6. ‘A heightened emotional
connection that an
employee feels for their
organisation that
influences them to exert
greater effort in their
work’
7. On agenda for 81%
organisations globally
Only 21% have a formal
employee engagement
programme
COA solutions
• 2/3rds doing something
• Only 5% said ‘highly
engaged
• 41% admitted staff are
demoralised!
8. Employee Engagement
The Business Case
• Determine potential impact
on organisations performance
and success
• 30 consultation events, 300
online responses
• 50 different definitions
Strongest theme to emerge…
‘Engagement matters because people matter’
9. Employee Engagement
The Business Case
• Better financial performance
• Higher levels of innovation
• Lower absence levels
• Increased staff retention
• Fewer accidents
• Employee wellbeing
• More employees advocating their organisation
Cost to UK Economy? £39-43 billion (Gallup)
10. Other studies have quantified the
impact finding that:
• Deliver 4 times more value to organisation
(Mercer data)
• Generate 43% more revenue (Hay Group)
• Average 2.7 days sickness against 6.2 days
(Gallup)
• 87% less likely to leave (Corporate Leadership
Council)
• Out perform other companies by 47%-202%
(Watson Wyatt)
11. Some questions to consider
• I am inspired by my work?
• I love what I’m doing
• I am really enthusiastic about what I do
• I’m really committed to the success of this
business
What % of your employees
when asked would say…
What’s that telling you?
12. Factors which significantly link to
commitment in the workplace
• Employees trust in
management
• Satisfaction in the
work itself
• Satisfaction in decision making
• Quality of relationships
between management and employee
• Satisfaction with amount of pay received
• Satisfaction with a sense of achievement
Source: Workplace Employment Relations Survey
13. The Main Drivers of Engagement
• Involvement in decision
making
• Freedom to voice ideas
to which managers listen
• Having opportunities
to develop in the job
• Feeling that the organisation is concerned for
your health and well-being
Source:
14. The Main Drivers of Engagement
• Regular feedback and
dialogue with my boss
• Clear perceptions of the
ethos and values of the
organisation
• Effective internal employee communication
• Employee clarity of job expectations
• Regular feedback and dialogue with
superiors
Source: