Transcript OpenLine for Managers 2014 XXXXXXXXXXX

OneVoice W1 2014
Group Results
16 June 2014
Human Resources
Employee Engagement
How to use these slides
Why share the OneVoice
survey results?
• Highly engaged people are our
competitive advantage;
we want to create a sustainable
culture of dialogue in which
leaders and managers drive
actions to improve employee
motivation.
• Use the entity and team results
as a foundation to start
dialogue on how to improve
engagement and overall
performance, identify gaps and
propose solutions
Empower our
people, create an
engaging work
environment!
2
Executive Summary
For quick view of OneVoice results
Please view Slides 4 - 6
3
OneVoice 2014 W1 in numbers
Global results
Entity results
92,852
69%
2,500
employees
surveyed in W1
participation rate
for this wave
Managers Reports*
each wave
My entity: XX
My entity: XX%
*Managers with more
than 20 people in the
team and more than
10 respondents
That’s 57,502
employees
responding by
email…
For Managers
… and 35,350
employees
responding via
kiosks!
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OneVoice 2014 W1 – Key
Messages
Global
With increasing
participation rates,
OneVoice is becoming a
popular tool for employees
to share their feedback
Our 3 main indicators are
showing good progress
Positive impact of action
plans on engagement: By
implementing action plans
after the survey, we
demonstrate that we care
and listen to employees
(strong driver for
engagement)
Entity
Key Message 1
Global results
Entity results
For Managers
Team
Type key messages here
for your team
Key Message 2
Key Message 3
Type key messages here
for your team
Type key messages for
your team
5
Global Results
6
Global Results
Global results
highlights
• We obtained our highest-ever
participation rate of 69%, which adds
to the robustness of results and
willingness of employees to use the
OneVoice tool
• All 3 main indicators improved for both
email and kiosk respondents
• Improvements across Engagement
Drivers, particularly Inclusion,
Collaboration, Worklife Balance and
Development.
Entity results
For Managers
lowlights
• There is still a significant portion of the
employee population (31%) to reach
out to, their voices matter too!
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Global Results – 2014 Wave 1
Global results
Entity results
Email & Kiosk
Respondents
Wave 1
2014
Target
2014
Comments
Employee
Engagement Index
61%
63%
On course to meet target
Exceeded target if we maintain this level
next wave
Recommendation
score (ENPS)
29
26
Action Plan
Awareness
77%
80%
A great result! A
strong effort
from entities and
managers to
achieve this!
For Managers
On course to meet Connect objective of
80% for end of 2014
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One Voice Wave 1 2014 by driver
Engagement
Engagement
Important drivers in progress: worklife balance , collaboration and
developpement ! Let’s maintain and improve !
Inclusion : 72% of employees feel their opinion is taken into account (74% in 2013)
Vision: 70% of employees say they have a clear vision of the link between what is expected
from them and the
company’s strategy (70% in 2013)
Empowerment: 64% of employees feel that
their manager give them enough feedback to improve their performance
(62% in 2013)
Worklife balance: 62% of employees think that the balance between work and personal commitment is right
(56% in 2013)
Development : 55% of employees perceive that
they have enough support for their development (53% in 2013)
Collaboration : 47% of employees feel
in 2013)
that collaboration is going well between teams and entities (37%
Appendix
10
How do we calculate Employee Engagement
Index?
Engagement is determined by averaging an individual’s
response to each of the six Engagement questions
(around ‘Say’, ‘Stay’ and ‘Strive’) based on a six–point
scale with no ‘neutral’ option, as below
Strongly Disagree Slightly
disagree
disagree
1
2
3
Slightly
agree
Agree
Strongly
agree
4
5
6
Employee Engagement Index is the percentage of people for which the average on the 6
questions is equal or higher than 4.5
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Definition of Employee Engagement
Organisations with a
high level of
engagement do report
22%
higher productivity
Source: new metaanalysis of 1.4
million employees
conducted by the
Gallup Organization
Schneider Electric selected definition of employee engagement:
“Engagement is the of emotional
and intellectual feeling that a
group or organization have.”
Say
Consistently speak
positively about the
organization to
coworkers, potential
employees, and
customers
Stay
Have an intense desire
to be part of the
organization
Strive
Exert extra effort
and engage in
behaviors that
contribute to
business success
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The Onevoice model in detail
14 questions for simple and easy-to-use answers
Employee
EngagementAdhésion
Index
Aon Hewitt model
Action
Engagement
drivers
Chosen by
Schneider Electric
Recommendation
1. I would not hesitate to recommend Schneider Electric to a friend seeking employment
2. Given the opportunity, I tell others great things about working here
3. I rarely think about leaving Schneider Electric to work somewhere else
4. It would take a lot to get me to leave Schneider Electric
5. Schneider Electric motivates me to contribute more than is normally required to complete
my work
6. Schneider Electric inspires me to do my best work every day
7. My manager gives me feedback that helps me improve my performance
8. My coworkers respect my thoughts and feelings
9. I think that the cooperation between teams and entities is going well
10. I have appropriate opportunities for personal and professional growth
11. I understand how my work goals relate to Schneider Electric ’s goals
12. The balance between my work and personal commitments is right for me
Chosen by SE / same as
customer satisfaction
13. How likely is it that you would recommend Schneider Electric to one of your friends as a
good place to work?
Awareness of action
plans
14. Are you aware of action plans in your organization, linked to One Voice?
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