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Prepared by AonPerformance, Reward & Talent
Best Employers – Malaysia 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
Aon | Performance, Reward & Talent 2
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
Aon | Performance, Reward & Talent 5
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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65% 70% 75% 80% 85%55%
60%
65%
70%
75%
Critical People Challenges – Malaysia 2015
Rising Salaries and Poor Availability and Selection of Talent in External Labor Market are Critical People Challenges of CEOs
On average only 30% of organisations feel they are prepared to tackle these risks
People risks likely to impact your business
Medium
High
Likely Near Certain
Rising SalariesCritical Skills
Shortage
Inadequate Leadership Pipeline
Degree of impact ofthe people risks
Inability to Retain Employees
Poor availability and selection of talent in
external labor market
Inability to Attract Talent
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Best Employers Summary – Malaysia 2015
High Employee Engagement Compelling Employer Brand
83%88%
60% 64%
Effective Leadership High Performance Culture
82% 83%
56% 58%
Market Average Best Employers
The Best Employers Outperform the Market by 25% Across All 4 Pillars
Best Employers filled 38% more openings internally compared to market level
Best Employers achieve 38% higher income growth than market average
Best Employers attain 50% higher growth in profits than market average
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High Employee Engagement – Malaysia 2015
85%
78%
85%
62%
55%
64%
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
6
Employee Engagement index
2009 2011 2013 2015
84% 85%81%
83%
57%59%
56%60%
Favourable engagement scores overthe last 6 years
Market Average Best Employers
Best Employersengagement score
at 83%is significantly higher than market average
at 60%
Overall Employee Engagement Scores in Malaysia, Both Best Employers and Market Average, Have Moved Marginally Over the Last Six Years.
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Compelling Employer Brand – Malaysia 2015
6 out 10 Employees Surveyed Said that They Were Likely to Recommend Their Organisation to a Friend Seeking Employment
85%
88%
87%
59%
69%
65%
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
6
Employer Brand index
Best Employers
employer brand index
at 88%is significantly higher than market average
at 64%
Market Average Best Employers
Net Pro-
moterScore
Promoter Passive Detractor
79% 85%
8% 6%
48%
64%
20% 16%
Net promoter score 2015The NPS gap between Best Employers and the market average has widened by 8% over the 2013 results
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Effective Leadership – Hi-Potential Program Organisation Practices – Malaysia 2015
100% Best Employers Have a Formal High Potential Programme Compared to 77% Market Average
Accelerated career growth
Increased access to and interactions with senior executives/top management
Placement in high impact roles
High Potential programme integrated into talent management processes
55% 67%
36% 56%
38% 44%
38% 44%
28% 44%
Customised learning and development opportunities
Market Average Best Employers
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The Gap Between Rhetoric and Reality – Walking the Talk in Malaysia
6
CEOs say our people managers have the tools and
resources to manage.
But only 60% ofpeople managers feel they are
fully productive.
Leaders say “our employees are our greatest asset”.
But only 54% 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 57% ofemployees think they have
good career opportunities at their organisation.
64% of organisations said that they have a clearly
defined employer brand.
But only 21% have complete alignment between
the CEOand HR definition of their
employer 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 – Malaysia 2015 Country Report, please click here
To participate in Aon Best Employers - Asia Pacific 2016, please contact
Shazrina Ungku Intan
Project Manager
Best Employers – Malaysia
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
