Post on 22-Jun-2020
H E A L T H W E A L T H C A R E E R
C L I E N T P R O P O S I T I O NP O S I T T I O N I N G P A C K
2 0 1 6
© MERCER 2016 1
H E A L T H W E A L T H C A R E E R
© MERCER 2016 1
… has partnered with
to take Engagement to Africa!
g
H E A L T H W E A L T H C A R E E R
© MERCER 2016 2
W H Y D O E S E N G A G E M E N T M A T T E R ?
The model to the right positions the business case for employeeengagement. The section In blue right illustrates the importance ofhaving a solid EMPLOYEE VALUE PROPOSITION in place.Mercer’s view is that if a an EVP is in place and being executedcorrectly, it will lead to higher levels of EMPLOYEE ENGAGEMENT(in green).
With enhanced levels ofEmployee Engagement in placein the organization, theorganization is likely to achievebetter TALENT OUTCOMES,this impacts an organizationsability to attract and retain toptalent for the delivery ofbusiness objectives.
With key talent in place, and engaged, the business willachieve higher levels of BUSINESS PERFORMANCE.
The cycle ultimately concludes with higher and better levels ofbusiness performance feeding the image and reputation of theorganization as a great place to work, which is also a keyelement of the EVP.
It is therefore fair to conclude that Employee Engagement is akey ingredient to enhancing business performance.
H E A L T H W E A L T H C A R E E R
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M E R C E R ’ S M O D E L O F
E N G A G E M E N T | E V PThe Mercer Africa Employee Engagement Survey ispremised on the belief that the maintenance of a soundEmployee Value Proposition (as reflected in the MercerEVP pyramid), will drive higher levels of employeeengagement in organizations. Higher levels ofemployee engagement will result in the right talentoutcomes, as evidenced in the attraction and retentionof talent. Ultimately this will drive higher levels ofbusiness performance.
At the base of the Talent pyramid, signifying theorganizational foundation, lies LEADERSHIP ANDCULTURE. Combined with PURPOSE AND VALUES,these elements represent the unique offering of theorganization and also represents the emotionalelements driving engagement. These are the primarylevers of engagement.
The secondary levers of engagement are reflectedin the contractual elements, which is made up ofREWARD AND ROLE CONTENT, both theseelements could be a source of competitiveadvantage, as well as CAREER ANDWORKPLACE LIFESTYLE, which typicallydifferentiates organizations from each other.
EVP Evolution: The X Factor
EVP has taken the concept of total rewards further. Mercer’s emergentthinking holds that a fifth (X) factor – an emotional connection,compliments the contractual deal between employees and the employer.In essence, the greater emotional connection, the less dependence thereis on contractual components such as salary. To create the most effectiveEVP, employers must recognize what attracts, retains and engages theirworkforce. Understanding generational needs can help the companyachieve strategic goals through its engaged, productive workforce. Buteven the best-intentioned EVP, if it lacks clear communication, will notdeliver on expected outcomes.
K E Y F E A T U R E S O F T H E
S U R V E Y
§ Employee Engagement is measured through 36 questions, linked to 6 dimensionsdefining EVP (Employee Value Proposition), resulting in an CompanyEngagement score
§ Survey delivery through a third party vendor (confidentiality guaranteed) to youremployees, via a “click through” survey link on email
§ Delivery in your own company branding
§ Based on a current employee database, supplied by your organization
§ Completion on desktop, laptop, smart phones and tablets (IOS & Android), paperbased also an option (*at an extra fee)
§ Participation is tracked with an online tracking tool (through HR)
§ Includes NPS (Net promoter score) and eNPS (employee NPS)question
H E A L T H W E A L T H C A R E E R
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K E Y F E A T U R E S O F T H E
S U R V E Y ( C O N T D )
§ Survey formally closes after two weeks
§ System generated reminders to employees who have not yet responded
§ Company report provided with infographics, in Power Point / PDF format
§ Reporting tool provided to HR to manipulate data as required (per division,business unit, department etc. – based on depth of data provided)
§ Each question is followed by an indicator of importance for each particularaspect to employees – this makes for deeper understanding of real concern
§ Based on number of participants per country, engagement benchmarks will bepublished
‘Engaged employees can grow your BUSINESS SUCCESS…’
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O P T I O N A L F E A T U R E S
O F T H E S U R V E Y
§ Conduct a dip-check version of the survey based on areas of development to atargeted group om employees, with one overall dashboard report against pastperformance
§ Add 10 questions of your choice – provided they are answered using aconsistent rating scale
§ Advances demographics (performance scores, talent positions etc.)
§ Dashboard tracking and reporting tool
§ System generated Thank you! note
H E A L T H W E A L T H C A R E E R
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P R O C E S S F L O W
H E A L T H W E A L T H C A R E E R
7© MERCER 2016
Mercer provide datatemplate andwhitelistingdocument
Client communicatesurvey to staff andprovide employee
database
Testing of survey inClient environment
Client conduct thesurvey
Mercer distributereminders toemployees
Mercer distributeSurvey Report toclient & conduct
feedback meeting
Whitelisting : Ensuring that staff haveaccess to the domain that the surveyis hosted on, as well as making surethat the emails that contain the linksto the survey are not blocked by the
company’s firewall.
Client Communication: Pre SurveyCommunication on requirements.
Database: The database needs to becompleted by HR to ensure correct
participant information.
Designated HR Managerwill receive a link to test
survey accessibility.
Reminders to completethe survey
W H A T ’ S U N I Q U E
O U R V A L U E T O Y O U !
§ Market benchmarks for the country and where available for specificindustries
§ Delivery on all platforms (IOS / Android) & “smart” devices
§ Self-reporting tool reduces the cost and ongoing reliance on Mercer
§ Year on year measurement (own benchmarks & market)
§ Low cost product
§ Post-survey Human Capital consulting support, on a requirement basis
§ The option to add countries not currently covered by the survey
H E A L T H W E A L T H C A R E E R
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P A C K A G E O P T I O N S2 package options
H E A L T H W E A L T H C A R E E R
© MERCER 2016 9
STANDARD$2000
PREMIUM$3000
Participation in the online survey, via web-link, compatible with smartphones and tablets (IOS & Android)
Your Branding and Company Logo will form part of your invite & reporting
Overall Company Report – PowerPoint / PDF / withInfographics 10 Customized Questions
Self Reporting Tool to draw any report required based ondemographics
Dip - Check Survey reported on Dashboard(Sampleof Staff)
Response Tracker for HR to track the level of responsesthroughout the period the survey is open for (2 weeks) Advanced Demograpichs
Multiple system reminders for staff who have notcompleted Tracking Via Dashboard
Nett Promoter and Employee Nett Promoter score System generated thank you note
N E X T S T E P S
For participants:ü Complete the order / participation form (attached to the email) and send to
deon.de.swardt@mercer.com – this must be done by the due date in the next slide
ü Mercer will then send you the database for staff details to be returned by the duedate
ü Start preparing your organization for participation
ü Mercer will send you a participant pack as soon as you have signed up, containingall the detail of the process
NB: If your organization would like to include countries not currently covered by thelaunch (as per the next slide), this can be done on the same price basis – howevermarket benchmarks will not be available. An overall integrated company report canthen also be done across all countries.
H E A L T H W E A L T H C A R E E R
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S C H E D U L E
H E A L T H W E A L T H C A R E E R
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LAUNCH CONFIRMPARTICIPATION
CLIENT DATABASE& SIGNED ORDER
FORM BACKGO LIVE REPORT DELIVERY FEEDBACK
MEETING
UGANDA 25 May 22 June 27 June 15 July 2016 15 August 17 August
GHANA 21 June 1 August 8 August 29 August 29 September 3 October
NIGERIA 19 July 2 September 9 September 26 September 24 October 27 October
KENYA 15 July 29 August 5 September 19 September 14 October 18 October
TANZANIA 25 July 9 September 16 September 26 September 24 October 28 October
S AM P L E R E P O R T E X T R AC T ST H I S S E C T I O N C O N T A I N S S A M P L E E X T R A C T S F R O M A NO R G A N I Z A T I O N A L R E P O R T[ I T D O E S N O T R E P R E S E N T A L L C O N T E N T T H A T W I L L B EC O N T A I N E D I N T H E F I N A L R E P O R T ]
H E A L T H W E A L T H C A R E E R
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© 2016 Mercer LLC, All Rights Reserved
H E A L T H W E A L T H C A R E E R | E M P L O Y E E E N G A G E M E N T S U R V E Y 2 0 1 6 |O V E R A L L R E P O R T
[ CompanyName ] Overall Index
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M E R C E R O V E R A L L I N D E X
NationalBenchmark
CompanyBenchmark
66
82
6673
8793
6268
97
74
85 8790
80
0
25
50
75
100
Mercer Overall Index Leadership & OrganizationalCulture
Reward Role Content Career Workplace / Lifestyle Purpose / Values
2016 2015
Sample extract
© 2016 Mercer LLC, All Rights Reserved
H E A L T H W E A L T H C A R E E R | E M P L O Y E E E N G A G E M E N T S U R V E Y 2 0 1 6 |O V E R A L L R E P O R T
Engagement Model
67 6669 68
0
25
50
75
100Contractual and Emotional
67 6669 68
0
25
50
75
100Category split
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E N G A G E M E N T M O D E L
2016 2015
2016 2015
2016 2015
Competitive Unique Differentiated
Sample extract
© 2016 Mercer LLC, All Rights Reserved
H E A L T H W E A L T H C A R E E R | E M P L O Y E E E N G A G E M E N T S U R V E Y 2 0 1 6 |O V E R A L L R E P O R T
Engagement Summary 2015vs 2014
E N G A G E M E N T S U M M A R Y 2 0 1 6 V S 2 0 1 5
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2016 n = 339; 2015 n = 258
2016
2015
0%
100%
8% 13% 34%
4% 45%6% 45%
45%
Engagement Distribution 2016 2015
Actively Disengaged 8% 4%
Disengaged 13% 6%
Engaged 45% 45%
Actively Engaged 34% 45%
Engagement Key
Actively Disengaged 0 – 40%
Disengaged 41 – 60%
Engaged 61 – 80%
Actively Engaged 81 – 100%
Engagement Distribution
Sample extract
© 2016 Mercer LLC, All Rights Reserved
H E A L T H W E A L T H C A R E E R | E M P L O Y E E E N G A G E M E N T S U R V E Y 2 0 1 6 |O V E R A L L R E P O R T
Dimensions Breakdown – ‘Department’
Mercer 339
Cards 207
Finance 10
Insurance 1
IT 2
Loans 62
Marketing 12
Mobile 30
Other 30
People Operations 1
n68
77
66
70687966
86
85
86
89887888
66
68
66
65527859
72
73
70
77817873
53
83
39
53567352
65
93
61
64698368
67
68
66
66738164
Mer
cerO
vera
llSc
ore
Lead
ersh
ip&
Orga
niza
tiona
lCu
lture
Rewa
rd
Role
Cont
ent
Care
er
Wor
kplac
e/Li
fest
yleLegend
: Shows movement since previous survey.
: Statistically Significant improvement/decline since previous survey.
No Value : Score not shown due to insufficient size
Purp
ose/
Valu
es81 – 100% Actively Engaged61 – 80% Engaged
41 – 60% Disengaged
0 – 40% Actively Disengaged
D I M E N S I O N S B R E A K D O W N – ‘ D E P A R T M E N T ’
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Sample extract
© 2016 Mercer LLC, All Rights Reserved
H E A L T H W E A L T H C A R E E R | E M P L O Y E E E N G A G E M E N T S U R V E Y 2 0 1 6 |O V E R A L L R E P O R T
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H I G H E S T A N D L O W E S T S C O R I N G S T A T E M E N T S
Bottom 5 Scoring Statements
Dimension Statements 2016 2015 Shift
Leadership & Organizational Culture Our Country Executive Leadership team is effective in leading the Organization. 59 57 - 2Role Content My work is stimulating and challenging. 56 48 - 8Career I see a future for myself at my Organization. 40 32 - 8Career Career opportunities are offered to the most deserving employees. 48 38 - 10Purpose / Values I am committed to my Organization. 59 50 - 9
Top 5 Scoring Statements
Dimension Statements 2016 2015 Shift
Leadership & Organizational Culture My manager informs me about changes that affect me. 89 86 3Reward I understand how my performance links to my personal remuneration. 80 78 4Role Content My manager gives me regular feedback on my performance. 82 74 8Role Content Team members who do not perform are managed appropriately. 72 76 4Workplace / Lifestyle I have the right tools and resources to do my job effectively. 72 72 0
Legend81 – 100% Actively Engaged61 – 80% Engaged
41 – 60% Disengaged
0 – 40% Actively Disengaged
Sample extract
© 2016 Mercer LLC, All Rights Reserved
H E A L T H W E A L T H C A R E E R | E M P L O Y E E E N G A G E M E N T S U R V E Y 2 0 1 6 |O V E R A L L R E P O R T
eNPS
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Employee Net Promoter Score (Overall Report n=339): 7.7%
Employee Net Promoter Score (eNPS) is based on the question asked:“How likely are you to recommend your company to friends or family?”
To calculate the eNPS of the company, you would take the percentage of Promoters and subtract the percentage who are Detractors.
Mercer339
Ghana73
Kenya207
South Africa59
n eNPS Detractor (%)Scoring 0-6
Passive (%)Scoring 7-8
Promoter (%)Scoring 9-10
7.7 30.4 31.6 38.1
12.3 24.7 38.4 37.0
-2.0 38.2 25.6 36.2
35.6 10.2 44.1 45.8
DETRACTORS PASSIVES PROMOTERS
0 1 2 3 4 56
7 8 9 10
= _Net Promoter Score %
Promoters% Detractors
Passive (%)Scoring 7-8
Detractor (%)Scoring 0-6
Promoter (%)Scoring 9-10
Legend1. Promoters (score 9-10) are loyal enthusiasts who will continue to recommend and refer the organisation. Passive (score 7-8) are satisfied but unenthusiastic employees.
2. Detractors (score 0-6) are unhappy employee who can damage your brand and impede growth through negative word-of-mouth.
3. No Value : Score not shown due to insufficient sample size.
4. n= total number of participants that completed the eNPS questions.
e N P S
Sample extract
© MERCER 2016 19
© 2016 Mercer LLC. All rights reserved.