Employee Engagement Benchmarking chart
Parameters
Total (where
each
parameter is
equally
divided into
its sub
parameter)
Need
improvemen
t
Benchmar
k
Acceptabl
e
Actual
Ratin Deviatio
g
n
Overall, how satisfied are
you with Company as an
employer?
100
below 60
80
70
56.43
13.57
Company’s leadership and
planning
100
below 60
80
70
64
6
Corporate Culture
100
below 60
80
70 71.1
In the current economy a little
less than half of the US
workforce is satisfied with their
job. It’s somewhat shocking
considering the high
unemployment rate and general
feeling of “at least I have a job”.
good leaders produce good
results for their organizations. In
fact, good leaders are more
effective than bad leaders in
almost every dimension,
including improving productivity,
employee retention, enhancing
customer service, and creating
high levels of employee
commitment.
A positive, open culture can
create trust and loyalty among
employees, giving them passion
for their job and a dedication to
the company. Employees who
feel comfortable in the culture
are more likely to be engaged in
their jobs and companies, which
can inspire enthusiasm and
productivity. By investing time
and money to create a strong
culture, you can make your
company more competitive and
profitable.
Communication
100
below 60
80
70
56.6
Career Development
100
below 60
80
70
72.15
If you have been here at
least six months, please
respond to these
performance appraisal
items
100
below 60
80
70
53.3
Your Role
100
below 60
80
70
81.31
Recognition and Rewards
100
below 60
80
70
54.58
13.4
6.7
15.42
Communicate company goals on
a regular basis with employees
and especially work hard to find
ways to directly link an
employees‘ job duties to the
overall company goals.
Create an organizational culture
that values employees’
experience and their
contributions. Help employees
understand that advancement is
more than just moving up the
company ladder. It also means
amassing a portfolio of
experiences and skills that can
help them with their future
careers.
In the form of a performance
appraisal and also one-on-one
meetings. Employees want to
know where they stand.
Engagement begins even before
the employee joins work. Carving
out a clear job description will
actively engage a potential hire
and help convert him/her into an
enthusiastic joiner and then
engaged employee
A strong RRS supports desired
organizational behaviors and
creates a “rallying point” for
individual and corporate success.
When they are designed and
implemented correctly, they can
be strong tools to grow
employee engagement.
Teamwork and
Cooperation
100
below 60
80
70
78.64
Working Conditions
100
below 60
80
70
75.5
Your Immediate
Supervisor
100
below 60
80
70
76.15
PCIES's Training Program
100
below 60
80
70
55.4
Would you recommend
employment at _____ to a
friend?
100
below 60
80
70
72.6
Tenure in organisation
100
below 60
80
70
44.72
14.6
Team work is also important to
improve the relations among the
employees. Individuals work in
close coordination with each
other and thus come to know
each other better. Team work
also reduces the chances of
unnecessary conflicts among the
employees and every individual
tries his level best to support his
team member. The level of
bonding increases as a result of
team work.
Employees need to have their
basic needs taken care of in
order to thrive in the work
environment. Implement an
employee handbook to provide a
clear understanding of the
working environment
The better the leader, the more
engaged the staff. effective
leaders led to satisfied
employees, which led to satisfied
customers, which led to a direct
and measurable increase in sales
revenue.
Employees become engaged
when their employers meet their
basic needs, create meaningful
opportunities to contribute,
foster a sense of belonging, and
provide chances to learn and
grow.
25.28
Tenure of an depends on the
overall working conditions and
growth in the organisation
(monetary and non monetary).
Min 2 to Max 10 yrs tenure
*** The benchmark 80 is taken from 80/20 Pareto principle. In today’s workplace, employee performance follows the the Pareto Principle
(the 80/20 rule) – eighty percent of employees fizzle, twenty percent of employees sizzle. The eighty percent of employees who fizzle are
weak and disinterested performers who do just enough not to get fired and work only for survival. The twenty percent of employees who
sizzle are passionate and engaged performers, committed to making a difference and if they dont get the chance in the existing
organisation to apply their skills and abilities they tend to leave the organisation. The challenge to the organisation is to engage these 20
percent employees who are passionate towards the work and ready to make the diffrence and make a better working place.
Need improvement
urgent attention
Above benchmark