EMPLOYEE ENGAGEMENT

Presented by: David E. Coons, Senior Vice President

Strategies for Shifting Employees from Autopilot to Engaged!

PROJECTED HIRING AND REVENUE PLANS

Increase Revenue 56.4%

Flat Growth

18.8%

Decrease Revenue 10.3%

Don't Know 14.5%

Increase Staff 43.6%

Maintain Staff 43.6%

Decrease Staff 12.8%

12-month Revenue Expectations

12-month Staffing Expectations

Source: The Jacobson Group and Ward Group Insurance Labor Outlook Study

COMPETITVE ADVANTAGE OF ENGAGED EMPLOYEES

Perform better than others

Recommend their organizations to others

Take fewer sick days

Are less likely to quit

Experience enhanced job satisfaction

Have a more positive attitude

How Does Employee Engagement Affect the Bottom Line?

It is estimated that actively disengaged workers cost U.S. businesses approximately $30B per year.

Source: DecisionWise engagement survey

Only 29 percent of the workforce is truly engaged (employees who feel a profound connection to their employers, leaders and teams).

54 percent of employees are not engaged (employees who are on auto-pilot).

19 percent of employees are actively disengaged.

WHO IS ENGAGED?

Source: Quantum Market Research Study

Engaged

Autopilot

Disengaged

Morale is Low

23 percent of employers rate their organizations’ current employee morale as low.

90 percent of employees did not receive a promotion in 2009.

23 percent of workers said they are dissatisfied or very dissatisfied with their work/life balance.

24 percent of employees are networking and updating their resumes.

13 percent are not job searching and intend to stay.

Source: CareerBuilder Survey, November 2009

DID YOU KNOW...?

According to the Bureau of Labor Statistics, it costsone-third of an employee’s salary to replace him/her.

EMPLOYER VS. EMPLOYEE MINDSET

Source: Salary.com 2009 Employee Job Satisfaction and Retention Survey

80 percent of employers don’t believe employees will begin a job search in the next few months.

VS.

60 percent of employees plan to intensify their job search in the next three months

Employers estimate that 37 percent of employees are looking for a new job.

65 percent of employees are passively or actively looking for a new job.

Employee Engagement

The general pattern in a downturn is for organizations to cut back on all aspects of employee investment –graduate recruitment, training and development, pay and reward –only to find a few years later that they lack the talent and motivation to take the business forward when conditions improve.

Source: Accor, Reward to Engage Study

Millennials are willing to give more to keep their jobs:

30 percent are prepared to take on additional projects or help colleagues to keep their jobs.

33 percent say they are willing to work more hours to improve job security.

44 percent rank job security as more important than job satisfaction.

Source: Experience, Inc. 2009 survey

CHANGE IN MILLENIALS’ ATTITUDES

• Trust

• Mental stimulation

• Understanding of how individual performance impacts company performance

• Growth opportunities

• Company pride

• Coworkers/team members

• Employee development

• Relationship with manager

COMPONENTS OF JOB SATISFACTION

Great Jobs

• Freedom and autonomy

• Exciting challenges

• Career advancement and growth

• Fit with admirable boss

Great Company

• Values and culture

• Well-managed

• Exciting challenges

• Strong performance

• Industry leader

• Talented employees

• Strong development

• Inspiring mission

• Fun

• Job security

Compensation & Lifestyle

• High total compensation

• Geographic location

• Respect for lifestyle

• Acceptable pace and stress

WHAT MOTIVATES TALENT?

• Cognitive Engagement: employees focus very hard on work, are rarely distracted and think about very little else during the work day

• Emotional Engagement: employees are emotionally engaged with their work, put their hearts into their jobs and are excited when they perform well

• Physical Engagement: employees are willing to go the extra mile for their employer and stay until the job is completed, while exerting the energy to perform

Source: Chartered Institute of Personnel and Development

THREE LEVELS OF ENGAGEMENT

ActivelyDisengaged

EngagedDisengaged

ENGAGEMENT SPECTRUM

Employee Engagement

The most important decision we make in business, every day, is deciding who to let in the door.

Source: www.recruitingtrends.com

Develop your own talent.

Involve the employee in the development process.

Understand each employee’s individual career goals.

Create individual development plans for each employee.

Define measurable objectives and goals.

Give the employee ownership of the process.

EMPOWER YOUR WORKFORCE

Know the requirements of the job.

Determine skill, will and fit.

Trust your instincts, but back them up with data.

Ask the obvious.

Let the candidate talk.

Hire tough in order to manage easy.

Don’t settle for less.

Employ the behavioral assessment interview process.

ASSESSING THE CANDIDATE

Comprehensive orientation program

Mentoring program

Career development program

Community involvement

Family inclusion in company activities

CREATE AN ENVIRONMENT FOR SUCCESS

Compensation plans

Incentive pay

Greater responsibility and autonomy

Special projects

Opportunity for advancement

Recognition

REWARD YOUR A-LEVEL TALENT

David E. CoonsSenior Vice President

(800) 466-1578, ext. 452dcoons@jacobsononline.com

THANK YOU!

QUESTIONS ABOUT ENGAGEMENT?