Post on 25-Apr-2018
Aon Hewitt Consulting | Performance, Reward & Talent
European Webinar 2015 Trends in Employee Engagement
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Welcome
Edward Stanoch European Talent Practice Leader Aon Hewitt
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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
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Welcome
Olivier Hamelle Director of Engagement Europe
Aon Hewitt
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2015 Trends of Employee Engagement
Jake Outram Senior Consultant Talent Practice UK Aon Hewitt
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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
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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
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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
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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
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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.
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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
13 – Sodexo Group Presentation
€ 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
14 – Sodexo Group Presentation
■ 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?
15 – Sodexo Group Presentation
By improving the QUALITY OF LIFE
of those we serve
we improve the PERFORMANCE of people and organizations
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The Engaging Leader Chaging the Paradigm of Leadership
Linda Havrán Senior Consultant Talent Practice Hungary Aon Hewitt
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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
“
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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
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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
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Paradigm Change
Constant pressure to change and
adapt
More complex problems
Diverse population Online and virtual lives
Digital transformation
Data-boom
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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
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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
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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
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Q&A
Questions? – Use the chat function on the right hand side of your screen to ask our speakers.
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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