is stimulating and challenging. 56 48 - 8Career I see a future for myself at my Organization. 40 32 - 8Career Career opportunities are offered to the most deserving employees. 48 38 - 10Purpose / Values I am committed to my Organization. 59 50 - 9

Top 5 Scoring Statements

Dimension Statements 2016 2015 Shift

Leadership & Organizational Culture My manager informs me about changes that affect me. 89 86 3Reward I understand how my performance links to my personal remuneration. 80 78 4Role Content My manager gives me regular feedback on my performance. 82 74 8Role Content Team members who do not perform are managed appropriately. 72 76 4Workplace / Lifestyle I have the right tools and resources to do my job effectively. 72 72 0

Legend81 – 100% Actively Engaged61 – 80% Engaged

41 – 60% Disengaged

0 – 40% Actively Disengaged

Sample extract



eNPS

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Employee Net Promoter Score (Overall Report n=339): 7.7%

Employee Net Promoter Score (eNPS) is based on the question asked:“How likely are you to recommend your company to friends or family?”

To calculate the eNPS of the company, you would take the percentage of Promoters and subtract the percentage who are Detractors.

Mercer339

Ghana73

Kenya207

South Africa59

n eNPS Detractor (%)Scoring 0-6

Passive (%)Scoring 7-8

Promoter (%)Scoring 9-10

7.7 30.4 31.6 38.1

12.3 24.7 38.4 37.0

-2.0 38.2 25.6 36.2

35.6 10.2 44.1 45.8

DETRACTORS PASSIVES PROMOTERS

0 1 2 3 4 56

7 8 9 10

= _Net Promoter Score %

Promoters% Detractors

Passive (%)Scoring 7-8

Detractor (%)Scoring 0-6

Promoter (%)Scoring 9-10

Legend1. Promoters (score 9-10) are loyal enthusiasts who will continue to recommend and refer the organisation. Passive (score 7-8) are satisfied but unenthusiastic employees.

2. Detractors (score 0-6) are unhappy employee who can damage your brand and impede growth through negative word-of-mouth.

3. No Value : Score not shown due to insufficient sample size.

4. n= total number of participants that completed the eNPS questions.

e N P S

Sample extract

client proposition posittioning pack 2016€¦ · employee value proposition (as reflected in the...

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