1. The Corporate Leadership Council has completed a global study of the engagement level of 50,000 employees around the world, based on a new, more precise definition of engagement and its direct impact on both employee performance and retention.
2. Those employees who are most committed perform 20% better and are 87% less likely to leave the organization—indicating the significance of engagement to organizational performance.
3. While the majority of employees are neither highly committed nor uncommitted, more than 1 in 10 employees are fully disengaged—actively opposed to something or someone in their organizations.
4. There is no high-engagement or low-engagement “group”—commonly used segmentation techniques based on tenure, gender, or function do not predict engagement.
5. Instead, dramatic differences between companies suggest that engagement levels are determined more by company strategies and policies than any characteristics regarding the employee segments themselves.
6. An analysis of both rational and emotional forms of engagement reveals that emotional engagement is four times more valuable than rational engagement in driving employee effort.
7. Employee retention, on the other hand, depends more on a balance between rational and emotional engagement—as illustrated by the importance of compensation and benefits in driving employees’ intent to stay.
8. While employees’ commitment to their manager is crucial to engagement, the manager is most important as the enabler of employees’ commitment to their jobs, organizations, and teams.
9. Among the top 25 drivers of employee engagement identified by the Council, the most important driver is a connection between an employee’s job and organizational strategy.
10. To create and sustain a high-engagement workforce, best practice organizations effectively manage four critical leverage points:
• Leverage Point #1: Business Risks
• Leverage Point #2: Key Contributors
• Leverage Point #3: Engagement Barriers
• Leverage Point #4: Culture
Jumaat, 20 Jun 2008
Isnin, 16 Jun 2008
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