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Prepared by AonPerformance, Reward & Talent
Best Employers – Japan 2015Country Report
November 2015• Please note that the slides here represent a few highlight taken from the Country Report• You can get access to the full report by submitting at the end of this sample
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The Country Report provides a deep-dive into our observations, supporting practices and outcome on the Best Employers construct in Hong Kong.
We hope you continue successfully on this journey.
Best Employers Program in Asia Pacific
Aon began the Best Employers research in Asia in 2001 to provide insights into how organisations can create real competitive advantage through people and explore the contours of what makes a workplace of choice.
15 Years of Best Employers Data Insights and Best Practices
Our 15 years of Best Employers studies in Asia, backed with engagement research of over 6,400 global organisations including 2,300 in the region, covering 800,000 employee’s opinions support the striking evidence: Having a high level of Employee Engagement, a Compelling Employer Brand, Effective Leadership and a High Performance Culture translates into a committed and productive workforce that delivers stronger business results.
Through our research, we know that high employee engagement not only delivers greater shareholder value, but it also reduces staff turnover and improves customer satisfaction.
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Best Employers - Asia Pacific
The Best Employers program is conducted in 12 markets:
Australia
China
Hong Kong
India
Indonesia
Japan
Korea
Malaysia
New Zealand
Singapore
Taiwan
Thailand
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What Constitutes a Best Employer ?
Four Measurable Factors Contribute to Whether an Organisation is a Best Employer
High Employee Engagement
Say: The employees consistently speak positively about the organisation to co-workers, potential employees and customers
Stay: The employees have an intense desire to be a member of the organisation
Strive: The employees exert extra effort and engage in work that contributes to business success
Compelling Employer Brand
Reputation: The organisation is well-known and has a good reputation in the market, especially for those target groups which are critical for the organisation’s business success
Internal Brand: Employees are proud to be part of the organisation, and can explain what makes working here different from other organisations
Credibility: Employees believe that the organisation delivers on its promises it makes to employees
Effective Leadership
Future Vision: Leaders show clear and compelling future vision to the members of the organisation
Valuing People: Employees experience that leaders are appropriately visible and accessible; treat them as organisation’s most valued asset
Business Excellence: Employees trust their senior leaders to be open and honest; and believe they make good business decisions to drive the organisation to success
High Performance Culture
Accountability & Trust: Managers set clear goals and expectations, and employees know how they can best contribute to realise their business strategy
Reward: Rewards and recognition for high performance are clearly understood and transparent to employees
Growth: The organisation prepares for future challenges by offering interesting careers for high potential employees and learning opportunities for all employees
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30% 40% 50% 60% 70%30%
40%
50%
60%
70%
80%
Critical People Challenges – Japan 2015
Inadequate capability of current leaders has stood out as most critical people challenge for organisations in Japan
On average only 40% of organisations feel they are prepared to tackle these risks
People risks likely to impact your business
Medium
High
Likely Near Certain
Degree of impact ofthe people risks
Inadequate capability of
current leaders
Critical skills shortage
Rising Salaries
Inadequate Leadership Pipeline
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Best Employers Summary – Japan 2015
High Employee Engagement Compelling Employer Brand
72% 76%
32% 33%
Effective Leadership High Performance Culture
68% 70%
24% 25%
Japan Average Best Employers (Japan & Korea)
The Best Employers Outperform the Market by 43% Across All 4 Pillars
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High Employee Engagement – Japan 2015
70%
71%
73%
36%
44%
32%
SAY: The employees consistently speak positively about the organisation to co-workers, potential employees and customers
STAY: The employees have an intense desire to be a member of the organisation
STRIVE: The employees exert extra effort and engage in work that contributes to business success
Employee Engagement Index
Japan Average Best Employers (Japan & Korea)
Best Employersengagement score
at 72%is significantly higher than market average
at 32%
Engagement Score of Organisations in Japan is Lowest in Asia. Only 3 Out of 10 Employees Say Positive Things About Their Organisation, Nearly Half of Asia Average
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Compelling Employer Brand – Japan 2015
Only 30% of the Employees Surveyed Said that They Were Likely to Recommend Their Organisation to a Friend Seeking Employment
74%
77%
72%
37%
48%
36%
REPUTATION: The organisation is well-known and has a good reputation in the market
INTERNAL BRAND: Employees are proud to be part of the organisation, and can explain what makes working here different from other organisations
CREDIBILITY: Employees believe that the organisations delivers on its promises it makes to employees
Employer Brand Index
6
Best Employers
employer brand index
at 76%is significantly higher than market average
at 33%
Japan Average Best Employers (Japan & Korea)
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Effective Leadership – Hi-Potential Program Organisation Practices– Japan 2015
Only 14% Organisations Have Their High Potential Programme Integrated into Talent Management Processes, Significantly Lesser than Best Employers
Higher fixed pay and/or benefits
External coaching and/or mentoring
Accelerated career growth
Increased access to and interactions with senior executives/top management
Customised learning and development opportunities
14% 33%
7% 8%
25%
17%
7% 17%
25%
Placement in high impact roles 7%
Japan Average Best Employers (Japan & Korea)
14%
14%
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The Gap Between Rhetoric and Reality – Walking the Talk in Japan
6
36% of CEOs say people managers have the tools and
resources to manage.
But only 28% ofpeople managers feel they are
fully productive.
Leaders say “our employees are our greatest asset”.
But only 30% ofemployees believe their senior
leaders treat them as their organisation’s most valued
asset.
Career opportunities is the top driver of engagement
across all generations.
But only 20% ofemployees think they have
good career opportunities at their organisation.
37% of organisations said that they have a clearly
defined employer brand.
But only 7% have complete alignment between the CEO and HR definition
of theiremployer brand.
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The Best Employers Program
Best Employers participants benefit from 12-month partnership with Aon Hewitt. Sharing of data, insights and best practices advance organizations in their journey to becoming a Best Employer.
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Contact Information
To order full Best Employers – Japan 2015 Country Report, please click here
To participate in Aon Best Employers - Asia Pacific 2016, please contact
Jee-Young Yang
Project Manager
Best Employers – Japan
Gitansh Malik
Regional Project Manager
Best Employers – Asia
Aon Hewitt Asia
@Aon HewittAsia
Aon Hewitt
Join us on a Journey to Becoming a Best Employer 2016
