Employee
engagement
Guide
Global Human Resources
June 2014
Why engagement is key and How we measure
engagement ?
On the agenda
How can we better drive Employee Engagement ?
2
Why employee engagement is key
3
Engagement and High Performance
4
Why measuring Engagement ?
There is a proven correlation between Engagement and
productivity and increased efficiency.
Research shows that engaged employees are more
profitable, customer-focused, safer and less likely to leave
the organisation.
Conversely, actively disengaged employees erode the
organisation’s bottom line, breaking the spirits of colleagues
in the process.
5
Strong Employee
Engagement is good for
the employees, customers
and the organisation.
Highly engaged organisations report
• Better business results
• Higher retention
• Higher levels of customer
satisfaction
• Higher levels of safety
6
Engagement definition
Engagement is the state of emotional and intellectual involvement
and commitment that leads people to do their best work.
We see engagement when people:
Say
Say
Stay
Stay
Stay
Say
Consistently speak
positively about the
organization to
coworkers, potential
employees, and
customers
Have an intense desire
to be part of the
organization
Strive
Strive
Say
Exert extra effort and
engage in behaviors
that contribute to
business success
The « One Voice » model in details
14 questions for simple and easy to use answers
Employee
EngagementAdhésion
Index
Aon Hewitt model
Action
Engagement
drivers
Chosen by
Schneider Electric
Recommendation
1. I would not hesitate to recommend Schneider Electric to a friend seeking employment
2. Given the opportunity, I tell others great things about working here
3. I rarely think about leaving Schneider Electric to work somewhere else
4. It would take a lot to get me to leave Schneider Electric
5. Schneider Electric motivates me to contribute more than is normally required to complete
my work
6. Schneider Electric inspires me to do my best work every day
7. My manager gives me feedback that helps me improve my performance
8. My coworkers respect my thoughts and feelings
9. I think that the cooperation between inter departments is going well
10. I have appropriate opportunities for personal and professional growth
11. I understand how my work goals relate to Schneider Electric ’s goals
12. The balance between my work and personal commitments is right for me
Chosen by SE / same as
customer satisfaction
13. How likely is it that you would recommend Schneider Electric to one of your friends as a
good place to work?
Awareness of action
plans
14. Are you aware of action plans in your organization, linked to One Voice ?
100% of employees surveyed
2x a year.
OneVoice by numbers
69 %
participation rate overall Year 2013 (W1&W2)
2 500
managers reports* each wave
9
OneVoice Wave 1- 2014:
The 3 main indicators are in progress
>
>
>
>
Main insights
The focus on the action plans has a very high impact of engagement. By implementing action
plan after survey , we are demonstrating that we listen to our employee and this is a strong lever
to drive engagement. Managers and HR have done a very good job!!
Efforts should be maintained to achieve our target 63% of Employee Engagement
.
> All drivers are in progress as well
>
highest progress for collaboration, worklife balance development
Global Results – 2014 Wave 1
Global
results
Entity results
Email & Kiosk
Respondents
Wave 1
2014
Target
2014
Comments
Employee
Engagement Index
61%
63%
On course to meet target
Exceeded target if we maintain this level
next wave
Recommendation
score (ENPS)
29
26
Action Plan
Awareness
77%
80%
A great result! A
strong effort from
entities and
managers to achieve
this!
For Managers
On course to meet Connect objective of
80% for end of 2014
11
One Voice Wave 1 2014 by drivers
Engagement
Engagement
Important drivers in progress: worklife balance , collaboration and
developpement ! Let’s maintain and improve !
Inclusion : 72% of employees feel their opinion is taken into account (74% in 2013)
Vision: 70%
of employees say they have a clear vision of the link between what is expected from
them and the company’s strategy (70% in 2013)
Empowerment: 64% of employees feel that
their manager give them enough feedback to improve their
performance (62% in 2013)
Worklife balance: 62% of employees think that the balance between work and personal
commitment is right (56% in 2013)
Development : 55% of employees perceive that
they have enough support for their development (53% in
2013)
Collaboration : 47% of employees feel
entities (37% in 2013)
that collaboration is going well between teams and
How can we better drive engagement ?
13
People Engagement ,
a key factor of success for our
Business challenges
The main objective is
o engage leaders, managers,
human resources
discuss OneVoice survey
results
with teams, set-up action
plans, and follow up the
progress.
14
Use the One Voice Results as a
key opportunity
to listen your team.
Organise
a dedicated session,
at least once a year, to take time to
open discussion with team and get
qualitative feedback to build
relevant action plan.
As managers, How can you
leverage your OneVoice results?
>
>
Assuming what engaged or disengaged people is a common
“error”.
One Voice feedback session is for teams , what the individual
annuel interview is is for individuals: opportunity to dialogue and
share actions to improve.
15
CONNEXION
˃Employees want to have a personal connection to
leaders and co-workers.
˃ Through visibility of Leaders & dialogue
˃Transparency in what is changing.
CAREER
˃Consistent need for a clear career path for the
company to keep key talents.
What key findings* for PEOPLE
Engagement ?
CAPABILITY and DEVELOPMENT
˃Increase of Employees’ need for skill building
and development
CONTROL in a period of changes
*based on external researches
˃ Employees almost always have some loss of
Jean Pascal Tricoire
control with change events.
Chairman
CEO
˃ Need
for &employees
to feel involved and part of
the process.
16
By giving
the opportunity to all employees to give
feedbacks through Employee survey
to their Company and managers,
we have a key responsibility:
Taking into account employees
feedbacks
Moving from data to action
Survey feedback, dialogue with the teams
WHAT
WHY
Survey results
indicate WHAT
employees are
thinking
Feedback meetings
clarify WHY they feel
the way they do
Action planning
HOW
Both are necessary to
determine HOW an
organisation should
respond
Appendix
19
How do we calculate Employee Engagement
Index?
Engagement is determined by averaging
an individual’s response to each of the six
Engagement questions (around ‘Say’,
‘Stay’ and ‘Strive’) based on a six–point
scale with no ‘neutral’ option, as below
Strongly Disagree Slightly
disagree
disagree
1
2
3
Slightly
agree
Agree
Strongly
agree
4
5
6
Employee Engagement Index is the percentage of people for
which the average on the 6 questions is equal or higher than 4.5
20
What is ENPS and how is it calculated?
>
>
>
It is the ‘Employee Net Promoter Score (ENPS)
ENPS is a standard metric used by many companies all around the world.
It is a % based on employees responses to just this question
> How likely is it that you would recommend Schneider Electric to one of
your friends as a good place to work? (Scale from 0 to 10)
>
>
If an employee answers between 0-6 – they are a detractor. If they answer between 7-8
– they are passive. If they answer between 9-10 – they are a Promoter!
At the end of the survey we count the total % of Promoters and we subtract the total %
of Detractors. The number left is the ENPS. (Note: Passive employees are not counted
at all in the calculation)
Definition of Employee Engagement
Organisations with a
high level of
engagement do report
22%
higher productivity
Source: new metaanalysis of 1.4
million employees
conducted by the
Gallup Organization
Schneider Electric selected definition of employee
“Engagementengagement:
is the of emotional
and intellectual feeling that a
group or organization have.”
Say
Consistently speak
positively about the
organization to
coworkers, potential
employees, and
customers
Stay
Have an intense desire
to be part of the
organization
Strive
Exert extra effort
and engage in
behaviors that
contribute to
business success
22