Decision wise webinar-quantifiable-influence-of-managers-on-employee-engagement

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The Quantifiable Influence

of Managers on Employee

Engagement

http://www.decision-wise.com/




The Quantifiable Influence of Managers on Employee Engagement

SURVEY FINDINGS

managers’ perceptions of engagement






DESIGN

Understanding and Interest

Perceptions of Influence

Drivers of Engagement






Understanding and

interest






of managers claim to

understand the concept of

employee engagement

of managers claim to have a

“significant interest” in

employee engagement

of managers would like to

understand the influence their

engagement levels have on

their subordinates

65%

78%

91%






Perceptions of

influence






92% agree that the engagement

level of a manager directly

influences the engagement

level of his or her subordinates

64% of managers expect

subordinates to match the

engagement levels of their

managers






96% agree that disengaged

managers negatively influence

the engagement levels of their

subordinates

80% agree that engaged managers

positively influence the


subordinates






DRIVERS OF ENGAGEMENT

Survey Question

From the following words, select the five factors employees need most from a job

in order to be engaged.

1. Structure 6. Connection

2. Autonomy 7. Growth

3. Culture 8. Innovation

4. Impact 9. Work/Life Balance

5. Meaning






DRIVERS OF ENGAGEMENT

Survey Question

From the following words, select the five factors employees need most from a job

in order to be engaged.

1. Connection

2. Impact

3. Meaning

4. Autonomy

5. Work/Life Balance

6. Growth






DATA ANALYSIS FINDINGS

manager and employee engagement






ENGAGEMENT SPECTRUM

Fully Disengaged Opportunity Group Key Contributor Fully Engaged

< 2.49 2.5 - 3.49 3.5 - 4.49 > 4.5

Make sarcastic jokes about work.

Spend significant time

taking care of personal

needs.

Stick to what you know and take few risks.

Feel stretched beyond your comfort zone.

Speak poorly about the company and leaders.

Do just enough to get by and not get in trouble.

Respond well to leadership.

Take personal satisfaction in the quality of your work.

Look for ways to find blame.

Pay is a big reason why you stay.

Rarely stretched by

assignments.

Work can be stressful but

is also rewarding and fun.

You quit, stay, and corrupt. You’re putting in the time. Committed to your job. You love your job!






ENGAGEMENT INDICES

2%

13%

50%

36%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Fully Engaged(n=808)

Key Contributor(n=1154)

Opportunity Group(n=292)

Fully Disengaged(n=46)

5%

20%

49%

27%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Fully Engaged(n=5040)

Key Contributor(n=9232)


Fully Disengaged(n=895)

Manager Engagement Employee Engagement






MANAGER INFLUENCE ON ENGAGEMENT

36%

24%

14% 14%

48%

51%

43% 45%

12%

20%

34%

32%

3% 5%

9% 9%

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

Fully Engaged (n=808) Key Contributor(n=1154)


Fully Disengaged (n=46)

Em

plo

ye

e E

ng

ag

em

en

t G

rou

ps

(%

of

To

tal)

Manager Engagement Groups

Fully Engaged

Key Contributors

Opportunity Group

Fully Disengaged

50% 163%






96% agree that disengaged

managers negatively influence

the engagement levels of their

subordinates

80% agree that engaged managers

positively influence the


subordinates






CONCLUSIONS

Give managers employee survey data

Train managers on engagement





The Quantifiable Influence

of Managers on Employee

Engagement




Technology

Decision wise webinar-quantifiable-influence-of-managers-on-employee-engagement