Aon hewitt employee engagement 2011 presentation
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Transcript of Aon hewitt employee engagement 2011 presentation
![Page 1: Aon hewitt employee engagement 2011 presentation](https://reader033.fdocuments.in/reader033/viewer/2022061218/54b6bda94a7959e64c8b4591/html5/thumbnails/1.jpg)
September 2011
Managers – a critical link in employee engagement
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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
rical
Tre
nd
July
-Sep
08
Oct
-Dec
08
Jan-M
ar 09
Apr-Jun 0
9
July
-Sep
09
Oct
-Dec
09
Jan-M
ar 10
Apr-Jun10
Jul-S
ep10
Oct
-Dec
10
Jan-M
ar11
Apr-Jun11
Decrease Increase
Percent of Organisations with an Increase or Decrease in Engagement
Source: Aon Hewitt‘s 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%
Providingsupport tosucceed
Giving valuablefeedback
Addressingunder-
performance
Listening to andimplementing my
ideas
Best Employer
The Rest
% of employees with strong
positive perceptions of
managers…
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But they are under pressure
Market uncertainty
Customer confidence
Mergers & acquisitions
Regulatory changes
Influencing consequence
s
Line Manager
Making sense of corporate messages
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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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Some key findings
Managers are more likely to act on engagement when:
They themselves are engaged!
They’ve seen the impact for themselves
They get support
and encouragement
They are clear about 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 the results
I reviewed the results I reviewed the results and took action
% of engaged
managers
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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 Hewitt‘s Global Employee Engagement Database
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What’s needed to engage managers today?
20081.Career opportunities2.Recognition3.Effective work practices4.Inspiring leadership5.Fair pay
20091.Career opportunities2.Fair pay3.Inspiring leadership4.Effective work practices5.Recognition
20101.People/HR practices2.Career opportunities3.Organisation reputation4.Innovation is supported5.Communication
20111.Delivery on promises2.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 Promoters
60%
37%40%
10%
0%
10%
20%
30%
40%
50%
60%
% Promoters NPS
Teams in Aon Hewitt High Performance Zone for Engagement
Teams outside of the Aon Hewitt High Performance 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 clearexpectations
I have been set clearexpectations
% of managers
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 they’re 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 EngagementScore
Implementation of ActionPlans
Both
% of managers
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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 sufficientsupport from HR
I have been given sufficientsupport from HR
% of managers
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 seta positive example
Senior leadership sets apositive example
% of managers
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 team performance
• Clarify what engaging manager DNA looks like in your organisation and make this explicit
• Include engagement into manager training and induction programs
• Set-up forums and support networks
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Jenny MerryUK Engagement Practice LeaderTel: 01727 [email protected]