attracting & retaining employees - HRM Recruitment · Banking Legal Supply Chain & Manufacturing...

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attracting & retaining employees Employee Engagement 2015

Transcript of attracting & retaining employees - HRM Recruitment · Banking Legal Supply Chain & Manufacturing...

Page 1: attracting & retaining employees - HRM Recruitment · Banking Legal Supply Chain & Manufacturing Marketing Sales General & Operations Management Administration Under the heading of

attracting & retaining

employeesEmployee Engagement

2015

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contents:

How to make the best use of this document 3

Further Information 4

Functional Verticals:

Science 5

Engineering 6

IT 7

Human Resources 8

Accountancy 9

Banking 10

Legal 11

Supply Chain & Manufacturing 12

Marketing 13

Sales 14

General & Operational Management 15

Administration 16

Recommend Responses 17

Bonus Responses 18

Frequency Responses 19

How easy do you find it to bring discerning talent into your

organisation? Is employee turnover consistently acceptable across all

functions in your firm? Who leads engagement in your organisation,

Line Managers or Human Resources?

Employee Engagement has long since moved from being about an

annual survey to becoming a central talent philosophy embraced and

acted upon by all leaders and supervisors in an organisation. Or at

least it should have. A recent Bain & Co. report highlights the

extraordinary performance advantage that true engagement delivers

and how wrong some employers get it.

The 2015 HRM – Employee Engagement Report brings insight into the

primary engagement drivers of over 13,000 professionals in Ireland

across 12 functional areas. We look at and weight the factors that

have most impact and highlight those, that for some functions, do not

give the engagement advantage one might have expected.

Knowledge is our differentiator at HRM and we hope the information

in this report helps your organisation gain its own competitive edge.

HRM have delivered the very best talent into our customers’ critical

Senior Executive and Middle Management, Specialist and Senior

Support appointments for over 20 years. We are a single-source for a

wide range of talent acquisition services including Permanent

Contingency and Retained Search, Contract and Interim Solutions

and Advisory Services.

The results of this survey are throughout 26 counties of Ireland.

Parsed survey results by region are available through relevant HRM

dublin: 47 Fitzwilliam Square, Dublin 2 t: (+353 1) 632 1800

cork: Building 1000, City Gate, Mahon, Cork t: (+353 21) 435 8748 e: [email protected]

galway: Unit 15, Galway Technology Park, Parkmore, Galway t: (+353 91) 399 090 w: www.hrmrecruit.com

Recruit offices in Dublin, Cork or Galway.

While the following pages give the three most and the three least

influential factors under each Employee Engagement heading,

further analysis and data outside of the top and bottom three are

available through each HRM Recruit selection practice.

Science, technology and operations group

Life Science

Engineering

Technology

Supply Chain

Corporate and professional services group

Human Resources

Financial

Legal

Marketing

how did your employees feel about coming to work this morning?

2

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The results of this survey are based on responses from 13,208professionals in the first six months of 2014 and working inone of twelve occupational areas:

ScienceEngineeringITHuman ResourcesAccountancyBankingLegalSupply Chain & ManufacturingMarketingSalesGeneral & Operations ManagementAdministration

Under the heading of Employee Engagement, surveyparticipants responded to an online questionnaire, withfollow up sample interviews and were asked to address aseries of questions under six general Employee Engagementheadings:

1. What matters to me most and least in Reward2. The factors that are most important to me in my career

development3. What draws me to your employer brand4. How to keep me engaged5. The environment that encourages my discretionary effort6. How to get my attention in your recruitment process

how to make the best use of this documentThe points below will help to give you a greater understanding of the data and formatting of the information in this report.

1survey focus

The questions evaluated the importance of each elementunder the six headings. Respondents rated these againsteach other and the impact that the presence or absence ofan element would represent.

The data is presented by occupational area, one per pageover twelve pages and includes the three most impactful andthe three least impactful factors under each EmployeeEngagement heading. A full list of the options provided torespondents in each case is given overleaf. If you would liketo know the full response order for any particular occupationunder any heading, please do not hesitate to ask yourcontact at HRM Recruit or our Market Research Team byemailing: [email protected]. Data by region isalso available through our Dublin, Cork or Galway offices.

Three further pages are included at the end of the surveyaround points of additional interest. These reveal participantresponses by occupational area to three further questions:

1. Would the respondent recommend their organisation asan employer?2. The percentage of respondents in each occupationalarea that do not receive any bonus aspart of their compensation?3. The appropriate frequency respondents felt to receiveformal feedback on their performance?

A fourth question rating various attributes of the managers ofrespondents was asked but appears in a separate standalonerelease.

2data presentation

It is important to note, that the figures given throughout thereport are not percentages, but ratings of importance, wherethe maximum possible is a rating of 100.

While the rating gives an order of importance for eachoccupation and Engagement element, the rating itself has asecond significance. It also highlights the seriousness of thatEngagement element to the responding occupational area.The survey and validation interviews give the additionalinterpretation guide:

A score of 90 or above is most likely to be a “make or break”factor in the relationship with a candidate in thatoccupation, for that Engagement element. A score of 80 to 89 is a highly influential factor with acandidate in that occupation. Presence/Absence of a numberof these factors in an employment relationship, can combineto become a “make or break” point. (Note by implicationwhile an element with a rating in the 80’s might be the mostinfluential factor in any set, it may not in itself be a make orbreak issue on its own). A score of 70 to 79 indicates that the Engagement elementhas some importance but no great significance.A score of 60 to 69 suggests the element is barely relevant totheir Engagement.A score of 59 or below implies that the factor is simply not aconsideration, because it does not feature in that vertical. Itmay also indicate a neutral position in EmployeeEngagement and if a cost to an organisation, suggest a wasteof resource.

3rating scores

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recipients by career level:

Company Director 640Function Head 1200Senior Manager 1816Middle Manager 2624Supervisor/New Manager 1440Specialist 4592Early career stages 896

13208

recipients by market segment:

Accountancy Practice 408Advertising/Marketing/PR 336Aviation 144Banking 624Call Centre 152Charity/Voluntary 112Chemical 48Consumer Goods/Services 560Distribution & Logistics 640Education 328Energy/Environmental 280Engineering/Construction 704Food Production 632Government 216Healthcare 584Insurance/Life/Pensions 320IT Services 976IT Development 528IT Hardware 200Leasing 48Legal 424Manufacturing (Heavy) 248Manufacturing (Light) 552Management Consultants 248Media 112Medical Devices 736Pharma/Biopharma 1568Retail 352Scientific Services 144Shared Services 152Staffing/Training 160Telecommunications 448Tourism/Hospitality/Leisure 224

13208

13208

participants

7200 Male

6008 Femalehow to keep me engaged

The opportunity to travel as part of my roleThe level of innovation encouraged in my roleMy role's influence on decision makingThe leadership being calm under pressureThe leadership listening to employees opinions when making decisionsMy personal interest in the responsibilities of my roleThe location of where my role is basedThe work/life balance my role offersThe level of recognition provided to employees in my roleThe person to whom I report or would be reporting toMy belief in the overall mission or purpose of the organisation

the environment that encourages my discretionary effort

A team-orientated work environmentThe quality of co-workersThe reputation of the senior leadership teamThe quality of the organisation's managersThe camaraderie amongst the company's workforceA strong social element to the workplaceFormal policies, environment and dress codeInformal policies, environment and relaxed dress code

how to get my attention in your recruitment process

My immediate feelings when I arrive at the company for first interviewThe interview being held at the time agreed and without delayThe interview process being described clearly to me from the outsetBeing met by a relevant senior executive at the first meetingThe rapport between me and my likely new managerTimely communication throughout the recruitment processRegular communication from the hiring manager throughout the recruitment processThe level of interest shown at interview by the interviewersGaps in the communication and delays throughout the recruitment processThe use of non-traditional interview methods (group assessment, case study analysis, role plays etc.)

what matters to me most & least in reward

Basic SalaryHealth InsuranceLife AssuranceProvision of Sick PayAmount of Annual LeaveCar or Car AllowancePerformance BonusShare Options/Equity ParticipationFlexitimeEmployer Pension Contribution

the factors that are most important to me in my careerdevelopment

Formal Career PlanningProvision of Study SupportOrganisation Commitment to Learning & DevelopmentAllocation of a Senior Executive as MentorCompany with Policy to Promote InternallyClear Career PathsOrganisation's Growth RateOrganisational StabilityPerformance Feedback

what draws me to your employer brand

The company's reputation with customersThe diversity of the company's workforceThe level of employee empowerment that is encouragedThe company's approach to environmental responsibilityThe company's approach to corporate social responsibilityThe company's approach to ethicsThe company's recognition as a "Great Employer"The company's informal working environmentThe company's market share and positionThe company's approach to quality standardsThe use of current and emerging technologyThe size of the organisationThe industry sector the company belongs toThe awareness of the organisation's brandHow the company shows respect for employeesThe level of risk encouraged by the companyThe organisation's reputation for innovationThe opinion held by my friends or family of the organisationThe company's ability to attract top talentThe company's ability to retain top talentThe company's approach to flexible working

list of response options under each employee engagement heading

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Basic Salary 90Amount of Annual Leave 82Flexitime & Employer Pension Contribution 80

Car or Car Allowance 50Share Options/Equity Participation 64Life Assurance 66

How the company shows respect for employees 92The company's ability to retain top talent 85The company's approach to quality standards 84

The opinion held by myfriends or family of the organisation 58The size of the organisation 59The company's market share and position 63

Performance Feedback 84 Organisation’s Commitment to Learning & Development 84Company with Policy to Promote Internally 82

Allocation of a Senior Executive as Mentor 66Provision of Study Support 74Organisation's Growth Rate 76

The quality of co-workers 88The quality of the organisation's managers 88The reputation of the senior leadership team 83

Formal policies, environment and dress code 58Informal policies, environment and relaxed dress code 65A strong social element to the workplace 69

The leadership listening to employees opinions when making decisions 91The work/life balance my role offers 90My personal interest in the responsibilities of my role 89

The opportunity to travel as part of my role 60The level of innovation encouraged in my role 81My belief in the overall mission or purpose of the organisation 82

The level of interest shown at interview by the interviewers 87The rapport between me and my likely new manager 84Timely communication throughout the recruitment process 79

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 57The interview being held at the time agreed and without delay 64Being met by a relevant senior executive at the first meeting 66

what matters to me most

& leastin reward

what drawsme to youremployer

brand

the factors thatare most

important to mein my careerdevelopment

the environmentthat encouragesmy discretionary

effort

how tokeep meengaged how to get my

attention in yourrecruitment

process

5

1560

60% femalescience

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Basic Salary 89Employer Pension Contribution 81Flexitime 80

Car or Car Allowance 53Life Assurance 66Share Options/Equity Participation 68

How the company shows respect for employees 90The use of current and emerging technology 84The level of employee empowerment that is encouraged 82

The opinion held by myfriends or family of the organisation 57The size of the organisation 63The diversity of the company's workforce 64

Performance Feedback 85Organisation’s Commitment to Learning & Development 84Organisational Stability 81

Allocation of a Senior Executive as Mentor 68Provision of Study Support 74Formal Career Planning 76

The quality of the organisation's managers 88The camaraderie amongst the company's workforce 86The quality of co-workers 85

Formal policies, environment and dress code 57Informal policies, environment and relaxed dress code 66A strong social element to the workplace 67

The leadership listening to employees opinions when making decisions 91The leadership being calm under pressure 89My personal interest in the responsibilities of my role 88

The opportunity to travel as part of my role 59My role's influence on decision making 77The level of innovation encouraged in my role 79

The level of interest shown at interview by the interviewers 86The rapport between me and my likely new manager 85Timely communication throughout the recruitment process 78

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 60The interview being held at the time agreed and without delay 68 The interview process being described clearly to me from the outset 68

what matters to me most &

least in reward

what draws meto your

employer brand

the factors that

are most important to me

in my career development

theenvironment

that encouragesmy

discretionaryeffort

how to keep me engaged

how to get my

attention in your

recruitment process

936

90% maleengineering

6

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what matters to me most & least in reward

Basic Salary 91Amount of Annual Leave 81Flexitime 79

Car or Car Allowance 47Life Assurance 64Share Options/Equity Participation 65

what draws meto your employerbrandHow the company shows respect for employees 91The use of current and emerging technology 84The company's ability to retain top talent 83

The opinion held by my friends or family of the organisation 54The company's informal working environment 59The size of the organisation 61

the factors that are most important to me in my career developmentClear Career Paths 81 Organisation’s Commitment to Learning & Development 81 OrganisationalStability & Performance Feedback 81

Allocation of a Senior Executive as Mentor 65Organisation's Growth Rate 74Provision of Study Support 75

the environment that encourages my discretionary effortThe quality of the organisation's managers 84The quality of co-workers 84The reputation of the senior leadership team 80

Formal policies, environment and dress code 51A strong social element to the workplace 63Informal policies, environment and relaxed dress code 66

The opportunity to travel as part of my role 57My belief in the overall mission or purpose of the organisation 76The level of innovation encouraged in my role 79

how to keepme engaged

how to get my attention in your recruitment processThe level of interest shown at interview by the interviewers 83The rapport between me and my likely new manager 83Timely communication throughout the recruitment process 80

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 57Being met by a relevant senior executive at the first meeting 66The interview being held at the time agreed and without delay 68

My personal interest in the responsibilities of my role 89The work/life balance my role offers 88The leadership listening to employees opinions when making decisions 88

7

1256

70% maleit

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what matters to me most &least in rewardBasic Salary 89Amount of Annual Leave 84Employer Pension Contribution 80

Car or Car Allowance 54Share Options/Equity Participation 59Life Assurance 69

what drawsme to youremployerbrandHow the company shows respect for employees 95The company's approach to ethics 86The company's ability to retain top talent 85

The size of the organisation 63The industry sector the company belongs to 63The opinion held by my friends or family of the organisation 64

the factors that are mostimportant to mein my careerdevelopmentPerformance Feedback 90Organisation’s Commitment to Learning & Development 85Organisational Stability 83

Provision of Study Support 71Allocation of a Senior Executive as Mentor 72Organisation's Growth Rate 76

the environmentthat encourages my discretionaryeffortThe quality of co-workers 87 The reputation of the senior leadership team 87 The quality of the organisation's managers 87

Informal policies, environment and relaxed dress code 66 Formal policies, environment and dress code 66A strong social element to the workplace 67

how to get my attention in yourrecruitmentprocessThe rapport between me and my likely new manager 92The level of interest shown at interview by the interviewers 87Timely communication throughout the recruitment process 82

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 61The interview being held at the time agreed and without delay 67Being met by a relevant senior executive at the first meeting 70

how to keep meengagedThe person to whom I report or would be reporting to 91My personal interest in the responsibilities of my role 91The leadership listening to employees opinions when making decisions 91

The opportunity to travel as part of my role 54The level of innovation encouraged in my role 77The location of where my role is based 80

8

1264

almost 80% femalehuman resources

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Basic Salary 91Amount of Annual Leave 85Employer Pension Contribution 81

Car or Car Allowance 51Share Options/Equity Participation 60Life Assurance 68

Allocation of a Senior Executive as Mentor 71Provision of Study Support 74Formal Career Planning 76

The work/life balance my role offers 90The person to whom I report or would

be reporting to 89The leadership being calm under pressure 88

The opportunity to travel as part of my role 56The level of innovation encouraged in my role 73

My belief in the overall mission orpurpose of the organisation 78The quality of the organisation's managers 87

The reputation of the senior leadership team 85The quality of co-workers 85

Formal policies, environment and dress code 64Informal policies, environment and relaxed dress code 68A strong social element to the workplace 69 The rapport between me and my likely new manager 88

The level of interest shown at interview by the interviewers 86Timely communication throughout the recruitment process 83

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 60Being met by a relevant senior executive at the first meeting 70The interview being held at the time agreed and without delay 71

what matters to me most & least in reward

the environment that encourages my discretionary effort

what draws me to youremployer brand

How the company shows respect for employees 91The company's ability to retain top talent 82

The company's approach to flexible working 82

The opinion held by my friends or family of theorganisation 62

The industry sector the company belongs to 66The size of the organisation 66

how to keep me engaged

the factors that are most important to me in my career developmentOrganisational Stability 86Performance Feedback 85Company with Policy toPromote Internally 83

how to get my attention in your recruitment process

+ x=

%

9

1272accountancy 1280

split evenly between male and female

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€€€€ €€€€

€€ €€ €€€€

what matters to me most & least in rewardBasic Salary 94Employer Pension Contribution 85Amount of Annual Leave 84

Car or Car Allowance 55Share Options/Equity Participation 62Flexitime 65

what draws meto your employer brandHow the company shows respect for employees 93The level of employee empowerment that is encouraged 87The company's approach toflexible working 82

The size of the organisation 61The company's market share and position 62The opinion held by my friends or family of the organisation 63

the factors that are most important to me in my career developmentClear Career Paths 88Performance Feedback 85Organisation’s Commitment to Learning & Development 83

Allocation of a Senior Executive as Mentor 68Provision of Study Support 74Organisation's Growth Rate 76

the environment that encourages my discretionary effortThe quality of the organisation's managers 90The quality of co-workers 86The reputation of the senior leadership team 84

Informal policies, environment and relaxed dress code 62Formal policies, environment and dress code 63A strong social element to the workplace 70

how to keepme engagedThe person to whom I report or would be reporting to 91The leadership listening to employees opinions when making decisions 88The level of recognition provided to employees in my role 88

The opportunity to travel as part of my role 56The level of innovation encouraged in my role 80My belief in the overall mission or purpose of the organisation 81

how to get my attention in your recruitment processThe rapport between me and my likely new manager 88The level of interest shown at interview by the interviewers 84Timely communication throughout the recruitment process 80

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 57The interview process being described clearly to me from the outset 69Being met by a relevant senior executive at the first meeting 69

10

352bankingalmost 60% male

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what mattersto me most &

least in reward

The company's informal working environment 58The size of the organisation 61The company's market share and position 61

the factors that aremost important to

me in my careerdevelopment

the environmentthat encourages

my discretionaryeffort

The leadership being calm under pressure 91The leadership listening to employees opinions when making decisions 91My personal interest in the responsibilities of my role 90

Basic Salary 92Amount of Annual Leave 85Employer Pension Contribution 82

Car or Car Allowance 52Share Options/Equity Participation 60Life Assurance 66

Formal policies, environment and dress code 59Informal policies, environment and relaxed dress code 62A strong social element to the workplace 67

The quality of co-workers 87The reputation of the senior leadership team 87The quality of the organisation's managers 87

How the company shows respect for employees 91The company's ability to retain top talent 87The company's approach to flexible working 83

what draws meto your employer

brand

Allocation of a Senior Executive as Mentor 66Organisation's Growth Rate 74Provision of Study Support 76

Organisation’s Commitment to Learning & Development 84Organisational Stability 83Clear Career Paths 82

how to get myattention in your

recruitmentprocess

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 64The interview being held at the time agreed and without delay 65The interview process being described clearly to me from the outset 68

The level of interest shown at interview by the interviewers 90The rapport between me and my likely new manager 86Timely communication throughout the recruitment process 77

The opportunity to travel as part of my role 55The level of innovation encouraged in my role 73My belief in the overall mission or purpose of the organisation 76

how to keepme engaged

11

432

75% femalelegal

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what matters to me most & least in rewardBasic Salary 88Employer Pension Contribution 82Health Insurance 78

Car or Car Allowance 54Share Options/Equity Participation 64Life Assurance 66

what draws me to your employer brandHow the company shows respect for employees 92The company's ability to retain top talent 85The company's approach to quality standards 83

The size of the organisation 59The opinion held by my friends or family of the organisation 59The industry sector the company belongs to 66

the factors that are most important to me in my career developmentPerformance Feedback 86Organisational Stability 84Organisation’s Commitment to Learning & Development 82

Allocation of a Senior Executive as Mentor 66Provision of Study Support 74Formal Career Planning 74

the environment that encourages my discretionary effortThe quality of the organisation's managers 89The reputation of the senior leadership team 86The quality of co-workers 84

Formal policies, environment and dress code 58Informal policies, environment and relaxed dress code 63A strong social element to the workplace 66

how to keepme engagedMy personal interest in the responsibilities of my role 89 The leadership listening to employees opinions when making decisions 89The leadership being calm under pressure 88

The opportunity to travel as part of my role 58The location of where my role is based 78The level of innovation encouraged in myrole 81

how to get my attention in your recruitment processThe level of interest shown at interview by the interviewers 87The rapport between me and my likely new manager 82Timely communication throughout the recruitment process 82

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc) 58The interview being held at the time agreed and without delay 70My immediate feelings when I arrive at the company for first interview 70

12

1376supply chain & manufacturingalmost 75% male

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what matters to me most & least in rewardBasic Salary 92Amount of Annual Leave 86Performance Bonus 82

Car or Car Allowance 54Share Options/Equity Participation 59Life Assurance 69

what draws me to your employer brandHow the company shows respect for employees 94The company's ability to retain top talent 87The level of employee empowerment that is encouraged 84

The size of the organisation 61The opinion held by my friends or family of the organisation 61The company's informal working environment 64

the factors that are most important to me in my career developmentPerformance Feedback 89Clear Career PathsOrganisation’s Commitment to Learning 84 & Development 84

Provision of Study Support 74Allocation of a Senior Executive as Mentor 75Formal Career Planning 77

the environment that encourages my discretionary effortThe quality of the organisation's managers 90The quality of co-workers 89The camaraderie amongst the company's workforce 86

Formal policies, environment and dress code 57A strong social element to the workplace 66Informal policies, environment and relaxed dress code 66

how to keep me engagedThe leadership listening to employees opinions when making decisions 93The person to whom I report or would be reporting to 91The leadership being calm under pressure 90

The opportunity to travel as part of my role 60The level of innovation encouraged in my role 81The location of where my role is based 82

how to get my attention in your recruitment processThe rapport between meand my likely new manager 91The level of interest shown at interview by the interviewers 88Timely communication throughout the recruitment process 83

The use of non-traditional interview methods (group assessment, case study analysis, role plays etc.) 60The interview being held at the time agreed and without delay 70The interview process being described clearly to me from the outset 73

13

944

70% femalemarketing

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Basic Salary 92Amount of Annual Leave 79Car or Car Allowance 79

what draws me to your employer brandHow the company shows respect for employees 91The company's reputation with customers 86The company's ability to retaintop talent 85

The opinion held by my friends or family of the organisation 61The size of the organisation 63The diversity of the company's workforce 64

the factors that aremost important to me in

my career developmentOrganisational Stability 85Performance Feedback 84

Clear Career Paths 82

Provision of Study Support 70Allocation of a Senior Executive

as Mentor 72Organisation's Growth Rate 78

The use of non-traditionalinterview methods (groupassessment, case study analysis,role plays etc.) 58Being met by a relevant seniorexecutive at the first meeting 60The interview being held at the time agreed and without delay 61

The rapport between me and my likely new manager 90The level of interest shown at interview by the interviewers 87Timely communication throughout the recruitment process 85

how to keep me engaged

what matters to me most & least in reward

The quality of theorganisation's managers 89

The quality of co-workers 86The reputation of the

senior leadership team 85

Informal policies, environment and relaxed dress code 58Formal policies, environment and dress code 61A strong social element to the workplace 65

how to get myattention in your

recruitmentprocess

My personal interest in the responsibilities of my role 90The leadership being calm under pressure 88The leadership listening to employees opinions when making decisions 88

the environmentthat encourages

my discretionaryeffort

Flexitime 64Life Assurance 67Share Options/Equity Participation 69

The opportunity to travel as part of my role 62The location of where my role is based 79The level of innovation encouraged in my role 81

14

912

70% malesales

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the environment that encourages mydiscretionary effort

The rapport between me and my likely new manager 89The level of interest shown at interview by the interviewers 87Timely communication throughout the recruitment process 81

Performance Feedback 86Organisational Stability 83Organisation’s Commitment to Learning & Development 82

The quality of the organisation's managers 89The reputation of the senior leadership team 88The quality of co-workers 87

Basic Salary 88Performance Bonus 81Amount of Annual Leave 80

How the company shows respect for employees 93The company's ability to retain top talent 84The level of employee empowerment that is encouraged 84

The leadership listening to employees opinions when making decisions 91My personal interest in the responsibilities of my role 90The leadership being calm under pressure 89

how to get my attention in your recruitment process

The use of non-traditional interview methods (groupassessment, case study analysis, role plays etc.) 63

My immediate feelings when I arrive at thecompany for first interview 69

The interview being held at the time agreed and without delay 70

Formal policies, environment and dress code 60Informal policies, environment and relaxed dress code 62A strong social element to the workplace 64

what matters tome most & least in reward

Car or Car Allowance 59Share Options/Equity Participation 67Life Assurance 68

the factors that are most important to me in my career development

Allocation of a Senior Executive as Mentor 70Provision of Study Support 72

Company with Policy to Promote Internally 76

what drawsme to youremployer brand

The opinion held by my friends orfamily of the organisation 60

The size of the organisation 61The diversity of the company's workforce 67

how to keepme engaged

The opportunity to travel as part of my role 61The location of where my role is based 78

The level of innovation encouraged in my role 81

15

1840

75% malegeneral & operations management

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the factorsthat are most

importantto me

in my careerdevelopment

Organisational Stability 88Performance Feedback 84

Organisation’s Commitment to Learning & Development 80

Allocation of a Senior Executive as Mentor 64Formal Career Planning 70

Provision of Study Support 70

what matters to me most & least in reward

Basic Salary 90Amount of Annual Leave 84Provision of Sick Pay 83

Car or Car Allowance 49Share Options/Equity Participation 59Life Assurance 66

how toget my

attentionin your

recruitmentprocess

Gaps in the communicationand delays throughout the

recruitment process 86The rapport between

me and my likelynew manager 84

Regular communicationfrom the hiring manager

throughout therecruitment process 83

The use of non-traditionalinterview methods (group

assessment, case studyanalysis, role plays etc.) 57

Being met by a relevant seniorexecutive at thefirst meeting 69

The interview being heldat the time agreed and

without delay 69

how to keep me engaged

The leadership listening to employees opinionswhen making decisions 91

The work/life balance my role offers 90My personal interest in the responsibilities

of my role 88

The opportunity to travel as part of my role 59My role's influence on decision making 77

The level of innovation encouraged in my role 79

the environment that encouragesmy discretionary effort

The quality of the organisation's managers 89The reputation of the senior leadership team 87The quality of co-workers 87

Formal policies, environment and dress code 60Informal policies, environment and relaxed dress code 69A strong social element to the workplace 74

what drawsme to youremployerbrand

How the company shows respect for employees 92The company's approach to flexible working 85The company's recognition as a "Great Employer" 84

The opinion held by my friends or family of the organisation 59The industry sector the company belongs to 60The company's approach to quality standards 65

16

1056administration70% female

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sales66% | 28% | 6%

banking 67% | 28% | 5%

human resources71% | 20% | 9%

marketing 63% | 31% | 6%

general &operationsmanagement61% | 24% | 15%

legal48% | 38% | 14%

accountancy59% | 34% | 7%

administration51% | 36% | 13%

science61% | 25% | 14%

supply chain &manufacturing61% | 30% | 9%

engineers70% | 18% | 12%

it 64% | 30% | 6%

17

1272recommend responses% of participants who would recommend their organisation as an employer

yes | no | no comment

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banking 28%

humanresources

37%

marketing 25%

general &operationsmanagement25%

legal27%

accountancy30%

administration46%

science34%

supply chain &manufacturing23%

engineers37%

it 39%

sales13%

0% 100%

5%

10%90%

5%

20% 80%

5%

30%70%

4%

40%60%

3%

50% 50%

17%

60%40%

3%

70% 30%

5%

80%20%

3%

90%10%

2%

100% 0%

5%

performancesplit

isarbitary

7%

my bonus is not

performancebased

5%

personalcompany

basis of howbonus is calculated

incidents of occurence

18

bonus responses% of participants in each occupational area who state they do not receive any bonus

Page 19: attracting & retaining employees - HRM Recruitment · Banking Legal Supply Chain & Manufacturing Marketing Sales General & Operations Management Administration Under the heading of

weekly

monthly

quarterly

bi-annually

annually

none

humanresources

5%

1%

25%

39%

24%

6%

accountancy

13%

1%

37%

33%

15%

1%

administration

18%

4%

28%

24%

20%

5%

banking

10%

0

22%

50%

16%

2%

engineers

21%

1%

28%

33%

14%

3%

general &operations

management

15%

0

30%

37%

14%

3%

it

20%

1%

27%

31%

20%

1%

legal

27%

0

27%

37%

8%

2%

supply chain &manufacturing

12%

2%

28%

36%

19%

4%

science

17%

1%

31%

38%

12%

1%

marketing

9%

2%

32%

36%

19%

2%

1%

sales

27%

43%

21%

1%

7%

19

frequency responses% of participants and frequency of formal performance feedback

Page 20: attracting & retaining employees - HRM Recruitment · Banking Legal Supply Chain & Manufacturing Marketing Sales General & Operations Management Administration Under the heading of

hrm recruit

dublin 47 Fitzwilliam Square, Dublin 2 t: (+353 1) 632 1800

cork Building 1000, City Gate, Mahon, Cork t: (+353 21) 435 8748

galway Unit 15 Galway Technology Park, Parkmore, Galway t: (+353 91) 399 090

e: [email protected]

w: www.hrmrecruit.com