please don't go: the top retention drivers for employees
TRANSCRIPT
Please Don’t Go New York 2015
2015 New Tech Data
DEFINING ENGAGEMENT
We use 5 different questions to try and understand this:
Recommendation, Motivation, Pride, Present & Future Commitment
+ around 45 additional questions (on average) to try and understand what aspects of the workplace and culture have the biggest impact on how engaged different teams or groups are
More than just job satisfaction or feeling happy at work
Broader than single metrics such as eNPS (Employee Net Promoter Score)
“The level of connection, motivation and commitment a person feels for the place they work”
PUTTING IT TOGETHER
ENGAGEMENT Recommendation Motivation Pride
Present Commitment Future Commitment
Key Outcome Index
Other factors measured that may impact Engagement
Company Confidence
Service & Quality
Innovation
Leadership
Management
Communication & Collaboration
Feedback & Recognition
Work & Life
Social Connection
Teamwork & Communication
Enablement
Learning & Development
THE DATA
60,000 people from 100+ new tech companies
ANATOMY OF A ‘NEW TECH’ COMPANY
500
84%
40%
Average number of Employees
Survey response rate
Average annual employee growth
90% have less than 1,000 employees
Footnote: minimum is set to 25 employees
The top 10% are growing 100%+ per year
The top 5% are growing 200%+ per year
~75% surveys had 80% response rate or higher
$130M*
8YRS
Average total funding
Years since founded
Ranging from 1.5M to 1B+#
*This is a trimmed average to remove the influence of extreme outliers
#Based only on companies with known funding and not including unfunded companies
~90% have existed for less than 5 years
2014 VS 2013
Would recommend Hooli as a great place to work
Motivated to go beyond what they would elsewhere
Proud to work for Hooli
Not thinking about looking for a job elsewhere
Can see themselves still at Hooli in two years’ time
Engagement Score
87%
58% 58%
70%58%
86%83%
73%
75%
70%
71%
89%
NEW TECH VS OTHER INDUSTRIES
Would recommend Hooli as a great place to work
Motivated to go beyond what they would elsewhere
Proud to work for Hooli
Not thinking about looking for a job elsewhere
Can see themselves still at Hooli in two years’ time
Engagement Score
87%
58%
61%58%
73% 83%
70%
65%
57%
71%
80%
53%
WHAT IMPACTS ENGAGEMENT?
LEADERSJOB
PEOPLEOPPORTUNITIES
CAREERORGANIZATION TEAM
LEADERS
INNOVATION
SUCCESS
IMPACT
VISION
ROLE
FAIRNESS
COMMUNICATIONMISSION
REWARDS
2015 HIGHEST IMPACT ON ENGAGEMENT
Gap between New Tech and Other companies
Confidence Resources
Communication People Matter
Development
+8% +9% +7%+10% +11%
THE IMPACT ON ENGAGEMENT
Open and honest two-way communication
Leaders that demonstrate people are important to the company’s success
64%
64%
78%
77%
Scores for companies scoring higher and lower on the top drivers of EngagementHooli seen as a great place to develop
Having confidence in the leaders at Hooli
Company effectively directs resources (funding, people and effort) towards company goals ence in the leaders at Hooli
64%
63%
64%
79%
78%
79%
Focus On Retention
COMMITMENT IS A REALITY CHECK
87% 83%
70%
58% 58%
Are proud to work at their
company
Would recommend as great place to
work
Are motivated to go above and
beyond
Are focused on staying where
they are for now
Can still see themselves in
same company in 2 years
OUR BENCHMARK DATA
STAYING INTENTION
Present Commitment Future Commitment
Key Outcome Index
Other factors that may impact whether someone intends to stay
Company Confidence
Service & Quality
Innovation
Leadership
Management
Communication & Collaboration
Feedback & Recognition
Work & Life
Social Connection
Teamwork & Communication
Enablement
Learning & Development
TOP 5 DRIVERS OF INTENTION TO STAY
Confidence in the leaders
Company seen as a great place to develop
Good career opportunities in the company
Happy with current role relative to what was described to them
Company effectively directs resources to company goals
Q & A
AND PEOPLE OFTEN ACT