Employee Engagement Research Report Update – Jan 2013
|As part of BlessingWhite’s ongoing research, we invite you to participate in our 5-minute 2015 Global Employee Engagement Research Survey. You completing this survey will allow us to update the employee engagement research since our last publication in 2013. Our goal is to secure as many responses as possible in order to identify trends and changes since that time frame.Click here to take our current Employee Engagement survey.|
In organizations every individual is accountable for his or her own engagement; anyone with direct reports must coach team members to higher levels of engagement and manage his or her own engagement; and executives set the tone for high morale and motivation plus shoulder the responsibilities of individuals and managers.
In this 2013 Employee Engagement updated report, we share a brief overview of engagement levels worldwide, the engagement-retention connection, key drivers, and the ways that behaviors of managers and senior leaders influence engagement.
We also explore the specific roles and responsibilities of the workforce in building a more engaged organization. Our focus: individual employees, managers, and executives. These three roles are incremental, depending on someone’s level in the organization.
Key Findings from the Research Update
- We see stable or rising engagement levels in regions around the world.
- “Intent to stay,” a main predictor of future turnover, remains stable. While engagement and intent to stay are directly correlated, the specific dynamics of retention appear to vary significantly from one region of the world to the next.
- The dynamics of tenure, level and age remain the same – as people grow more experienced and vested in their work, or more senior in the organization, engagement increases.
- While gender is not a significant factor of engagement in western economies, large gaps in engagement levels between men and women are apparent in India, the Persian Gulf and South America.
- When it comes to drivers of engagement, clarity on the organization’s priorities, getting feedback, having opportunities to use skills, and career development remain at the top of the list for a majority of employees. What these factors mean in practice, however, can be deeply personal.
- Globally, a greater percentage of the workforce trust senior leaders and managers. Trust in managers remains predictably higher than trust in executives.
To reap the rewards that a more engaged organization promises, your entire workforce needs to be accountable for their piece of the ‘engagement equation’ every day. The 2013 Employee Engagement Updated Report clarifies those roles and responsibilities.
Whether you play one, two or three of the roles described above, the 2013 Employee Engagement Updated Report is designed to shed light on your quest for creating a more meaningful, productive work experience for you and your colleagues.