Ei and employee engagment (bus case for ei jan 2011)

Emotional Intelligence and Employee EngagementA research-based business case for enhancing your business performance by increasing the emotional intelligence of your leaders

Enhancing decisions, behaviour and performance

Executive Summary

• This document presents research on the relationship between a leader’s emotional intelligence and their employee’s engagement.

• A strong positive correlation (r = .60), between a leader’s level of emotional intelligence and the level of engagement of their staff report was found. The more a leader demonstrates emotionally intelligent workplace behaviour to their staff, the more their staff will demonstrate the three composite behaviours of employee engagement, which are:

• Praise the organisation to others• Perform above and beyond what is expected of them• Persist in the face of adversity

• A wide body of research has consistently shown that organisations with high levels of employee engagement out perform their peers with lower levels. Genos has shown that it can improve leaders’ capacity to demonstrate emotionally intelligent workplace behaviour by an average of 15-20%. Collectively this research shows that higher levels of employee engagement, and therefore business performance, will result from our emotionally intelligent leadership development programs.

• If your organisation would like to examine this link within please let us know. We are looking for other organisations to participate in this global research effort.

© 2011 Genos Pty. Ltd. - www.genosinternational.com 2


Employee Engagement

• Employee engagement is the collective level of intellectual and emotional commitment employees have toward their work and organisation.

• It is measured empirically by asking employees to indicate (on a likert scale), the extent to which they praise their organisation to others; perform beyond what is expected of them; and persist in the face of adversity.

• The Genos Engagement Survey measures the extent to which employees demonstrate these three composite behaviours (i.e., praise, perform, persist), as a consequence of their thoughts and feelings about their Role, Manager, Team and the Organisation itself.

• Extensive academic and corporate funded research has shown meaningful correlations between employee engagement and a wide number of business performance metrics including variables such as productivity, revenue, profitability, Total Shareholder Return (TSR), absenteeism, and retention.

• Employee engagement also correlates meaningfully with safety incidents, job satisfaction, occupational stress, and motivation. All organisations should strive to create an enjoyable and satisfying employment experience for their employees.



Employee Engagement

• Different businesses use different employee engagement surveys. Therefore comparisons with industry benchmarks should be made cautiously. However, most engagement surveys report overall engagement scores as a percentage of employees that are ‘engaged’ as per the aforementioned definition.

• Research indicates that organisations should aim to achieve an Engagement Score of 60% or higher. This percentage is described as a ‘tipping point’, where there is a critical mass of engaged employees positively impacting the performance and culture of the business. Research has also shown that:

• Companies with an engagement score of 60% or higher have an average five year shareholder return of more than 20%, while companies with engagement scores of less than 40% usually have a negative return of 10% to shareholders (source: Gallup)

• Companies with a highly engaged employee population turned in significantly better financial performance (a 5.75% difference in operating margins and a 3.44% difference in net profit margins (source: Towers Watson)

• 88% of fully engaged employees believe they can positively impact the quality of their organization’s products and services; 38% of disengaged employees feel the same way (source: Towers Watson).



Employee Engagement Scores

• In this report, total employee engagement is calculated at the individual level by averaging employee responses to the 12 engagement items. Additionally, to help provide insight, two series of employee engagement subscale scores are also reported.• Series 1: Praise, Perform, Persist• Series 2: Role, Management, Team, Organisation

• Items are measured on an 8-point Likert scale. An example is shown below.

• Q: The effectiveness of my manager inspires me to do everything I can to make this business successful.

• Average engagement scores are then interpreted based upon the guidelines below.

• The organisation’s (or business unit’s) Engagement Score represents the percentage of employees who have an average engagement score between 6.50 – 8.00.

Score Range Interpretation6.50 – 8.00 Engaged4.50– 6.49 Nearly Engaged2.50 – 4.49 Not Engaged0.00 - 2.49 Disengaged

Score Range Interpretation6.50 – 8.00 Engaged4.50– 6.49 Nearly Engaged2.50 – 4.49 Not Engaged0.00 - 2.49 Disengaged

AbsolutelyDisagree

Strongly Disagree

Moderately Disagree

Slightly Disagree

Slightly Agree

Moderately Agree

Strongly Agree

Absolutely Agree

1 2 3 4 5 6 7 8



Information on the Research Data

The Data:

• Genos included the 12 engagement questions as part of the Leadership Development Program Emotional Intelligence 360-degree assessment Time 2. Only direct reports of the LDP participants were asked to complete these supplemental questions.

• A total of 108 direct reports (or individual respondents) were included in the data collection effort.

• Of these individuals, 99 completed both the EI assessment of their manager and the employee engagement questions.



The Findings of the Research

Engagement Dimension Correlation

Overall Employee Engagement .60

Praise .55

Perform .50

Persist .53

A positive correlation of .40 or above represents a significantstatistical correlation. The EI of a manager is therefore highlycorrelated to overall employee engagement of their direct reports and all three individual dimensions of employee engagement.



EI and Engagement : Scatter Plot Data

Scatter plot data of all 99 direct report responses demonstrate that leaders with overall EI scores that exceed 75% have employees who almost entirely rate as ‘engaged’ and none who rate ‘not engaged’ or ‘disengaged’.

© 2011 Genos Pty. Ltd. - www.genosinternational.com. 8


The Skills of Genos EI and Employee Engagement

ESA EE EAO ER ESM EMO ESC

Praise .50 .50 .57 .51 .50 .60 .50

Persist .42 .48 .54 .52 .43 .57 .40

Perform

.52 .56 .56 .56 .49 .55 .44

Average

.48 .52 .56 .53 .48 .58 .45

The Skills of Genos EI– A Silver Bullet?

While all 7 skills of Genos EI correlate positively with employee engagement, the top correlated EI skill is emotional management of others, followed by emotional awareness of others and emotional reasoning. Getting these skills right create the greatest positive impact on your employees’ level of engagement.

© 2011 Genos Pty. Ltd. - www.genosinternational.com. 9


Sample Employee Engagement Results—

Research Client

Actual employee engagement results from the research client were as follows:

• Approximately half of the employees were found to be engaged.

• However, none of the employees in the sample were found to be disengaged, and only a smaller percentage were not engaged.

56%

42%

2%

0%

0% 20% 40% 60%

Engaged

Nearly Engaged

Not Engaged

Disengaged



Sample Engagement Results: Praise, Perform, Persist

Sample engagement results from the research client across the three composite behaviours of engagement are listed above.

• Engagement levels were roughly comparable across Praise, Perform, and Persist.

57

56

62

41

39

37

2

5

1

0

0

0

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Praise

Perform

Persist

Engaged Nearly Engaged Not Engaged Disengaged



Sample Engagement Items—Rank Ordered

72

65

62

57

56

56

55

55

53

53

39

36

25

31

27

37

37

38

34

40

34

36

54

47

3

4

8

6

7

5

7

4

10

10

5

16

0

0

3

0

0

1

4

1

3

1

2

1

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

The effective relationships I have with my team members contributesignificantly to the positive things I say about this organisation.

During challenging times at work, the strong connection I have withmy team keeps me focused on getting the best results.

The loyalty I feel towards my manager motivates me to persist inthe face of adversity.

The productive relationships I have with my team membersmotivate me to perform beyond what is normally expected.

The enjoyment I get from my role energises me in such a way that Igive 100% to the tasks I perform.

I talk positively to others about what I do within this organisation atevery opportunity.

The leadership style of my manager sets an example I am proud totell others about.

The enthusiasm I have for my role helps me overcome the obstaclesI face when trying to complete tasks.

The effectiveness of my manager inspires me to do everything I canto make this business successful.

I identify with this organisation’s vision in such a way that mycommitment remains unwavering, even when conditions become

I tell others how proud I am to work for this organisation, whenever Ihave the chance.

The way this organisation conducts its day-to-day business inspiresme to do everything I can to ensure it is successful.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%100%

The effective relationships I have with my team memberscontribute significantly to the positive things I say about this

During challenging times at work, the strong connection I havewith my team keeps me focused on getting the best results.

The loyalty I feel towards my manager motivates me to persist inthe face of adversity.

The productive relationships I have with my team membersmotivate me to perform beyond what is normally expected.

The enjoyment I get from my role energises me in such a waythat I give 100% to the tasks I perform.

I talk positively to others about what I do within this organisationat every opportunity.

The leadership style of my manager sets an example I am proudto tell others about.

The enthusiasm I have for my role helps me overcome theobstacles I face when trying to complete tasks.

The effectiveness of my manager inspires me to do everything Ican to make this business successful.

I identify with this organisation’s vision in such a way that mycommitment remains unwavering, even when conditions become

I tell others how proud I am to work for this organisation,whenever I have the chance.

The way this organisation conducts its day-to-day businessinspires me to do everything I can to ensure it is successful.

Engaged

Nearly Engaged

Not Engaged

Disengaged



About Genos International

Genos International is a global organisation dedicated to helping leaders create cultures that result in highly meaningful, passionate, and productive workplaces. We help our clients create these cultures with unique products and services built around the concepts of emotional intelligence and employee motivation. We use emotional intelligence as a medium to help leaders become more effective in their organizations. In the area of employee motivation, we use the concept of motivational “fit” to help leaders create alignment between what motivates their employees and what they actually experience in their everyday work lives. With clients across the globe and a dedicated team of learning and organisational development specialists, we aim to help leaders make work a more meaningful and satisfying experience.


Ei and employee engagment (bus case for ei jan 2011)

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