Copyright © 2012 Aon Hewitt Limited. All rights reserved. Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England No. 4396810 Trends in Global Employee Engagement 2012 From credit crunch… to talent crunch 28 June 2012
Nov 11, 2014
Copyright © 2012 Aon Hewitt Limited. All rights reserved.Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England No. 4396810
Trends in Global Employee Engagement 2012
From credit crunch… to talent crunch
28 June 2012
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Agenda
Introductions
The global picture
Focus on Europe
How successful organisations are responding to the ‘crunch’
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Global landscape: uneven & slowing growth
Global growth projected at 3.5% in 2012
Over the next 13 years, global growth will be 0.5-1.0% below the growth rate from 1995-2008
Growth rates vary significantly by region:
– Advanced economies* will slow down from 1.6% in 2011 to 1.3% in 2012
– Emerging economies** will slow down from 6.3% growth in 2011 to 5.6% in 2012
Source: The Conference Board, Global Economic Look 2012 *Advanced Economies: U.S., Japan and EU prior to 2004 **Emerging Economies: China, India, Latin America, Middle East, Africa, Central and Eastern Europe, Russia and other CIS
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European workforce projections
Population projections show increasing age & diversity workforce trends emerging over time
Source: Lanzieri, G. (2011). “Fewer, older and multicultural? Projections of the EU populations by foreign/national background”, Eurostat Methodologies and Working Papers.
Projected share of the population with foreign background by age group (%)
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In this environment organisations need to:
Maintain efficiency
Drive growth
Foster more innovation
Integrate acquired businesses better / faster
Include and involve an increasingly diverse workforce
Protect against talent flight as the economy improves
Respond rapidly to local opportunities while operating globally
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The global picture
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Aon Hewitt “Trends in Global Employee Engagement 2012” research
Over 3,100 organisations represented
9.7 million employees covered
Regions include: Asia Pacific, Europe, Latin America and North America
Diverse range of company sizes and industries
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Global engagement trends
• Global engagement increased from 56% (2010) to 58% (2011)
• Four out of ten employees are still not engaged worldwide
• Engagement levels are stabilizing globally but shifting across regions
55%
51%
52%
71% 72% 71%
67%
64%64%
60%
55%
58%
2009 2010 2011
Asia Pacific
Europe
Latin America
North America
Global
59% 56%
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Top engagement drivers
Shaded cells show the top three scores for each region / globally
2011 Top 5 Regional Drivers
Global 2011 APAC Europe Latin America North America
Career Opportunities 1 1 1 2 1
Recognition 2 3 5 1 4
Organization Reputation 3 2 3
Communication 4 4 3 5
Managing Performance 5 2
Pay 4 5
Innovation 3
Brand Alignment
People / HR Practices 2
Career Aspirations 5 4
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Focus on Europe
11Source: Aon Hewitt Employee Engagement Database
Divergent engagement between Managers & Employees
While engagement for roles with people management responsibility is increasing the engagement of professional and front line employees is dropping
Engagement scores per Level in Europe
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Zoom in: European markets
47%
64%
53%51%
46%48%50%
62%
55%
44%47%
50%
61%64%
48%
38%
50%49%47%
53%
0%
10%
20%
30%
40%
50%
60%
70%
Austria
Belgium
Czech
Rep
ublic
Denmark
France
German
yGree
ceHun
gary Italy
Netherl
ands
Poland
Roman
iaRus
siaSlov
akia
Spain
Sweden
Switerla
ndTurk
eyUkra
ine
United
Kingdo
m
2011
• Engagement scores vary strongly between European countries
• Countries with high scores are Russia, Ukraine, Hungary, Romania and Greece
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Key driver perceptions in 2011
Europe Asia Pacific North America Latin America
Career Opportunities 36% 47% 52% 57%
Organisational Reputation 47% 56% 60% 68%
Innovation 42% 56% 50% 59%
Communication 40% 46% 38% 46%
Recognition 39% 45% 50% 46%
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Responding to the ‘crunch’
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Advice from Aon Hewitt Best Employers
Create a culture of engagement through leadership
“Invest time to obtain top leadership buy-in”
“We established a leadership style program based on hand-picked managers whose teams have high engagement scores”
“We have a role model program with strong people managers as buddies”
Connect with your employees“Listen to your employees, be transparent about why certain business decisions have been made and ensure timely communications”
Recognise peoples’ efforts and performance
“Ensure recognition is fair, transparent and goes beyond the immediate team”
Create employee growth opportunities
“Develop more creative or less traditional growth opportunities”
Select employees pre-disposed to engagement
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Understand the key priorities across your organisation
Focus on 2-3 things that will make a difference
Execute well (and communicate!)
Closing messages
“This is my third company and numerous cycles doing surveys, and I’ve only seen one really good success story. The entire organisation (11,000 people) dived into action- planning. They mobilised a lot of people. It became the driving force – every conversation, everything. It had the attention and focus of leadership.” HR Director
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Aon Hewitt Global Footprint
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More information
Jenny Merry
[email protected]+44 (0)172 788 8395
Laura Heathcock
[email protected]+44 (0)207 086 9184
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Copyright © 2012 Aon Hewitt Limited. All rights reserved.Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England & Wales No. 4396810
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