What DrivesEmployee Engagement
for Environmental Workforce
Results from ECO Canada’s 2011 Professional Engagement Study
Presentation Overview
1. Environmental Engagement in Canada
2. Attributes of Engagement
3. Engagement by Company Size
4. Key Recommendations
What does Employee Engagement
mean?
Engaged workers are those that would recommend their employer
as a good place to work, are motivated to do more
than what is normally required and feel their contribution is valued.
Emotional and Rational Motivators
The impact of heart and mind – or emotional and rational motivators – play a key role in determining the degree to which employees are engaged.
Employee Engagement Model
Employee Engagement model helps organizations and industries identify the areas of strength that can be leveraged and barriers to creating a motivated and loyal work force. Using a simple yet powerful causal model, the cause and effect relationships between the human resource management practices and the level of engagement of employees are defined and tested.
Grounded in theories of organizational behaviour and years of practical application, this approach provides strategic insights into the degree to which employee engagement is driven by the heart (emotional) rather than the head (rational) and tactical insights into which specific aspects need focus to improve business results.
The Employee Engagement Index
The engagement index for environmental workers is 78, fourteen
points higher than the index for Canadian workers overall. However, in
comparing environmental employees to employees overall, it should
be noted that the benchmark includes many people working in jobs
where a low level of commitment would be expected, such as
minimum wage jobs that do not require a high level of skill. As a result,
it is important for the environmental sector to strive for a level of
commitment that is well above this benchmark.
Employee Engagement Among Environmental Employees in Canada
**The overall Engagement Index is
based on the level of agreement with
three attributes:
1. Employees would recommend
their employee as a good place to
work;
2. Discretionary effort—employees
are motivated to do more than
what is normally required for their
jobs; and,
3. Employees believe that their
contribution is valued by their
employer.
77%80%
77% 78
64%
71%
58%
64
Environmental Workers (n=974)
National Benchmark (n=2,600)
Employee Engagement Among Environmental Employees in Canada
Employee Engagement Index
I would recommend my company as a good
place to work.
I am motivated to do more than what is
normally required for my job.
My contribution is valued by my
employer.
Compared to the National Employee Engagment benchmark, environmental employees:• Are more likely to believe that their contribution is valued by their employer.
Seventy-seven percent of environmental employees agree or strongly agree with this statement, as compared to only 58% of employed Canadians.
• They are more likely to state that they would recommend their employer as a good place to work (77% vs. the benchmark of 64%).
Importantly, environmental workers are more likely to expend discretionary effort, one of the hallmarks of employee engagement.Eighty percent of environmental practitioners state that they are motivated to do more than what is normally required for their jobs, as compared to only 71% of Canadian employees.
Employee Engagement Among Environmental Employees in Canada
83%80%
84%
66%
60%
67%
73%77%
Environmental Employees (n=974) National Benchmark (n=2,600)
Emotional and Rational Motivators
Emotional Motivators Rational Motivators
Trust Pride Job Satisfaction All and all, it’s worth it
Environmental employees are more connected to their employers in terms of the emotional motivators than the average employed Canadian. They are 23 points above the benchmark when it comes to trust and 13 points above for being proud to work for their employer.
The results for the rational motivations are mixed. Environmental employees report higher job satisfaction, but are less likely to agree or strongly agree that “All and all, I would say it “is worth it” for me, my family, and my career to work here”. Remuneration and job security appear to be concerns for environmental employees.
Engagement Segmentation among Environmental Employees
Engagement Segmentation Among Environmental Employees
Environmental Employees
(n=974)
National Benchmark (n=2,600)
49%40%
15%
9%
22%
30%
14%21%
Strategic Switchers Committed
Disgruntled Detached
En
ga
gem
en
t L
evel
Le
ss t
ha
n F
ully
Eng
ag
ed
Fu
lly
Eng
ag
ed*
<3 Years 3+ Years
Years Expect to Stay With Your Company
Fully engaged and plan to stay with their current employer for three years or longer.
Environmental employees have a greater tendency to fall into the Strategic Switchers segment. They are fully engaged, however they do not plan to stay with their current employer.
Compared to the workforce overall, environmental workers are less likely to be:• Disgruntled—less
engaged employees that do not plan to stay at their current employer; or,
• Detached—employees that plan to stay with their employer even though they are not fully engaged.
Age
Male(590)
Female(382)
Millenials(155)
Generation X(478)
Baby Boomers
(324)
47% 52% 48% 45%56%
16%14% 17% 19%
8%
22% 22%14%
24% 24%
15% 13%21%
12% 12%
GenerationsGender
Out of all 3 generations, Baby Boomers are most likely to be in the Committed segment
A higher Proportion of Millenials are disgruntled.
Generation X employees are as likely as Millenials to be Strategic Switchers.
Strategic Switchers
Committed
Disgruntled Detached
Level of job responsibility
Entry(91)
Junior(170)
Intermediate(311)
Senior(343)
36%44%
51% 49%
23%
18%13% 14%
30%18%
23% 24%
11%20%
14% 13%
Level of Job Responsibility
Strategic Switchers
Committed
Disgruntled Detached
Engagement tends to increase with increased level of responsibility
Managing People/Projects
(508)
Subject Matter Expert(211)
Technologist/ Technician
(185)
0.55
0.410.45
0.17
0.19 0.08
0.16
0.260.3
0.12 0.15 0.16
Career Paths Segmentation
Employees managing people or projects tendto be the most ‘Committed’ employees.
Subject Matter Experts, Technologists and Technicians tend to be ‘Strategic Switchers’ or ‘Detached’
Strategic Switchers
Committed
Disgruntled Detached
those working for smaller companies are more likely to be Strategic Switchers, perhaps due to a perceived lack of opportunity for advancement within a smaller organization.
19 or Less(137)
20-99(172)
100-1000(317)
Over 1000(348)
51% 49% 47% 50%
18%18% 21%
6%
15% 19% 16%32%
15% 14% 16% 12%
Number of Employees
Number of Employees Canada wide
Those employed by large organizations (over 1,000 employees) are more likely to be Detached.
Strategic Switchers
Committed
Disgruntled Detached
The proportion of committed employees is similar across different-sized organizations at around one-half
Attributes of Environmental Employee
Engagement in Canada
Attributes and key drivers of engagement
The attributes of employee engagement are characteristics that differentiate engaged employees from those that are not engaged. These include characteristics such as commitment to their employer, recommending their employer as a good place to work and willingness to expend discretionary effort.
The key drivers are those attributes which are strongly related to individual employees levels of commitment—the attitudes and behaviours that are likely to characterize engaged employees, and are usually not characteristics of uncommitted workers.
3 4 7 6
2014
Environmental Employees (n=974)
National Employee Benchmark (n=2,600)
n/a n/a
Corporate Culture and Communications
% Disagree/ Strongly Disagree
% Strongly Agree/ Agree
81 86 83 82
60 64
n/an/a
My employer demonstrates integrity, for example by being
against bribery, corruption and human
rights abuses.
I trust the leadership of my company.
My company’s staff are ready and willing to
adapt to change.
Environmental employees hold positive opinions of their employers’ corporate culture and communication attributes. The highest rated attributes are demonstating integrity, and having a safe and healthy work environment.
I have a safe and healthy work environment.
5 7 8 12
28Environmental Employees (n=974)
National Employee Benchmark (n=2,600)
n/an/a n/a
Corporate Culture and Communications
% Disagree/ Strongly Disagree
% Strongly Agree/ Agree
81 78 75 72
52
n/an/a n/a
My employer is an environmentally
responsible organization.
My work and my employer’s goals align
with my personal values.
My employer demonstrates corporate philanthropy, including encouraging employees
to take part in fundraising and other
activities to benefit others.
Sufficient effort is made to obtain the
opinions of employees.
“My work and my employer’s goals align with my personal values” is a key driver of overall engagement for environmental employees.
93 89 88
7080
88 82 85
5571
2 3 3
1964 6 4
28
12
Environmental Employees (n=974)
National Employee Benchmark (n=2,600)
Commitment to results
% Disagree/ Strongly Disagree
% Strongly Agree/ Agree
I have a clear understanding of how
my work contributes to achieving my company’s
overall goals.
The employees I work with cooperate to get
the job done.
My department has a clear understanding of our customers’ needs (note: your customers
may be internal or external).
There are usually enough employees in
my department to handle the workload.
I’m motivated to do more than what is
required for my job.
Discretionary effort – being motivated to go “above and beyond” job expectations – is a key driver in engagement.
Management Effectiveness - Contribution
8 7 8 817 15 18 13
Environmental Employees (n=974)
National Employee Benchmark (n=2,600)
81 80 79 77
64 67 6658
% Disagree/ Strongly Disagree
% Strongly Agree/ Agree
I feel encouraged to come up with new and better
ways of doing things.
My immediate supervisor demonstrates interest in
my well being.
My immediate supervisor understands the realities and circumstances that I
experience in my job.
My contribution is valued by my employer.
Environmental employees are more likely to perceive that they are effectively managed than is the norm. They are especially likely to feel that their employer values their contribution (a key factor for engagement), and to feel encouraged to come up with new and better ways of doing things.
8 10 1322
1521 23
33
Environmental Employees (n=974)
National Employee Benchmark (n=2,600)
Management Effectiveness - Recognition
76 71 7054
6557 56
40
% Disagree/ Strongly Disagree
% Strongly Agree/ Agree
My immediate supervisor provides the necessary
objectives and direction.
My immediate supervisor provides me with regular
positive feedback and suggestions for
improvement if necessary.
When I do a good job, my performance is recognized.
Employees in my department who perform poorly are appropriately
managed.
77 71 6761 5548
Training and Development
10 14 161824 27
Environmental Employees (n=974)
National Employee Benchmark (n=2,600)
I am given opportunities and encouraged to learn or train to improve my
skills.
I believe that I have the opportunity for growth and development at my
company.
My company is doing a good job of developing its
people to their full potential.
% Disagree/ Strongly Disagree
% Strongly Agree/ Agree
Doing a good job of developing its people to their full potential is the top Training and Development priority, as it is a key driver of engagement.
5 8 11 9 126
1217 14
Environmental Employees (n=974)
National Employee Benchmark (n=2,600)
8981 78 77 76
87
7468 67
Treatment, Balance and Respect
% Disagree/ Strongly Disagree
% Strongly Agree/ Agree
I am not personally subject to sexual, racial or any
other kind of harassment from my company’s
employees or customers.
I am able to maintain a healthy balance
between my work and personal life.
Employees are treated with dignity, respect and
fairness regardless of their position of
background.
I feel that I am treated fairly at my company.
The amount of work that I am expected to do is
reasonable.
n/a
Environmental employees are above average when it comes to work-life balance, having an employer that treats employees with dignity, respect and fairness, and feeling that they are fairly treated.
Job Satisfaction
1 4 3 417
Environmental Employees (n=974)
National Employee Benchmark (n=2,600)
9585 85 83
9379
% Disagree/ Strongly Disagree
% Strongly Agree/ Agree
n/a n/a
I understand the role and responsibilities of my job.
I have enough flexibility in my job to provide good
service to my customers.
I like the people with whom I work.
My work is satisfying because it contributes
directly to a better community/environment
/world.
Job Satisfaction
4 7 5 79 11 11
Environmental Employees (n=974)
National Employee Benchmark (n=2,600)
82 81 80 787467 68
n/a
n/a
% Disagree/ Strongly Disagree
% Strongly Agree/ Agree
My job gives me the chance to do challenging
and interesting work.
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
The 5 key aspects of Job Satisfaction – those which have the greatest impact on employee engagement – are:
• Feeling of accomplishment• Feeling committed to employer • Pride • Willingness to recommend
company as a good place to work
• Over satisfaction
Job Satisfaction
8 10 615 13
Environmental Employees (n=974)
National Employee Benchmark (n=2,600)
77 7784
6473
n/a
% Disagree/ Strongly Disagree
% Strongly Agree/ Agree
I would recommend my company as a good place
to work.
My work is near where I live or in a place I like to
live in.
Considering everything, how satisfied are you with
your job?
Job Security, Remuneration. Benefits
25 27 29
7
1913
Environmental Employees (n=974)
National Employee Benchmark (n=2,600)
6661 57
77
6470
% Disagree/ Strongly Disagree
% Strongly Agree/ Agree
I am paid fairly for my duties, responsibilities
and performance.
All and all, I would say it “is worth it” for me, my family and my career to
work here.
I feel secure in my job
Although environmental employees are more positive about many aspects of their jobs as compared to the Canadian workforce in general, this is not the case when it comes to the key elements of job security, and remuneration.
Job Security, Remuneration. Benefits
7
2016
Environmental Employees (n=974) National Employee Benchmark (n=2,600)
70
46
60
% Disagree/ Strongly Disagree
% Strongly Agree/ Agree
How do you rate your benefits program/package
overall?
n/a
How do you rate your incentive programs or
bonus systems?
Environmental workers are fairly positive in their assessment of their benefits program or package, with 70% rating it as excellent or good. They are less enthusiastic about their incentive/bonus system, with only 46% rating it as excellent or good.
Key drivers of engagement
Key drivers that employers can directly impact include:
Demonstrating that employee contributions are valued Recognizing good performance Developing employees to their full potential Treating employees fairly Actions or communications to enhance sense of job security
How can employers increase engagement?
Difference of Key Drivers of Engagement for Large and SMEs (in order of the strength of the correlation with overall engagement)
Small and Medium Employers
(Less than 100 employers)Base: 309
I would recommend my company as a good place to work.
My contribution is valued by my employer.
I am motivated to do more than what is normally required for my job.
I am proud to work at my company.
Overall job satisfaction.
My job gives me a feeling of accomplishment.
I feel a strong sense of commitment to my company.
I feel that I am treated fairly at my company.
Large Employers
(100 employees or more)
Base:665
I would recommend my company as a good place to work.
My contribution is valued by my employer.
I am motivated to do more than what is normally required for my job.
I feel a strong sense of commitment to my company.
I am proud to work at my company
My job gives me a feeling of accomplishment.
Overall job satisfaction.
I feel that I am treated fairly at my company.
Focus on communications and activities that support in employees a sense of fair treatment increased feelings of accomplishment pride commitment to the organization
Employees of large organizations find value in being recognized
for their contributions.
Large Employers – increase engagement
Large Employers – increase engagement
The drive for employees to go above-and-beyond expectations in large organizations is related to
Feelings of commitment to their employer The willingness to recommend their employer Feeling a sense of accomplishment in daily work
Leverage these feelings by ensuring employees feel their workload as reasonable fairly treated able to maintain work-life balance flexibility in providing customer service
Large Employers – increase engagement
Employees of large organizations find value in being recognized for their contributions.
This is supported by an employer:
recognizing good performance
encouraging strong, positive relationships with employees and their supervisor
providing opportunities for employee learning and growth
Small to Medium Employers – increase engagement
Focus on communications and activities that support an employees ability to:
Understand customer needs
Understand employer goals
Brainstorm new and improved methods of productivity
Access opportunities for training and development
Small to Medium Employers – increase engagement
Employees of SMEs find value in contributing to a larger cause.
Support this by action and communication that emphasizes trust making an effort to hear employee opinions maintaining open, honest communication ensuring employees feel treated with dignity, respect and fairness encouraging work-life balance
Compared to large organizations, SMEs are doing a better job of
valuing employee contributions and encouraging outside-the-box solutions.
Key Recommendations for Large Organizations
Ensure
Workloads are reasonable
Employees feel fairly treated
Employees have a strong sense of recognition and accomplishment
Key Recommendations forSME Organizations
Ensure
Employees feel fairly treated
Employees have flexibility to provide good customer service
Employees maintain a work/life balance
Overall Recommendations for all organizations
Leverage key attributes by ensuring
A feeling of accomplishment and recognition for good performance
A feeling of fair treatment for all staff
Employees can access opportunities to develop themselves to their full potential
Alignment of work, employer and personal goals.
For more information contact:
Chris Stewart
[email protected](403) 476-1950
www.eco.ca
Special thanks are extended to the consultants Ipsos for conducting the research and analyzing the data collected through the survey.