Driving Employee Engagement Globally and Locally

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  • Driving Employee EngagementGlobally and Locally

  • 2

    Agenda

    Introductions

    Global and European engagement

    trends

    Engagement Results and key priorities

    Conclusions and questions

  • Aon Hewitts employee engagement model

    EngagementDrivers

    EngagementOutcomes

    Consulting | Performance, Reward & Talent | EngagementProprietary & Confidential | September 2013 4

    Strive

    Stay

    Say

  • Consulting | Performance, Reward & Talent | EngagementProprietary & Confidential | September 2013 5

    Global and EuropeanEngagement Trends

  • Engagement levels are on the rise globally but shifting across regions

    Source: Aon Hewitt 2013 Trends in Global Employee Engagement

    6

  • Biggest changes in perception of drivers in 2012 globally

    Relative change in perceptionof engagement drivers

    Communication +10

    Brand alignment +10

    Recognition +9

    Career opportunities +8

    Innovation +7

    Senior Leadership +7

    BU/Division Leadership +7

    Source: Aon Hewitt 2013 Trends in Global Employee Engagement

    Consulting | Performance, Reward & Talent | EngagementProprietary & Confidential | September 2013 10

    +7+7+7+8

    +9+10+10

  • Key drivers of engagement

    EasternEurope

    Global Europe

    Source: Aon Hewitt 2013 Trends in Global Employee Engagement

    Consulting | Performance, Reward & Talent | EngagementProprietary & Confidential | September 2013 11

    Engagement drivers

    Career Opportunities 1 1 2 1 1

    2 2 1 2 2

    1

    Organisation Reputation 3

    Pay 3 3 1 2

    Recognition 4

    5

    2

    Communication 3 3

    Managing Performance 4 3 3

    Innovation 5

    4

    4

    4

    4

    Work Processes 5

    People/HR Practices 3 5

    Benefits 5

    Brand Alignment 5 3

  • Bulgaria Average 2012 (67%) Average CEE 2012 (58%)

    25%

    0%

    45%

    100%

    Performance Zone

    Neutral Zone

    Best Employers Bulgaria 2012 (87%) Best Employers CEE 2012 (80%)

    CEE

    BG

    65%

    Employees engagement Bulgaria 2012

    Destructive Zone

  • Career opportunity

    Brand alignment

    Europa 2012 Bulgaria 2012

    Valuing people

    Policies and practices

    Recognition

    Pay

    Performance management

    Top 5 drivers of engagement - Bulgaria VS Europa 2012

    Career opportunity

    Valuing people

    Policies and practices

  • Consulting | Performance, Reward & Talent | EngagementProprietary & Confidential | September 2013 12

    Engagement results and key priorities

  • After conducting engagement study - Whats next?

    Yes, we have to take actions

    immediately!

    We have to deal with the

    problems, but its not No1 priority

    The results are ok, no significant

    change needed at this point

  • Taking Results to Action Focus on All Employees, not Just Disengaged

    Maintain

    Engagement

    Focus on Threats

    Focused Actions

    Department

    Specific

    Improve Engagement

    Focus on Opportunities

    High Level Actions

    Top Down

    Company Wide

    Engagement

    LOW HIGHENGAGEMENT

  • The Engagement Results to Action Framework

    1. Build Understanding and Commitment

    2. Prepare for

    Action3. Execute and Embed

    Change

    Establish an understanding of the current situation and a commitment to a desired state:

    Understand the current and future desired state of the organisation

    Build leadership commitment to making it a reality

    Focus on commitment before leaping to action!

    Facilitate agreement with key stakeholders to ensure understanding of the key issues and a commitment to action in the areas impacting Engagement.

    Incorporate additional information and research if required

    Follow process to identify appropriate actions to address issues

    Allow adequate resources and budget to demonstrate commitment

    Implement and ensure action is sustained through accountability and adequate investment of time and resource

    Execute the plan

    Maintain accountability for action

    Measure outcomes and keep people focused to execute effectively

    Increasing the investment to sustain longterm benefits

  • 25

    Conclusions

    Employee engagement a businessimperative

    Engagement levels on the rise

    Response to economic challenges will be

    critical

    Opportunity for action in key driver areas:

    Career opportunities

    Company reputation

    Pay

    Leadership

    Identify key drivers in yourorganisation

    Consulting | Performance, Reward & Talent | EngagementProprietary & Confidential | September 2013

  • 29

    Contact

    For more information, please contactus on bestemployersbulgaria@aon.bg

    Follow us on

    Aon Hewitt is the global leader in human resource consulting and

    outsourcing solutions. The company partners with organizations to

    solve their most complex benefits, talent and related financial

    challenges, and improve business performance. Aon Hewitt designs,

    implements, communicates and administers a wide range of human

    capital, retirement, investment management, health care,

    compensation and talent management strategies.

    With more than 29,500 professionals in 90 countries, Aon Hewittmakes the world a better place to work for clients and their employees.

    www.aonhewitt.com

    2013 Aon plc

    Consulting | Performance, Reward & Talent | EngagementProprietary & Confidential | September 2013

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