Business Performance Blog
We share our news and reflections on the world of business.
Join our discussion on the latest research, reports and opinion.
Employee Engagement: Lifting the Bar
Submitted by Leslie Allan on October 6th, 2012
I had a chance to review recently the latest employee engagement survey conducted by Right Management. They rolled out the survey in Australia and New Zealand and received over 7,000 responses. What they were looking for were changes in engagement factors related to leadership, organizational strategy, culture and communication. To put it in a nutshell, they were looking at the drivers for organizational effectiveness.
Right Management last performed their engagement survey in 2009. Akin to the widening gap we see between the rich and the poor in some Western democracies, it appears there is also an increasing gap in employee engagement levels between high performing organizations and average performers. Worse still, in New Zealand, overall engagement levels have gone down.
At a time when we seriously need to get employees involved in lifting us out of our current world-wide economic malaise, the survey finds that almost half of all employees are disengaged from both their job and their employing organization. Fortunately, the study does provide some clues for organizations wanting to lift employee engagement and productivity. The research identifies the top ten drivers for engagement in the two countries.
Number one is the employee’s commitment to their organization’s values. Number two is their confidence that they can achieve their long-term career goals with their current employer. Other drivers rating highly are the employee’s perception that customers are satisfied and a good person-job fit. See the full list of employee engagement drivers in my complete report. None of this is surprising and is borne out by many other engagement studies conducted over the years.
What is interesting is that since the 2009 survey, employee focus on career goals has strengthened considerably. Three years ago, career progression figured quite low in employee concern. Perhaps this renewed emphasis on careers is a natural result from the continued uncertainty post-GFC. Maybe employees are harking back to the days of long tenure and when employers nurtured their employees’ career ambitions.
How are you and your managers working with your employees? Are you conducting regular career development discussions, perhaps as part of your annual performance plan? Does your organization have defined career pathways and identify high-potential employees? Or are you leaving it all up to chance? Read my full commentary on the Right Management Engagement survey and why it matters to your organization.
Are you looking to provide a career path for your employees but don’t know where to start? Do you have people in your organization that you want to cultivate into a leadership role but don’t know how to manage the process? Our Succession Planner software will help you manage your entire succession planning effort. From initially identifying your succession positions through to analyzing and reporting succession progress, this tool does it all. Find out more and download the free Succession Planner demo version today.