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HRLC Employee EngagementAlpha Company(Feb 2012)
HRLC Employee Engagement Report HRLC Employee Engagement
Agenda
1.Engagement Capital Overview2.Employee Engagement Executive Summary3.Employee Engagement Deep-Dives4.Survey Demographics5.Appendix
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)
Engagement Capital (Future) 57% (n=3,700) 54% (n=3,965)
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)
Work Environment* 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)
Compensation & Rewards* 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)
Percent Favorable
* Denotes that responses from optional modules were included in the Alpha Company score. Optional modules scores are not used in the benchmark.
Executive SummaryHRLC Employee Engagement
Employee Engagement MetricsThe 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.
Engagement Capital Score
Top Engagement GapsThe Top Engagement Gaps refers to your two lowest engagement scores.
Overall Score Alpha Company Benchmark
Engagement Capital 64% (n=3,700) 63% (n=3,965)
Percent Favorable
Overview of Engagement Capital at Alpha Company
Engagement Metric Alpha CompanyDifference From
Benchmark
Compensation & Rewards* 38% (n=826) -2%
Communication* 44% (n=1,196) 3%
Top Engagement StrengthsThe Top Engagement Strengths refers to your two highest engagement scores.
Engagement Metric Alpha CompanyDifference From
Benchmark
Discretionary Effort 88% (n=3,699) 0%
Benefits* 77% (n=195) n.a.
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.
HRLC Employee Engagement Report HRLC Employee Engagement
Agenda
1.Engagement Capital Overview2.Employee Engagement Executive Summary3.Employee Engagement Deep-Dives4.Survey Demographics5.Appendix
Employee Engagement Deep-DivesHRLC Employee Engagement
Engagement Capital - Overall
Engagement Capital Count2012 2012Frequency Distribution
Average
5.5
5.2
3,700
3,9655%
4%
32%
32%
63%
64%
0% 20% 40% 60% 80% 100%
Benchmark
Alpha Company
Top 2 score
Middle 3 score
Bottom 2 score
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?
Employee Engagement Deep-DivesHRLC 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.
Culture/Values Count2012 2012Frequency Distribution
Average
3,8065.5
1,0375.44%
4%
31%
38%
65%
58%
0% 20% 40% 60% 80% 100%
Benchmark
Alpha Company
Additional ResourcesPlease 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.
Top 2 score
Middle 3 score
Bottom 2 score
Employee Engagement Deep-DivesHRLC Employee Engagement
Culture/Values Deep-Dives
I believe in my organization’s values.
My organization’s values have been clearly communicated.
I believe in my organization’s values. Count2012 2012
5,1705.7
3,6995.7
Frequency DistributionAverage
3%
3%
26%
28%
71%
70%
0% 20% 40% 60% 80% 100%
Benchmark
Alpha Company
My organization’s values have been clearly communicated. Count2012 2012Frequency Distribution
Average
n.a.n.a.
1,0375.40%
5%
0%
35%
0%
60%
0% 20% 40% 60% 80% 100%
Benchmark
Alpha Company
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.
Top 2 score
Middle 3 score
Bottom 2 score
Employee Engagement Deep-DivesHRLC Employee Engagement
Levels Alpha Company BenchmarkAustralia 6% (n=214) n.a.Brazil 0% (n=2) n.a.Canada 14% (n=539) n.a.Denmark 3% (n=105) n.a.Germany 1% (n=38) n.a.India 9% (n=326) n.a.Luxembourg 3% (n=101) n.a.Mexico 0% (n=2) n.a.Norway 0% (n=4) n.a.Russian Federation 0% (n=5) n.a.Singapore 0% (n=5) n.a.Taiwan, Province Of China 0% (n=1) n.a.United Arab Emirates 0% (n=8) n.a.United Kingdom 1% (n=25) n.a.United States 63% (n=2,350) n.a.
Standard Demographics – Geography
Levels Alpha Company BenchmarkMinnesota 16% (n=584) n.a.Texas 13% (n=471) n.a.Wisconsin 12% (n=455) n.a.California 6% (n=205) n.a.Ohio 3% (n=116) n.a.North Dakota 2% (n=60) n.a.Georgia 2% (n=59) n.a.Iowa 1% (n=38) n.a.New Mexico 1% (n=34) n.a.Kansas 1% (n=34) n.a.Missouri 1% (n=33) n.a.Idaho 1% (n=31) n.a.Nebraska 1% (n=27) n.a.New York 1% (n=27) n.a.North Carolina 1% (n=22) n.a.Arizona 1% (n=21) n.a.Connecticut 0% (n=17) n.a.Louisiana 0% (n=16) n.a.Arkansas 0% (n=15) n.a.Alabama 0% (n=15) n.a.
Countries US – States
Employee Engagement Deep-DivesHRLC Employee Engagement
Standard Demographics – Level
Levels Alpha Company BenchmarkChief Executive Offi cer or Functional Head (i.e., CEO, CFO, CIO) 0% (n=17) n.a.General Manager (Head of a Business Unit) 1% (n=19) n.a.Executive Vice President 0% (n=15) n.a.Division Head / Vice President 0% (n=16) n.a.Department Head / Director 3% (n=108) n.a.Mid-level manager 8% (n=300) n.a.Mid-level non-management 21% (n=799) n.a.First-level manager 10% (n=385) n.a.Entry-level non-management 40% (n=1,496) n.a.Other 15% (n=568) n.a.
Employee Engagement Deep-DivesHRLC Employee Engagement
Standard Demographics – Employment Status
Levels Alpha Company BenchmarkFull-time salaried 52% (n=1,953) n.a.Full-time hourly 46% (n=1,727) n.a.Part-time salaried 0% (n=9) n.a.Part-time hourly 0% (n=11) n.a.Contract employee 1% (n=24) n.a.
Employee Engagement Deep-DivesHRLC Employee Engagement
Standard Demographics – Job Function
Levels Alpha Company BenchmarkAdministrative Support (Offi ce or Administrative Assistant, Executive Assistant, etc.) 4% (n=162) n.a.Corporate (Strategy, Public Relations, Legal, Real Estate) 1% (n=41) n.a.Customer Service/ Call Center 6% (n=210) n.a.Communications 0% (n=3) n.a.Engineering and Design (excluding Software Engineering) 3% (n=97) n.a.Finance / Accounting 4% (n=161) n.a.Human Resources / Education / Training 3% (n=99) n.a.Information Technology / Systems (including Software Engineering) 2% (n=69) n.a.Marketing / Market Research 2% (n=59) n.a.ManufacturingOperations (Service & Product Delivery) 4% (n=162) n.a.Operations (Service & Product Delivery) 47% (n=1,737) n.a.Procurement 1% (n=37) n.a.Quality Control / Assurance 1% (n=30) n.a.Research and Development 0% (n=9) n.a.Sales (Business-to-Business and Business-to-Consumer) 8% (n=310) n.a.Supply Chain / Logistics 0% (n=3) n.a.Technician 2% (n=83) n.a.Other 12% (n=435) n.a.