Keys to Organizational Effectiveness:
The Importance of Engaged Employees
Your Speaker Today
Mike Phillips
Director of Feedback Strategy
Cvent Web Surveys
mphillips@cvent.com
Employee “Engagement” Defined
Employee Engagement Study, July 2012
An engaged employee is enthusiastically and proudly involved in his or her organization and
day-to-day job responsibilities, and engagement keeps employees committed to their work.
“A heightened emotional connection that an employee feels for his or her organization, that
influences him or her to exert greater discretionary effort to his or her work.”
- The Conference Board
“The measurable degree of an employee’s positive or negative emotional attachment to their
job, colleagues and organization that profoundly influences their willingness to learn and
perform at work.”
Why is Engagement Important?
Engagement Benchmarks
“Only 58% of public sector employees
are fully engaged in their jobs.”
“Depending on global region, industry type
and company size, an average of 29% 33% of employees can be considered at
any particular point in time.”
Engaged public sector employees are…
► Twice
as likely to stay in their current job
► 2.5
times more likely to feel they can “make a difference”
► 2.5
times more likely to recommend their workplace to others
► Three
times as likely to report being “very satisfied” in their jobs
Why is Engagement Important?
 Revenue: engaged employees play a major role in helping achieve
revenue goals.
 Employee retention: engaged workforces enjoy higher retention rates.
 Productivity: engaged employees are more productive.
 Morale: engaged employees have higher morale.
 Creativity: engaged employees are viewed as more creative and
innovative.
 Stakeholder loyalty: engaged employees are key to creating more loyal
stakeholders.
Getting to “Engagement”
Employee Engagement – First Principles
Leadership Emphasis on Employee Engagement
100%
81%
80%
60%
40%
36%
33%
31%
20%
13%
7%
0%
Low
Average
<50%
High
>50%
Source: Employee Engagement Benchmark Study
Demand Metric Research Corporation
December, 2013
Measuring Engagement
“How do you measure effects of employee engagement?”
45%
Customer sat scores
32%
31%
"Hygiene" metrics
17%
35%
Productivity metrics
19%
55%
Employee survey
45%
6%
5%
Other
18%
None
35%
0%
10%
20%
Engagement >50%
30%
40%
50%
60%
Engagement < 50%
Source: Employee Engagement Benchmark Study
Demand Metric Research Corporation
December, 2013
Creating an Engaged Culture
“How do you create and maintain engagement?”
Performance reviews
70%
Skill training
63%
Recognition programs
59%
Team building
54%
Feedback programs
52%
Internal communications
43%
Supervisory training
36%
Service training
29%
Other
8%
None
6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Source: Employee Engagement Benchmark Study
Demand Metric Research Corporation
December, 2013
Key First Steps
Measure Engagement
Levels
What are the
components of
engagement?
How do my levels
compare to others’
levels?
How does
engagement differ by
division, department,
region, management
level, etc…?
Assess Factors
Driving Engagement
How do the drivers of
engagement differ
across various units
and levels?
Are current programs
focused on
engagement or
something less?
Take Action!
Recognize and
reward engagement
(share stories,
recognize good work,
reinforce positives)
Remediate areas of
disengagement
(create clarity, revise
messaging, re-focus
training)
Current State of Measurement
“Do You Have A Formal Employee Survey?”
Not Sure - 3%
Yes - 30%
No - 67%
“In spite of the importance of employee
retention to agency success, more than
two-thirds of those surveyed do not have
a formal process, such as employee
opinion surveys or other research tools,
for assessing employee engagement.”
Employee Engagement Study, July 2012
11
Quantifying and Acting on
Engagement
2 Key Dimensions to Engagement
Alignment
Engagement
Empowerment
Engagement Segmentation
Alignment Questions:
1. I
know what is expected of me at work.
2. The
3. My
4. I
mission/purpose of my company makes me feel my job is important.
associates (fellow employees) are committed to doing quality work.
have a best friend at work.
5. In
the last six months, someone at work has talked to me about my progress.
Empowerment Questions:
6. I
have the materials and equipment needed to perform my duties.
7. I
have the opportunity to do what I do best every day.
8. In
the last seven days, I have received recognition or praise for doing good work.
9. My
supervisor cares about me as a person.
10.Someone
at work encourages my development.
11.At
work, my opinions seem to count.
12.In
the last year, I have had opportunities to learn and grow.
Engagement Segmentation
Step 1:
ENGAGED
•
•
MAKE DECISIONS AND TAKE ACTIONS
PRODUCTIVE CONTRIBUTORS
DO NOT USE THEIR OWN
JUDGMENT OR MAKE THEIR OWN
THAT THEY BELIEVE ARE IN THE
BEST INTERESTS OF THE COMPANY
DECISIONS
ALIGNED
Based on agreement w/each
of the 12 Engagement
Statements, each Employee
can be segmented into
Engaged or Disengaged
segments based on
agreement with specific
statements.
ALIGNED
DISENGAGED
•
NO CONNECTION
W/ORGANIZATION
•
SOURCE OF INCOME ONLY
EMPOWERED
•
FEEL FREE TO MAKE
•
DECISIONS
DO NOT FEEL RESPONSIBLE
FOR SUCCESS OF FIRM
EMPOWERED
THEIR OWN
Engagement Segmentation
Step 2:
Predictive statistical
analysis can then be
performed to determine
what attributes of the
experience best predict
differences between
Engaged and
Disengaged segments.
ENGAGED
DISENGAGED
•
•
NO CONNECTION
W/ORGANIZATION
SOURCE OF INCOME ONLY
MAKE DECISIONS AND TAKE ACTIONS
Experience
Attributes
Defining the
Difference
THAT THEY BELIEVE ARE IN THE
BEST INTERESTS OF THE
ORGANIZATION.
Employee Engagement Segmentation
Basic Profile: Key Metrics
“Engaged” Employee Segment Profile
Employee Engagement Segments
Engaged
Empowered
Aligned
Disengaged
Attribute
•Satisfaction
•Recommend
•Aligned w/Mission
•Empowered to Act
Index
→164
→152
→168
→181
Agreement Index
(Top Box)
My supervisor is a positive influence
on me.
132
My supervisor provides regular
feedback on performance
122
Attribute
•Satisfaction
•Recommend
•Aligned w/Mission
•Empowered to Act
Index
→121
→133
→124
→166
I am free to solve customer problems
at my discretion.
Work environment is professional.
89
Attribute
•Satisfaction
•Recommend
•Aligned w/Mission
•Empowered to Act
Index
→112
→131
→157
→131
I have the tools needed to do my job
well.
88
Attribute
Index
•Satisfaction
→89
•Recommend
→77
•Aligned w/Mission →65
•Empowered to Act →58
113
The mission of the firm is well
communicated.
93
My group works well as a team.
78
The benefits offered are better than
those in other firms.
77
Members of my team communicate
well with each other.
68
Training is a high priority within the
60
firm.
50
70
90
Below Average
Agreement
110
130
150
Above Average
Agreement
Index: Index of 100 = average for all respondents
Employee Engagement Segmentation
Demographic Profile Report Example
Employee Demographic Profile by Engagement Segment
Demographic Profile by Employee Engagement Segment
170
Above Average
145
138
127
120
117
110
95
70
112
114
113
92
74
72
Below Average
63
53
34
20
Dept: IT
Employment Tenure: 1 - 3 yrs
Engaged
Empowered
36
Dept: Case Management
Aligned
Level: Non-Supervisory
Disengaged
Index: Index of 100 = average for all respondents
Employee Engagement Segmentation
Key Driver Analysis of Engagement
Primary Key Drivers of Employee Engagement
Supervision
42%
Problem Resolution
32%
Training
26%
0%
5%
10%
15%
20%
25%
30%
35%
% Importance in Predicting Employee Engagement
40%
45%
Employee Engagement Segmentation
Key Driver Analysis of Engagement
Key Primary/Sub-Drivers of Employee Engagement
Attribute
Importance
Supervision
42%
Supervisor is a Positive Influence
22%
Regular Feedback on Performance
20%
Problem Resolution
32%
Feel Free to Solve Customer Problems
17%
Have Tools Needed to Do Job
15%
Training
26%
Training is High Priority
26%
Full Circle
Employee Engagement and Organizational Effectiveness
Committed
Ambassadors
Higher
Retention
New Service
Ideas
Engaged
Employees
Great
Stakeholder
Experience
Prouder
Employees
Loyalty
Strong
Performance
Results
Empowered
Problem
Solvers
Investment
in Employees
Source: Temkin Group
Thank you
Mike Phillips
mphillips@cvent.com
571-830-2149