Transcript What You Don’t Know

What You Don’t Know
About Your Environmental
Workers
- An Employee Engagement Expose -
What engages workers?
Engagement Touchpoints
IMPACT
Corporate Culture & Communication
I would recommend my workplace
as a good place to work
Commitment to Results
Management Effectiveness
Training & Development
Treatment, Balance and Respect
Job Satisfaction
Job Security, Remuneration & Benefits
Employee Engagement
Heart & Mind
(emotional &
rational
motivators)
I’m motivated to do more than
what is normally required
My contribution is valued
Emotional and Rational Motivators
Environmental employees
are more connected to
their employers by
emotional motivators than
the average employed
Canadian.
84%
83%
80%
77%
73%
67%
66%
60%
Trust
Pride
Emotional Motivators
Environmental Employees (n=974)
Job Satisfaction
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
All and all, it’s worth it
Rational Motivators
National Benchmark (n=2,600)
Fully
Engaged
Strategic
Switchers
14%
Committed
21%
22%
Less than Fully
Engaged
Engagement Level
Engagement Among Environmental Employees
Disgruntled
30%
Detached
15%
<3 Years
3+ Years
9%
Years expected to stay at your company
49%
40%
Overall environmental employees are more
engaged, although only one-half are fully
committed and expect to stay with their
current company long term.
Environmental
National Benchmark
Employees (n=974)
(n=2,600)
Who Exactly is Disengaged?
A higher proportion
of Millenials are
Disgruntled.
21%
14%
17%
Out of all 3 generations, Baby
Boomers are most likely to be
in the Committed segment
12%
12%
24%
24%
19%
48%
45%
Millenials
(155)
Generation X
(478)
Generations
8%
56%
Baby Boomers
(324)
Employees
managing people
or projects tend
to be the most
‘Committed’
employees.
12%
Strategic
Switchers
Committed
Disgruntled
Detached
Subject Matter Experts tend to be
‘Strategic Switchers’ or ‘Detached’.
Technologists and Technicians also
tend to be 'Detached.
15%
16%
16%
26%
17%
30%
19%
8%
41%
45%
55%
Managing People/Projects Subject Matter Expert
(508)
(211)
Career Paths
Technologist/ Technician
(185)
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
K
E
Y
D
R
I
V
E
R
S
Small to Medium Employers
Print and Post
this slide for
easy reference.
MAXIMIZE your chances of EMPLOYEE ENGAGEMENT by properly supporting staff.
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
Feel their value in contributing to a larger cause
 Ensure employees feel treated with dignity, respect
and fairness
 Encourage work-life balance through flexible
schedules & connection to volunteer activities
Large Company Employers
Print and Post
this slide for
easy reference.
MAXIMIZE your chances of EMPLOYEE ENGAGEMENT by properly supporting staff.
Employees of Large Companies need to:
Large Company Engagement Strategy
Be recognized for contributions
 Build recognition programs that provide candid
acknowledgment for strong performance
Be fairly treated
 Facilitate strong relationships with peer employees
and supervisors
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
Overall Recommendations to Environmental
Organizations
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
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’s
Employee Engagement Program
contact [email protected]
Special thanks are extended to the consultants Ipsos for conducting
the research and analyzing the data collected through the survey.