A on He Witt Employee Engagement Presentation

7/31/2019 A on He Witt Employee Engagement Presentation

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September 2011

Managers a critical link in employeeengagement


2/17

2

We continue to live in uncertain times

15%

37%

46%

25%

32%

50%

29%

53%

46%

40%

30%

40%34%35%

24%

26%

31%28%

30% 31% 31%30%31%

41%

46%

38%

0%

10%

20%

30%

40%

50%

60%

Histo

ricalTr

end

July-

Sep08

Oct-D

ec08

Jan-Ma

r09

Apr-J

un09

July-

Sep09

Oct-D

ec09

Jan-Ma

r10

Apr-J

un10

Jul-S

ep10

Oct-D

ec10

Jan-Ma

r11

Apr-J

un11

Decrease Increase

Percent of Organisations with an Increase or Decrease in Engagement

Source: Aon Hewitts Global Employee Engagement Database


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Managers definitely have a role to play

The line manager is the lens through which I see the

company and the company sees me.Chris Bones (Engaging for Success 2009)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Providing

support to

succeed

Giving valuable

feedback

Addressing

under-

performance

Listening to and

implementing my

ideas

Best Employer

The Rest

% of employeeswith strong

positiveperceptions of

managers


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But they are under pressure

Market uncertainty

Customerconfidence

Mergers &

acquisitions

Regulatorychanges

Influencingconsequence

s

Line Manager

Makingsense ofcorporatemessages


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Digging further into the manager experience

>700 managers across Europe

All functions (except HR)

Approx 40% are managing more

than 20 people


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6

Some key findings

Managers are more likely to act on engagement when:

They themselvesare engaged!

Theyve seen theimpact for

themselves

They getsupport

andencouragement

They are clearabout what is

expected of them


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Engaged managers are more likely to take action

Source: Aon Hewitt European Manager Survey 2011

27%

52%

63%

0%

10%

20%

30%

40%

50%

60%

70%

I did not review theresults

I reviewed the results I reviewed the results andtook action

% ofengaged

managers


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8

How engaged are your managers?

50%

45%

68%69%

66%

53%

60%

62%

59%

55%

50%50%

40%

45%

50%

55%

60%

65%

70%

2008 2009 2010 2011

Executives/Senior Managers Middle Managers Front-line Employees

Engagement levels by job type

Source: Aon Hewitts Global Employee Engagement Database


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Whats needed to engage managers today?

20081.Career opportunities

2.Recognition3.Effective work practices4.Inspiring leadership5.Fair pay

20091.Career opportunities

2.Fair pay3.Inspiring leadership4.Effective work practices5.Recognition

20101. People/HR practices

2. Career opportunities3. Organisation reputation4. Innovation is supported5. Communication

20111.Delivery on promises

2.Effective work practices3.Innovation is supported4.Fair pay5.Career opportunities

2008 2009 2010 2011


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Seeing is Believing Case Study: Team Engagement and Customer Promoters60%

37%40%

10%

0%

10%

20%

30%

40%

50%

60%

% Promoters NPS

Teams in Aon Hewitt HighPerformance Zone for Engagement

Teams outside of the Aon Hewitt HighPerformance Zone for Engagement


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Clear expectations make a difference

45%

75%

0%

10%

20%

30%

40%

50%

60%

70%

80%

I have not been set clear

expectations

I have been set clear

expectations

% ofmanagers

taking action


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DNA of an engaging manager

is tuned-in to people

is an effective performance coach

empowers people to grow

matches strengths to opportunities

promotes two-way communication

does what they say theyre going to do

builds team spirit

is hands-on with their teams

is resilient

A truly engaging manager ..


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Clear accountability is needed too!

17%

35%

47%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Change in Engagement

Score

Implementation of Action

Plans

Both

% ofmanagers


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Support from HR is essential

38%

75%

0%

10%

20%

30%

40%

50%

60%

70%

80%

I have not been given sufficient

support from HR

I have been given sufficient

support from HR

% ofmanagers

taking action


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Senior leaders need to be role models

44%

73%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Senior leadership does not set

a positive example

Senior leadership sets a

positive example

% ofmanagers

taking action


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Some practical advice

Focus on the engagement priorities for your managers

Look to establish the links between engagement and teamperformance

Clarify what engaging manager DNA looks like in yourorganisation and make this explicit

Include engagement into manager training and inductionprograms

Set-up forums and support networks


17/17

Jenny MerryUK Engagement Practice LeaderTel: 01727 [email protected]

A on He Witt Employee Engagement Presentation

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