Transcript View Sample Survey Report - Corporate Executive Board
HRLC Employee Engagement
Alpha Company
(Feb 2012)
HRLC Employee Engagement Report
HRLC Employee Engagement
Agenda 1.Engagement Capital Overview 2.Employee Engagement Executive Summary 3.Employee Engagement Deep-Dives 4.Survey Demographics 5.Appendix
Executive Summary
HRLC Employee Engagement
Overview of Engagement Capital at Alpha Company
Engagement Capital Score
The Engagement Capital score is the average of the Engagement Capital Past, Present, and Future questions. This metric is designed to give you an overall score of the amount of commitment, discretionary effort, and intent to stay that employees exhibit.
Overall Score
Engagement Capital
Percent Favorable Alpha Company
64% (n=3,700)
Benchmark
63% (n=3,965)
Top Engagement Gaps
The Top Engagement Gaps refers to your two lowest engagement scores.
Engagement Metric
Compensation & Rewards* Communication*
Alpha Company
38% (n=826) 44% (n=1,196)
Difference From Benchmark
-2% 3%
Top Engagement Strengths
The Top Engagement Strengths refers to your two highest engagement scores.
Engagement Metric
Discretionary Effort Benefits*
Alpha Company
88% (n=3,699) 77% (n=195)
Difference From Benchmark
0% n.a.
Employee Engagement Metrics
The index metrics below allow you to identify areas of strength and areas for improvement across the entire organization. Percent Favorable in this report refers to the percentage of employees who scored primarily sixes or sevens.
Engagement Metric
Engagement Capital (Past) Engagement Capital (Present) Engagement Capital (Future) Discretionary Effort Intent to Stay Employee Commitment* Culture/Values* Work Environment* Manager* Career/Performance* Compensation & Rewards* Communication* Leadership* Benefits* Safety Environment* Customer Service*
Percent Favorable Alpha Company
65% (n=3,700)
Benchmark
64% (n=3,965) 69% (n=3,700) 57% (n=3,700) 88% (n=3,699) 72% (n=3,699) 70% (n=3,965) 54% (n=3,965) 88% (n=5,170) 72% (n=5,170) 75% (n=1,196) 58% (n=1,037) 52% (n=826) 55% (n=1,937) 55% (n=1,196) 38% (n=826) 44% (n=1,196) 49% (n=1,196) 77% (n=195) 59% (n=826) 67% (n=826) 74% (n=2,756) 65% (n=3,806) 51% (n=3,758) 55% (n=3,817) 53% (n=3,591) 40% (n=4,295) 41% (n=2,334) 49% (n=2,520) n.a.
n.a.
72% (n=1,950) * Denotes that responses from optional modules were included in the Alpha Company score. Optional modules scores are not used in the benchmark.
HRLC Employee Engagement Report
HRLC Employee Engagement
Agenda 1.Engagement Capital Overview 2.Employee Engagement Executive Summary 3.Employee Engagement Deep-Dives 4.Survey Demographics 5.Appendix
Employee Engagement Deep-Dives
HRLC Employee Engagement
Engagement Capital - Overall
The Engagement Capital metric is designed to provide you with a high level, quick view into your organization’s overall levels of engagement. The subsequent questions will help you determine what is driving the overall engagement score, be that positive or negative. Is it Manager Quality? Work Environment? Communications? Engagement Capital
4% Alpha Company 5% Benchmark 0% Frequency Distribution 32% 32% 20% 40% 60% 64% 63% 80% 100% Average 2012 Count 2012
5.5
5.2
3,700 3,965 Top 2 score Middle 3 score Bottom 2 score
Employee Engagement Deep-Dives
HRLC Employee Engagement
Culture/Values
The questions within this section measure employees’ perceptions of how well the organization has established corporate values and whether or not the organization lives up to those values. If utilized effectively, values can have up to a 13% impact on engagement capital.
Culture/Values
4% Alpha Company 4% Benchmark 0% Frequency Distribution 38% 31% 20% 40% 60% 58% 65% 80% 100% Average 2012 Count 2012
5.4
5.5
1,037 3,806 Top 2 score Middle 3 score Bottom 2 score
Additional Resources
Please find resources below to help you take action on this item.
Workforce of Brand Ambassadors (JetBlue Airways Corporation): Create shared responsibility for organization values among employees.
ScotiaBank's Decision Criteria: Evaluate strengths, corporate strategy, and investment cost to determine the best attributes to incorporate into your value proposition.
Employment Value Proposition (EVP) Resource Center: (Re)design and communicate your employment brand to employees.
Employee Engagement Deep-Dives
HRLC Employee Engagement
Culture/Values Deep-Dives
The questions within this section measure employees’ perceptions of how well the organization has established corporate values and whether or not the organization lives up to those values. If utilized effectively, values can have up to a 13% impact on engagement capital.
I believe in my organization’s values.
I believe in my organization’s values.
Frequency Distribution 28% 3% Alpha Company Benchmark 3% 0% 26% 20% 40% 70% 71% 60% 80% 100% Average 2012 Count 2012
5.7
5.7
3,699 5,170 Top 2 score Middle 3 score Bottom 2 score
My organization’s values have been clearly communicated.
My organization’s values have been clearly communicated.
Frequency Distribution 5% 35% 60% Alpha Company Benchmark 0% 20% 40% 60% 80% 100% Average 2012 Count 2012
5.4
n.a.
1,037 n.a.
Employee Engagement Deep-Dives
HRLC Employee Engagement
Standard Demographics – Geography Countries Levels
Australia Brazil Canada Denmark Germany India Luxembourg Mexico Norway Russian Federation Singapore Taiwan, Province Of China United Arab Emirates United Kingdom United States
Alpha Company
6% (n=214) 0% (n=2) 14% (n=539) 3% (n=105) 1% (n=38) 9% (n=326) 3% (n=101) 0% (n=2) 0% (n=4) 0% (n=5) 0% (n=5) 0% (n=1) 0% (n=8) 1% (n=25) 63% (n=2,350)
Benchmark
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
US – States Levels
Minnesota Texas Wisconsin California Ohio North Dakota Georgia Iowa New Mexico Kansas Missouri Idaho Nebraska New York North Carolina Arizona Connecticut Louisiana Arkansas Alabama
Alpha Company
16% (n=584) 13% (n=471) 12% (n=455) 6% (n=205) 3% (n=116) 2% (n=60) 2% (n=59) 1% (n=38) 1% (n=34) 1% (n=34) 1% (n=33) 1% (n=31) 1% (n=27) 1% (n=27) 1% (n=22) 1% (n=21) 0% (n=17) 0% (n=16) 0% (n=15) 0% (n=15)
Benchmark
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
Employee Engagement Deep-Dives
HRLC Employee Engagement
Standard Demographics – Level Levels
Chief Executive Officer or Functional Head (i.e., CEO, CFO, CIO) General Manager (Head of a Business Unit) Executive Vice President Division Head / Vice President Department Head / Director Mid-level manager Mid-level non-management First-level manager Entry-level non-management Other
Alpha Company
0% (n=17) 1% (n=19) 0% (n=15) 0% (n=16) 3% (n=108) 8% (n=300) 21% (n=799) 10% (n=385) 40% (n=1,496) 15% (n=568)
Benchmark
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
Employee Engagement Deep-Dives
HRLC Employee Engagement
Standard Demographics – Employment Status Levels
Full-time salaried Full-time hourly Part-time salaried Part-time hourly Contract employee
Alpha Company
52% (n=1,953) 46% (n=1,727) 0% (n=9) 0% (n=11) 1% (n=24)
Benchmark
n.a.
n.a.
n.a.
n.a.
n.a.
Employee Engagement Deep-Dives
HRLC Employee Engagement
Standard Demographics – Job Function Levels
Administrative Support (Office or Administrative Assistant, Executive Assistant, etc.) Corporate (Strategy, Public Relations, Legal, Real Estate) Customer Service/ Call Center Communications Engineering and Design (excluding Software Engineering) Finance / Accounting Human Resources / Education / Training Information Technology / Systems (including Software Engineering) Marketing / Market Research ManufacturingOperations (Service & Product Delivery) Operations (Service & Product Delivery) Procurement Quality Control / Assurance Research and Development Sales (Business-to-Business and Business-to-Consumer) Supply Chain / Logistics Technician Other
Alpha Company
4% (n=162) 1% (n=41) 6% (n=210) 0% (n=3) 3% (n=97) 4% (n=161) 3% (n=99) 2% (n=69) 2% (n=59) 4% (n=162) 47% (n=1,737) 1% (n=37) 1% (n=30) 0% (n=9) 8% (n=310) 0% (n=3) 2% (n=83) 12% (n=435)
Benchmark
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.
n.a.