HRLC Employee Engagement
Alpha Company
(Feb 2012)
HRLC Employee Engagement Report
HRLC Employee Engagement
Agenda
1.Engagement Capital Overview
2.Employee Engagement Executive Summary
3.Employee Engagement Deep-Dives
4.Survey Demographics
5.Appendix
Executive Summary
HRLC Employee Engagement
Overview of Engagement Capital at Alpha Company
Engagement Capital Score
Employee Engagement Metrics
The Engagement Capital score is the average of the Engagement Capital
Past, Present, and Future questions. This metric is designed to give you
an overall score of the amount of commitment, discretionary effort, and
intent to stay that employees exhibit.
The index metrics below allow you to identify areas of strength and areas
for improvement across the entire organization. Percent Favorable in this
report refers to the percentage of employees who scored primarily sixes or
sevens.
Percent Favorable
Overall Score
Alpha Company
Benchmark
Engagement Capital
64% (n=3,700)
63% (n=3,965)
Percent Favorable
Engagement Metric
Alpha Company
Benchmark
Engagement Capital (Past)
65% (n=3,700)
64% (n=3,965)
Engagement Capital (Present)
69% (n=3,700)
70% (n=3,965)
Top Engagement Gaps
Engagement Capital (Future)
57% (n=3,700)
54% (n=3,965)
The Top Engagement Gaps refers to your two lowest engagement scores.
Discretionary Effort
88% (n=3,699)
88% (n=5,170)
Intent to Stay
72% (n=3,699)
72% (n=5,170)
Employee Commitment*
75% (n=1,196)
74% (n=2,756)
Culture/Values*
58% (n=1,037)
65% (n=3,806)
52% (n=826)
51% (n=3,758)
Manager*
55% (n=1,937)
55% (n=3,817)
Career/Performance*
55% (n=1,196)
53% (n=3,591)
Engagement Metric
Compensation & Rewards*
Communication*
Alpha Company
Difference From
Benchmark
38% (n=826)
-2%
44% (n=1,196)
3%
Compensation & Rewards*
Top Engagement Strengths
The Top Engagement Strengths refers to your two highest engagement
scores.
Engagement Metric
Discretionary Effort
Benefits*
Work Environment*
Alpha Company
Difference From
Benchmark
88% (n=3,699)
0%
77% (n=195)
n.a.
38% (n=826)
40% (n=4,295)
Communication*
44% (n=1,196)
41% (n=2,334)
Leadership*
49% (n=1,196)
49% (n=2,520)
Benefits*
77% (n=195)
n.a.
Safety Environment*
59% (n=826)
n.a.
Customer Service*
67% (n=826)
72% (n=1,950)
* Denotes that responses from optional modules were included in the Alpha Company
score. Optional modules scores are not used in the benchmark.
HRLC Employee Engagement Report
HRLC Employee Engagement
Agenda
1.Engagement Capital Overview
2.Employee Engagement Executive Summary
3.Employee Engagement Deep-Dives
4.Survey Demographics
5.Appendix
Employee Engagement Deep-Dives
HRLC Employee Engagement
Engagement Capital - Overall
The Engagement Capital metric is designed to provide you with a high level, quick view into your organization’s overall levels of engagement. The subsequent questions will help
you determine what is driving the overall engagement score, be that positive or negative. Is it Manager Quality? Work Environment? Communications?
Average
2012
Engagement Capital
Frequency Distribution
4%
32%
64%
5%
32%
63%
Top 2 score
Alpha Company
Benchmark
0%
20%
40%
60%
Count
2012
80%
100%
5.5
3,700
Middle 3 score
5.2
3,965
Bottom 2 score
Employee Engagement Deep-Dives
HRLC Employee Engagement
Culture/Values
The questions within this section measure employees’ perceptions of how well the organization has established corporate values and whether or not the organization lives up to
those values. If utilized effectively, values can have up to a 13% impact on engagement capital.
Average
2012
Culture/Values
Frequency Distribution
4%
38%
Top 2 score
58%
Alpha Company
4%
31%
5.4
1,037
Middle 3 score
5.5
3,806
Bottom 2 score
65%
Benchmark
0%
Count
2012
20%
40%
60%
80%
100%
Additional Resources
Please find resources below to help you take action on this item.
Workforce of Brand Ambassadors (JetBlue Airways Corporation):
Create shared responsibility for organization values among employees.
ScotiaBank's Decision Criteria: Evaluate strengths, corporate strategy, and investment cost to determine the best attributes to incorporate into your value
proposition.
Employment Value Proposition (EVP) Resource Center:
(Re)design and communicate your employment brand to employees.
Employee Engagement Deep-Dives
HRLC Employee Engagement
Culture/Values Deep-Dives
The questions within this section measure employees’ perceptions of how well the organization has established corporate values and whether or not the organization lives up to
those values. If utilized effectively, values can have up to a 13% impact on engagement capital.
I believe in my organization’s values.
I believe in my organization’s values.
Frequency Distribution
3%
28%
26%
20%
5.7
3,699
5.7
5,170
Average
2012
Count
2012
5.4
1,037
n.a.
n.a.
71%
40%
60%
80%
100%
My organization’s values have been clearly communicated.
My organization’s values have been clearly communicated.
Frequency Distribution
5%
35%
60%
Alpha Company
0%
Benchmark
0%
20%
40%
60%
Top 2 score
Middle 3 score
Benchmark
0%
Count
2012
70%
Alpha Company
3%
Average
2012
80%
100%
Bottom 2 score
Employee Engagement Deep-Dives
HRLC Employee Engagement
Standard Demographics – Geography
Countries
US – States
Levels
Alpha Company
Benchmark
Australia
Brazil
Canada
Denmark
Germany
India
Luxembourg
Mexico
Norway
Russian Federation
Singapore
Taiwan, Province Of China
United Arab Emirates
United Kingdom
United States
6% (n=214)
0% (n=2)
14% (n=539)
3% (n=105)
1% (n=38)
9% (n=326)
3% (n=101)
0% (n=2)
0% (n=4)
0% (n=5)
0% (n=5)
0% (n=1)
0% (n=8)
1% (n=25)
63% (n=2,350)
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
Levels
Minnesota
Texas
Wisconsin
California
Ohio
North Dakota
Georgia
Iowa
New Mexico
Kansas
Missouri
Idaho
Nebraska
New York
North Carolina
Arizona
Connecticut
Louisiana
Arkansas
Alabama
Alpha Company
Benchmark
16% (n=584)
13% (n=471)
12% (n=455)
6% (n=205)
3% (n=116)
2% (n=60)
2% (n=59)
1% (n=38)
1% (n=34)
1% (n=34)
1% (n=33)
1% (n=31)
1% (n=27)
1% (n=27)
1% (n=22)
1% (n=21)
0% (n=17)
0% (n=16)
0% (n=15)
0% (n=15)
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
Employee Engagement Deep-Dives
HRLC Employee Engagement
Standard Demographics – Level
Levels
Chief Executive Officer or Functional Head (i.e., CEO, CFO, CIO)
General Manager (Head of a Business Unit)
Executive Vice President
Division Head / Vice President
Department Head / Director
Mid-level manager
Mid-level non-management
First-level manager
Entry-level non-management
Other
Alpha Company
Benchmark
0% (n=17)
1% (n=19)
0% (n=15)
0% (n=16)
3% (n=108)
8% (n=300)
21% (n=799)
10% (n=385)
40% (n=1,496)
15% (n=568)
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
Employee Engagement Deep-Dives
HRLC Employee Engagement
Standard Demographics – Employment Status
Levels
Full-time salaried
Full-time hourly
Part-time salaried
Part-time hourly
Contract employee
Alpha Company
Benchmark
52% (n=1,953)
46% (n=1,727)
0% (n=9)
0% (n=11)
1% (n=24)
n.a.
n.a.
n.a.
n.a.
n.a.
Employee Engagement Deep-Dives
HRLC Employee Engagement
Standard Demographics – Job Function
Levels
Alpha Company
Benchmark
Administrative Support (Office or Administrative Assistant, Executive Assistant, etc.)
Corporate (Strategy, Public Relations, Legal, Real Estate)
Customer Service/ Call Center
Communications
Engineering and Design (excluding Software Engineering)
Finance / Accounting
Human Resources / Education / Training
Information Technology / Systems (including Software Engineering)
Marketing / Market Research
ManufacturingOperations (Service & Product Delivery)
Operations (Service & Product Delivery)
Procurement
Quality Control / Assurance
Research and Development
Sales (Business-to-Business and Business-to-Consumer)
Supply Chain / Logistics
Technician
Other
4% (n=162)
1% (n=41)
6% (n=210)
0% (n=3)
3% (n=97)
4% (n=161)
3% (n=99)
2% (n=69)
2% (n=59)
4% (n=162)
47% (n=1,737)
1% (n=37)
1% (n=30)
0% (n=9)
8% (n=310)
0% (n=3)
2% (n=83)
12% (n=435)
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.