European Webinar 2015 Trends in Employee Engagement€¦ · European Webinar 2015 Trends in...

Aon Hewitt Consulting | Performance, Reward & Talent

European Webinar 2015 Trends in Employee Engagement

Aon Hewitt | Consulting | Performance, Reward & Talent 2

Welcome

Edward Stanoch European Talent Practice Leader Aon Hewitt


Agenda

2015 Trends of Employee Engagement Jake Outram Senior Consultant Talent Practice UK Aon Hewitt

Sodexo – Why we focus on Engagement Elisabeth Carpentier Chief Human Resources Officer Sodexo

The Engaging Leader Linda Havrán Senior Consultant Talent Practice Hungary Aon Hewitt

Q&A Olivier Hamelle Director of Engagement Europe Aon Hewitt


Welcome

Olivier Hamelle Director of Engagement Europe

Aon Hewitt


2015 Trends of Employee Engagement

Jake Outram Senior Consultant Talent Practice UK Aon Hewitt


Setting the context – what is employee engagement?

Engagement drivers

THE WORK

EXPERIENCE

Talent Retention Absenteeism Wellness

Operational Productivity Safety

Customer Satisfaction NPS Retention

Financial Revenue/Sales

Growth Op. Income/Margin Total Shareholder

Return

Say

Stay

Strive

Engagement outcomes

Business outcomes

Senior leadership BU leadership

Career opportunities Learning and

development Performance

management People management Rewards and

recognition

Reputation Brand/EVP Corporate

responsibility

Benefits Job Security Safety Work environment Work / life balance

Communication Customer focus Diversity

and inclusion Enabling

infrastructure Talent and staffing

Leadership

The basics

The work Company practices

Performance Brand

Collaboration Empowerment /

Autonomy Work tasks


Global employee engagement continues to rise gradually

Trends in Global Employee Engagement (2010-2014)

75%

70%

65%

60%

55%

50%

Global Latin America Africa-Middle East Asia Pacific North America Europe

Source Aon Hewitt Database

2010 2011 2012 2013 2014


The overall work experience is deteriorating

Senior Leadership Brand Management Manager Innovation Recognition

Resources Valuing People/People Focus People/HR Practices BU/Division Leadership Customer Focus

Largest changes in the Global Work Experience 2013 to 2014

2%

-6%

Largest changes in the Europe Work Experience 2013 to 2014

-9%

Despite some steady increases in employee

engagement, these trends point to a general work experience of frustrated

engagement

2% Senior Leadership Brand Alignment Manager

Resources Communication Customer Focus Valuing People/People Focus BU/Division Leadership


Companies continue to struggle with providing growth opportunities for employees

Engagement Score 2014 62% 66% 57% 64% 71% 67%

Engagement Change from 2013 1% 1% 0% 3% 1% 6%

Drivers Positive Perception

Perception Change

(2013 Rank)

2014 Global Rank (2013 Rank)

North America

Europe Asia

Pacific Latin

America

Africa Middle East

Career opportunities

44% -3% 1(1) 1 1 1 1 1

Organization Reputation

59% 0% 2(3) 3 2 4

Pay 46% 0% 3(4) 3 5 3 5

Brand Alignment

56% 3% 4 4 5 2 4 2

Innovation 53% 1% 5 4 5

Managing Performance

57% 0% (2) 2

Communication 47% 0% (5)

Valuing People/People Focus

59% -6% 5

People/HR Practices

51% -5% 4

Recognition 51% 1% 3 2 3

Work Processes

55% 0%

Senior Leadership

60% 5%

Top Engagement Drivers Europe

Career Opportunities

-7pts

Reputation -1pt

Pay -1pt

Innovation -4pts

EVP +2pts


What can we learn from Best Employers?

Employees speak positively about the company, are emotionally attached and motivated

Leaders and managers engage employees in the vision and lead the company to success

Employees are aware of company goals and their personal contribution to achieve high performance

The company enjoys a continuous supply of qualified talent needed to achieve business goals

Engagement Index

Leadership Index

Performance Index

Employer Brand Index

Aon Hewitt Best Employers measures four factors that contribute to an organization

being a best employer and achieving sustainable business results.


Sodexo – Why we focus on Engagement

Elisabeth Carpentier Chief Human Resources Officer Sodexo

A UNIQUE OFFER: IMPROVING QUALITY OF LIFE THROUGH 3 ACTIVITIES

12 – Sodexo Group Presentation

On-site Services

Benefits and Rewards Services

Personal and Home Services

SODEXO AT A GLANCE


€ 18 bn revenues

420,000 employees

18 th largest employer

worldwide

75 million consumers served daily

80 countries

World leader in Quality of Life

Services

€ 18 bn revenues

420,000 employees

18 th

largest employer worldwide

75 million consumers served daily

80 countries

World leader in Quality of Life

Services

WHY WE FOCUS ON ENGAGEMENT


■ Our engagement survey also helps us to manage our different employer policies:

■ Regular correlation analysis between engagement and our Business KPIs

Part of our DNA Global survey every 2 years

Sponsored by the Group Senior Leaders

Strategic management indicator tied to bonus policy

Employer branding

Health & Safety

Training

Diversity

Leadership

Quality of Life index

WHY IS OUR FOCUS ON QUALITY OF LIFE?


By improving the QUALITY OF LIFE

of those we serve

we improve the PERFORMANCE of people and organizations


The Engaging Leader Chaging the Paradigm of Leadership

Linda Havrán Senior Consultant Talent Practice Hungary Aon Hewitt


Employee Engagement for the Real World

It’s hard to move the needle simply because engagement is not about mechanics its about humans …

At Aon, we know that employee engagement is not a mechanical science, but a life science

It’s living

It’s organic

It’s evolutionary

It’s inter-disciplinary

It’s constantly changing

“


Leaders Drive Employee Engagement

Correlation of Top Engagement Drivers with Perceptions of Leadership

Innovation

Employee Value

Proposition

Managing Performance

Recognition

0.59

0.65

0.60

0.49 0.59

0.64

0.62

0.62

Communication

Career Opportunities

Organizational Reputation

Leadership

Impacts…

Pay


CRITICAL EXPERIENCES

Stretch

Learn

Build Self-Confidence

GUIDING BELIEFS

My Purpose

Leadership as a Responsibility

Importance of Relationships

DISPLAYED BEHAVIOUR

Step Up

Energise

Connect and Stabilise

Serve and Grow

Stay Grounded

We defined the profile of an Engaging Leader using:

Characteristics of an Engaging Leader

8M Employees in our

employee research database

284 Companies analysed

for correlations between engagement,

leadership and financial performance 1400+

Top Companies for Leaders Executive

Interviews conducted 116 Items on leadership and

people management behaviours analysed for

predictive power on employee engagement

25 Leadership interviews

with leaders of highly engaged teams


Paradigm Change

Constant pressure to change and

adapt

More complex problems

Diverse population Online and virtual lives

Digital transformation

Data-boom


The Evolution of Leadership Development

A leadership development program has to:

Encourage a mindset shift

Provide new, inspiring ways of learning

Use advanced technology platforms

Build on the existing collective knowledge of leaders

Translate empirical methodologies into tangible, real-life practices


Solutions for the Real World – The Engaging Leader Journey

Our Promise – We help organizations to change the paradigm of leadership because more than ever leaders are the vital link to make engagement happen. With our solutions we instill Engaging Leader into your company’s DNA for engagement to happen and last.

Diagnostic Engaging Leader 360

ADEPT-15 Engaging Leader Personality

Profile

Engaging Leader Workshops

Mindset Experience

Willingness

Doing

Energizing and sharing Spingme

Online gamified learning towards behavioral

changes and community development

Implementing Action Sessions:

Enabling the organization to implement change

Teamcoaching: Opportunity to share and

raise interpersonal awareness

Inspiring Micro-interventions Guest-speakers from

different industries

Academic experts and researchers


Aon Hewitt’s Ten Truths About Engaging Leadership

1 The CEO must personally believe that value is created by engaged employees… and that Leadership plays a crucial role in make engagement happen

2 Leaders must make engagement happen… HR’s role is to drive urgency and support

3 The goal is to build a culture of engagement…not simply implement programs and drive survey scores

4 A critical mass of engaging leaders must be achieved purposefully through who is selected, developed and retained

5 HR must connect engagement survey owners with leadership program owners

6 Leaders must be assessed and selected based on potential and ability to engage others…not just technical performance

7 Leaders need feedback on how their behavior impacts the engagement of others

8 Leaders that have the potential must be given the tools and experiences to develop engaging leader skills

9 Leaders must be enabled, supported and rewarded for engaging others

10 Building engaging leadership takes Desire, Introspection, Energy and Time … both individually and organizationally


Q&A

Questions? – Use the chat function on the right hand side of your screen to ask our speakers.


Thank you


About Aon Hewitt Aon Hewitt is the global leader in human resource consulting and outsourcing solutions. The company partners with organisations to solve their most complex benefits, talent and related financial challenges, and improve business performance. Aon Hewitt designs, implements, communicates and administers a wide range of human capital, retirement, investment management, health care, compensation and talent management strategies. With more than 30,000 professionals in 90 countries, Aon Hewitt makes the world a better place to work for clients and their employees. © 2015 Aon Hewitt Limited Aon Hewitt Limited is authorised and regulated by the Financial Conduct Authority. Registered in England & Wales. Registered No: 4396810. Registered Office: 8 Devonshire Square, London EC2M 4PL. www.aonhewitt.co.uk

European Webinar 2015 Trends in Employee Engagement€¦ · European Webinar 2015 Trends in...

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