What You Don’t KnowAbout Your Environmental

Workers

- An Employee Engagement Expose -

What engages workers?

Corporate Culture & Communication

Commitment to Results

Management Effectiveness

Training & Development

Treatment, Balance and Respect

Job Satisfaction

Job Security, Remuneration & Benefits

I would recommend my workplace as a good place to work

I’m motivated to do more than what is normally required

My contribution is valued

Heart & Mind

Employee EngagementIMPACTEngagement Touchpoints

(emotional & rational

motivators)

83%80%

84%

66%

60%

67%

73%77%

Environmental Employees (n=974) National Benchmark (n=2,600)

Emotional and Rational Motivators

Emotional Motivators Rational Motivators

Trust Pride Job Satisfaction All and all, it’s worth it

Environmental employees are more connected to their employers by emotional motivators than the average employed Canadian.

Environmental employees report higher job satisfaction, but are less likely to believe that their job requirements are "worth it”. Remuneration and job security appear to be concerns for environmental employees

Engagement Among Environmental Employees

Environmental Employees

(n=974)

National Benchmark (n=2,600)

49%40%

15%

9%

22%

30%

14%21%Strategic

SwitchersCommitted

Disgruntled Detached

Enga

gem

ent L

evel

Less

than

Ful

ly E

ngag

edFu

lly

Enga

ged

<3 Years 3+ Years

Years expected to stay at your company

Overall environmental employees are more engaged, although only one-half are fully committed and expect to stay with their current company long term.

Who Exactly is Disengaged?

Millenials(155)

Generation X(478)

Baby Boomers(324)

48% 45%56%

17% 19%8%

14%24% 24%

21%12% 12%

Generations

Out of all 3 generations, Baby Boomers are most likely to be in the Committed segment

A higher proportion of Millenials are Disgruntled.

Strategic Switchers

Committed

Disgruntled Detached

Managing People/Projects(508)

Subject Matter Expert(211)

Technologist/ Technician(185)

0.550.41 0.45

0.17

0.19 0.08

0.160.26 0.3

0.12 0.15 0.16

Career Paths

Employees managing people or projects tend to be the most ‘Committed’ employees.

Subject Matter Experts tend to be ‘Strategic Switchers’ or ‘Detached’. Technologists and Technicians also tend to be 'Detached.

The Key Drivers of Employee Engagement

• My work and my employer’s goals align with my personal values

• I’m motivated to do more than what is required for my job

• My contribution is valued by my employer

• When I do a good job, my performance is recognized

• My company is doing a good job of developing its people to their full potential

• Employees are treated with dignity, respect and fairness regardless of their position or background

• My job gives me a feeling of accomplishment

• I am proud to work at my company

• I feel a strong sense of commitment to my company

KEY DRIVERS

Small to Medium Employers

Employees of SME’s need to: SME’s Engagement Strategy

Understand their customer’s needs Offer enough flexibility to allow employees to provide good customer service

Brainstorm new & improved methods of productivity

Encourage innovative thinking and dialogue between all employee levels

Access opportunities for training & development Demonstrate effort in the development of their career; Development plans; Funded PD

Understand their employer’s goals

Focus on action and communication that emphasizes trust

Make processes and effort to hear employee opinions Maintain open, honest communication

Ensure employees feel treated with dignity, respect and fairness

Encourage work-life balance through flexible schedules & connection to volunteer activities

Feel their value in contributing to a larger cause

your chances ofMAXIMIZE by properly supporting staff.EMPLOYEE ENGAGEMENT

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Large Company Employers

your chances of

Employees of Large Companies need to: Large Company Engagement Strategy

Be recognized for contributions Build recognition programs that provide candid acknowledgment for strong performance

Facilitate strong relationships with peer employees and supervisorsBe fairly treated

Maintain work-life balance Offer options for flexible work schedules, flex time and opportunities to learn & grow

Feel a commitment to their organization Support employee connection to the organization’s

mission statement; celebrate and share group successes; connect with volunteer opportunities

MAXIMIZE by properly supporting staff.EMPLOYEE ENGAGEMENT

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easy reference.

Any organization experiencing staff disengagement should look at the following low-cost efforts that have high-engagement potential.

Develop methods that create feelings of accomplishment and recognition for good performance among staff

Overall Recommendations to Environmental Organizations

Reinforce processes of fair treatment for staff

Enable broad access to opportunities to allow staff to develop themselves to their full potential

Ensure the alignment of work, employer and personal goals for every staff member

ECO Canada offers products and services to help you understand your

specific human resources needs.

To learn more about ECO Canada’sEmployee Engagement Program

contact HRservices@eco.ca

Special thanks are extended to the consultants Ipsos for conducting the research and analyzing the data collected through the survey.