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CEB HR Employee Engagement Report
CEB HR Employee Engagement
CEB HR Employee Engagement Best Western (October 2016) BW: Rachel - - PowerPoint PPT Presentation
CEB HR Employee Engagement Best Western (October 2016) BW: Rachel - - PowerPoint PPT Presentation
CEB HR Employee Engagement Best Western (October 2016) BW: Rachel Aus9n, Managing Director, HR CEB: Nicholas Solebello, Research Consultant, PhD CEB HR Employee Engagement Report CEB HR Employee Engagement Agenda 1. Welcome and Introduc9ons 2.
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Engagement Capital Overview
CEB HR Employee Engagement
My organiza@on has consistently treated me well. I trust my organiza@on. PAST EVENTS PRESENT EXPERIENCES FUTURE EXPECTATIONS I enjoy working on my day to day tasks and assignments. I look forward to going to work. I am confident about the future performance of my organiza@on. I am confident I will have a successful career at my
- rganiza@on.
CEB HR’s measure of engagement evaluates employees’ temporal
- commitment. 1
- Respondents provided
feedback regarding their percep@ons of employment events over the past two years, their current aMtudes about day-to-day experiences, and their expecta@ons regarding future experiences at the organiza@on. Sample Ques9ons
1 Please see the Appendix for a full list of questions.
CEB HR’s Temporal Measurement of Engagement: Engagement Capital™
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Engagement Capital Overview
CEB HR Employee Engagement
Engagement Capital Organiza9onal Performance Talent Outcomes
Past Events Employees’ emo@onal and ra@onal commitment based on their percep@on of previous events with their employer Present Experiences Employees’ emo@onal and ra@onal commitment based on their percep@on of present experiences Future Expecta9ons Employees’ emo@onal and ra@onal commitment based on their expecta@ons of their future employment experience Discre9onary Effort/ Performance Intent to Stay/ Reten9on
- Revenue
- Profit
- Customer
Sa9sfac9on
CEB HR’s Model of Engagement
Engagement capital refers to the amount of commitment, discre9onary effort, and intent to stay that employees exhibit given the combina9on of their past events, present expecta9ons, and expecta9ons about the future. CEB HR has also iden9fied the best-in-class drivers of engagement which affect engagement capital and ul9mately drive organiza9onal performance.
Past Events Employees’ emo@onal and ra@onal commitment based on their percep@on of previous events with their employer Commitment
- Manager Quality
- Culture/Values
- Career/
Performance Management
- Compensa9on &
Rewards
- Work
Environment
Examples of Engagement Drivers
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Data Interpreta@on
CEB HR Employee Engagement
Interpre9ng the Results
Scores: Throughout this presenta@on, scores are presented as percent favorable, neutral and unfavorable based on the combina@on of responses across the 7-point scale. Categories: Categories are summa@ons of individual ques@on items grouped together by theme. Individual items within a category can vary and some@mes one item in par@cular is pulling the category score up or
- down. Results in this presenta@on can be viewed by category and individual item.
External Benchmarks: Benchmarks are based on all of the members that have launched this survey in the past two years. Provided in this summary are comparisons to our Global benchmark which includes:
- a. An overall average of all organiza@ons across industry and geography
- b. 400+ mid-sized organiza@ons and over 400,000 individual par@cipants
Confiden9ality: CEB will not report results for any demographic group when less than 7 employees responded to the survey with a given set of demographic characteris@cs.
Percent Favorable 6 or 7 Employees who responded posi@vely – answering “strongly agree” and “agree.” Percent Neutral 3, 4, or 5 Employees who responded in the middle/neutral - answering “somewhat agree,” “neither agree nor disagree,” or “somewhat disagree.” Percent Unfavorable 1 or 2 Employees who responded nega@vely – answering “strongly disagree” and “disagree.”
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CEB HR Employee Engagement
Intent to Stay: Our intent to stay ques@ons are reverse scaled. This means that the ques@ons are worded in a way that strongly disagree and disagree are the more favorable responses to this ques@on. For example, when reading the ques@on “I am ac@vely looking for a job with another organiza@on”, the top two/favorable responses mean that the par@cipants are NOT ac@vely looking for another job. Something to keep in mind is that the green bars will always represent a favorable outcome for the organiza@on. You will note that the word “[not]” is included in the ques@on item to make this clear. Year over Year Scores: If you have par@cipated in the CEB HR Employee Engagement Survey before, you will have a Year over Year (YoY) trending page in your report. The YoY change is calculated using a percentage change formula (current year score – previous year score / previous year score). This provides you with an understanding of the YoY change in reference to the original (previous year) value.
Interpre9ng the Results (cont’d.)
Data Interpreta@on
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Best Western 2016 Engagement Survey
Total Company
Total Invited ........................................................... 1,352 Number Responding ........................................................... 1,264 Response Rate ........................................................... 93% Survey Administration: 8/23/2016 - 9/14/2016
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Engagement Metric Best Western Benchmark Engagement Capital (Past) 77% (n=1,264) 62% (n=394,221) Engagement Capital (Present) 76% (n=1,264) 66% (n=394,911) Engagement Capital (Future) 71% (n=1,264) 52% (n=394,909) Discretionary Effort 90% (n=1,264) 86% (n=392,145) Intent to Stay 71% (n=1,264) 67% (n=394,147) Employee Commitment 72% (n=1,264) 56% (n=150,799) Culture/Values 79% (n=1,264) 67% (n=122,402) Work Environment 68% (n=1,264) 49% (n=202,449) Manager 75% (n=1,264) 57% (n=194,890) Career/Performance 73% (n=1,264) 57% (n=236,901) Compensation & Rewards 53% (n=1,264) 41% (n=160,413) Communication 59% (n=1,264) 39% (n=138,540) Percent Favorable
The benchmark values reported are averages of all responses globally for each question included in the survey. The global benchmark is made up of over 400 like-sized
- rganizations from over 20 industries.
Execu@ve Summary
CEB HR Employee Engagement
Employee Engagement Metrics Engagement Capital Score Top Engagement Gaps
Overall Score Best Western Benchmark Engagement Capital 74% (n=1,264) 60% (n=394,680) Percent Favorable
Overview of Engagement Capital at Best Western
Engagement Metric Best Western Difference From Benchmark Intent to Stay 71% (n=1,264) 4% Discretionary Effort 90% (n=1,264) 4%
Top Engagement Strengths
Engagement Metric Best Western Difference From Benchmark Communication 59% (n=1,264) 20% Work Environment 68% (n=1,264) 19% The Engagement Capital score is the average of the Engagement Capital Past, Present, and Future ques@ons. This metric is designed to give you an overall score of the amount of commitment, discre@onary effort, and intent to stay that employees exhibit. The Top Engagement Gaps refer to your two lowest engagement scores in reference to the benchmark. The Top Engagement Strengths refer to your two highest engagement scores in reference to the benchmark. The index metrics below allow you to iden@fy areas of strength and areas for improvement across the en@re organiza@on. Percent Favorable in this report refers to the percentage of employees who scored primarily sixes or sevens, or strongly agree and agree.
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Execu@ve Summary – Year on Year Trending
CEB HR Employee Engagement Overall Score Benchmark Best Western - 2016 Best Western - 2015 YoY Change Engagement Capital 60% (n=394,680) 74% (n=1,264) 75% (n=1,270)
- 1%
Percent Favorable Engagement Metric Benchmark Best Western - 2016 Best Western - 2015 YoY Change Engagement Capital (Past) 62% (n=394,221) 77% (n=1,264) 77% (n=1,270) 0% Engagement Capital (Present) 66% (n=394,911) 76% (n=1,264) 76% (n=1,270)
- 1%
Engagement Capital (Future) 52% (n=394,909) 71% (n=1,264) 72% (n=1,270)
- 2%
Discretionary Effort 86% (n=392,145) 90% (n=1,264) 90% (n=1,270) 0% Intent to Stay 67% (n=394,147) 71% (n=1,264) 72% (n=1,270)
- 2%
Employee Commitment 56% (n=150,799) 72% (n=1,264) 74% (n=1,270)
- 2%
Culture/Values 67% (n=122,402) 79% (n=1,264) 80% (n=1,270)
- 1%
Work Environment 49% (n=202,449) 68% (n=1,264) 69% (n=1,270)
- 1%
Manager 57% (n=194,890) 75% (n=1,264) 75% (n=1,270) 0% Career/Performance 57% (n=236,901) 73% (n=1,264) 74% (n=1,270)
- 1%
Compensation & Rewards 41% (n=160,413) 53% (n=1,264) 52% (n=1,270) 2% Communication 39% (n=138,540) 59% (n=1,264) 60% (n=1,270)
- 2%
The benchmark values reported are averages of all responses globally for each question included in the survey. The global benchmark is made up of over 400 like-sized organizations from over 20 industries.
Percent Favorable
Understanding YoY Differences
To the right you will see the scores for the benchmark, your current survey data, and the most recent previous year’s survey data. The right-most column includes a percentage change calcula@on. A percentage change score is not as simple as subtrac@ng the current year’s and previous year’s data. The YoY change is calculated using a percentage change formula (current year score minus previous year score, divided by previous year score). This provides you with an understanding of the YoY change in reference to the original (previous year’s) value. All numbers are posi@ve unless denoted by a “-” symbol.
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[Move to platform for deep dive
- f results]
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CEB HR Employee Engagement
Takeaways:
- Another good year of results.
- BW as a whole remains well above benchmark in the 90th percen9le of
all companies who have used CEB’s engagement survey
- BW largely stayed consistent from year to year across all metrics
- Two ques9ons related to employees’ involvement in their goal segng
and understanding how their performance is evaluated declined significantly over last year
Next steps:
- Access your reports and analyze the data.
- Meet with your team to discuss ac9on planning.
- Your HR Business Partner is here to assist you, as needed.