1. Employee Engagement Sample Results

2. Defining Employee Engagement
Employee Engagement is a critical measure of person-organization alignment
Engaged employees share a common set of attitudes and beliefs which, taken together, reflect a vital aspect of organizational health
Pride and Commitment
Job Satisfaction
Motivation
Advocacy

3. Engagement Impact - Examples
Why is it better to have employees with HIGH vs. LOW levels of engagement?
An estimated 19% of the US workforce is disengaged, costing the US economy upwards of $300 Billion in lost productivity*
Fortune's 100 Best Companies to Work For have had a 10.6% annual return since 1998, while companies listed on the S&P 500 have had only a 5.7% return in that period *
*Information from Izzo and Withers (2000)

4. Engagement Impact – Continued
Highly engaged companies are*:
29% higher in revenue
50% more likely to have above-average customer loyalty
44% more likely to turn above-average profits
Highly engaged workgroups are**:
44% higher retention
56% higher in customer loyalty
50% more productive
33% more profitable
*Information from Izzo and Withers (2000)
**Information form The Right Group and Manpower (2002)

5. Importance of Engagement
It is essential that every person understands and commits to your business strategy—as stated in your brand, vision, mission or values—for your organization to be successful in the marketplace
Employees must know specifically what they can do on their individual jobs each and every day to truly make a measurable difference in bottom line results
Engagement must be based on strong diagnostics and executed with a focused, creative strategy designed to prove the impact on business results

6. Results

7. Survey Participation 500 Surveyed  475 Responded = 95% response rate
Margin of Error = +/- 95% confidence
Surveys were administered on-line and processed by Right Management
Rating Scale:
Strongly Agree Neutral Disagree Strongly Not
Agree Disagree Applicable NA

8. Sample Characteristicsn %
Job Level
VPs & Above %
Team Leader/Director %
Team Member % %
Division
Claims Services %
Account Services %
Information Technology %
Legal %
Finance %
Underwriting & Product Services %
HR & Organizational Effectiveness % %
Tenure
Less than 1 year %
1 to up to 3 years %
3 to up to 10 years %
More than 10 years % %
Location
Phoenix home office %
Tucson field office %
Other field office % %

9. Interpretation Guidelines
% Favorable
60 or more
50-59
49 or less
All Systems Go!
Warning
Red Alert!

10. Theme Level Analysis Reliability Items .85 8 .81 8 .92 11 .78 8 .82 8

11. Item Level Analysis: Culture (8)
Employees feel encouraged to own their work, support one another and suggest innovative ideas; however, they don’t feel comfortable speaking up and expressing differences of opinion is not encouraged.
Item N Mean
469
4.20
470
3.96
472
3.93
471
3.86
3.70
3.64
3.21
2.90

12. Qualitative Analyses

13. One Improvement (N= 379)
Employees recommended improvements to their benefits (e.g., higher salaries, telecommuting opportunities, additional time off)
Overall compensation, either through salary increases or significantly increased vacation time
More opportunities for telecommuting, as long as job duties are covered.
Wages paid more fairly on the job and responsibilities, instead of by the broadband
TYPE goals - to change or remove this process. Even though it has been addressed to let team members know if they are not participating, not all team members participate, yet receive tip goal payments
Employees would like to have development plans and see improvements in the performance evaluation system
Simplified performance evaluation system, and a improved HRIS
Change how employees are reviewed. The 360 reviews are useless, and the milestone settings are too unreachable which discourages more than it encourages.
Hold ALL employees accountable for their work performances/attendance

14. What Not to Change (N= 206)
Employees like the benefits they receive (e.g., medical, retirement plans, vacation, etc.)
I very, very, very much appreciate the benefits package provided to us. It is unheard of in the business community and puts my mind at ease.
No more additional costs associated with our health benefits.
Flex time or working from home.
Employees appreciate the organizations investment in employee development
The opportunity for education offered to all of us. This benefit is better than any other company and this organization encourages everyone to take advantage of this.
I would not want the education benefits to change, I love that this organization supports our personal and professional growth.
The opportunities offered to move or learn about different aspects of the company or outside the company.

15. Employee Engagement

16. Defining Employee Engagement
Employee Engagement is a critical measure of person-organization alignment
Engaged employees share a common set of attitudes and beliefs which, taken together, reflect a vital aspect of organizational health
Pride
Job Satisfaction
Motivation
Advocacy

17. Right’s Model of Employee EngagementTM
Employee Engagement
Business Outcomes
Performance & Profitability
Sales & Employee Attraction
Customer Service
Productivity
Turnover
Motivation
Advocacy
Satisfaction
Satisfaction: is the most basic measure of employee opinion. Satisfaction is as a passive state, not necessarily connected to productive behaviours.
Motivation: is a more proactive measure of employee opinion, probing whether staff feel stimulated in their role and driven to perform towards the achievement of business objectives as opposed to simply being satisfied with their work. Strongly linked to productivity measures.
Commitment: is a measure of employee alignment with the values and culture of the organisation and of their commitment to the achievement of the organisation’s business vision. Strongly linked to employee loyalty and customer service excellence.
Advocacy: is a measure of whether employees would speak highly of the organisation in regard to the organisation as an employer and the organisation’s products, services and brand. Strong links with customer and employee attraction.
Engagement: is a composite measure of satisfaction, motivation, commitment, brand advocacy and employer advocacy. Strongly linked to long-term business performance, profit growth and brand promise delivery.
Pride

18. Employee Engagement Level
High
60%
Engaged
Medium
48.5%
% Engaged
30%
Low
51.5%
Not Engaged

19. Employee Engagement Model
Right Benchmark* TM
2005 Survey
- 14%
60%
Pride
74%
- 11%
- 1%
81% products/services
74% employer
92%
75%
Advocacy
- 12%
74%
Motivation
86%
- 14%
75%
Satisfaction
89%
- 11%
49%
Employee Engagement
60%
*Best-in-Class Companies
Reliability = .86

20. Key Outcomes

21. Key Outcome Measures
Item N Mean
469
3.97
468
3.11

22. Retention Which statement best describes your current plans? % Agree
I am leaving this organization as soon as I can 2%
I plan on leaving in the next 6 months 6%
I plan on being here another year but I am not sure after that
11%
I plan on being here for the next 2 years
26%
I have no plans whatsoever to leave
55%
Total
100%

23. Driver Analyses

24. Model of Organization Performance
Drivers Impact Engagement Impact Key Outcomes
Item 1 ?
Motivation ? ?
Item 2
Pride
Advocacy
Outcomes
Satisfaction ?
Item 3

25. Key Driver Analysis  Engagement
Driver Impact Outcome
.24
REWARD & RECOGNITION
.17
COMMUNICATION
Employee
Engagement*
.15
MY LEADER 2
R = 36%
.15
CULTURE
*Composite measure of Advocacy, Pride, Motivation, and Satisfaction.

26. Key Driver Analysis  Employee Attraction
Drivers Engagement Impact Key Outcome
Reward & Recognition
Motivation
Communication
.13
Employer
Advocacy
Pride
My Leader
Employee
Attraction*
Satisfaction
Culture 2
R = 39%
44. This organization promotes employees who deserve it. (Reward & Recognition, 25%)
.25
.18
60. The Executive Team works well together. (Executive Leaders, 28%)
2. I feel well informed about what is going on. (Communication, 45%)
.17
.15
43. This organization rewards its employees well compared to its competitors. (R&R, 35%)

27. Segmentation Analysis

28. Engagement – Great Place to Work Matrix
High
Stars
55%
Benchwarmers 15%
Great Place to Work
Disconnected
15%
Free Agents
15%
Low
High
Engaged

29. Demographic Segmentation
Stars Bench Free-Agents Saboteurs
warmers
Level
VPs & Above (8) % 0% 0% %
Team Leader/Director (42) 76% 10% % %
Team Member (413) 44% 30% 1% %
Tenure
Less than 1 year 49% 29% 0% %
1-3 years 37% 28% 3% %
3-10 years 48% 31% 2% %
More than 10 years 49% 26% 1% %
Division
HR 75% 17% 0% %
IT 58% 27% 0% % Legal 58% 25% % %
Claims Services 48% % % % Finance 47% 22% % % Account Services 46% 23% % %
Underwriting 35% 40% % %

30. Key Differences Analyses

31. Demographic Differences
Key Variables
Demographic Variables
Level
Location
Division
Tenure
My Leader
Culture
Work Environment
Executive Leadership
Recognition & Rewards
Communications
Learning & Development
Engagement
Retention
Great Place to Work
Employee Attraction

32. Demographic Differences - Level
The ratio of engaged to disengaged employees is best among Team Leaders and VPs & Above
.8 to to to 1
Ratio
N= N= N=8

33. Demographic Differences - Level
Team Members are significantly less positive about this organization as a Great Place to Work compared to VPs & Above.
N= N= N=8

34. Summary & Implications

35. Summary and Implications
Strengths:
Within team effectiveness (role clarity, support, etc.)
55% Stars overall
Team Leaders and VPs are highly engaged
Opportunity Areas:
Cross functional effectiveness
Communication and perception of leaders
25% Benchwarmers overall
Team Member engagement scores are moderate
Level of Engagement: Medium, 49%
Drivers of Engagement:
Reward & Recognition
Communication
My Leader
Culture

36. Next Steps

37. Next Steps Survey Data EMPLOYEE OPINION SURVEY DATA Strategic
Executive
Strategic
Survey Data
Leadership Presentation of Results
Managers
Tactical
EMPLOYEE OPINION SURVEY DATA
Action Planning Sessions
Employees
Feedback
Employee Survey Communications

38. Analysis of Written Comments
Percentage