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Aon Hewitt employee engagement 2011

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Aon Hewitt Nederland
Aon Hewitt Nederland

The document discusses the important role that managers play in employee engagement. Survey results show that managers who are engaged themselves and have seen the impact of engagement are more likely to take action to increase engagement. Engaged managers are more likely to provide support to employees, give valuable feedback, address underperformance, and listen to and implement employee ideas. For managers to stay engaged, they need clear expectations of what is required of them, career opportunities, recognition, effective work practices, and inspiring leadership. Organizations should focus on engaging their managers and provide support and role modeling from senior leaders.

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September 2011 Managers – a critical link in employee engagement
We continue to live in uncertain times…… Percent of Organisations with an Increase or Decrease in Engagement Source: Aon Hewitt‘s Global Employee Engagement Database
Managers definitely have a role to play “ The line manager is the lens through which I see the company and the company sees me.” Chris Bones (Engaging for Success 2009) % of employees with strong positive perceptions of managers… 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Providing support to succeed Giving valuable feedback Addressing under- performance Listening to and implementing my ideas Best Employer The Rest
But they are under pressure Market uncertainty Customer confidence Mergers & acquisitions Regulatory changes Influencing consequences Line Manager Making sense of corporate messages
Digging further into the manager experience…… >700 managers across Europe All functions (except HR) Approx 40% are managing more than 20 people
Some key findings Managers are more likely to act on engagement when: They themselves are engaged! They’ve seen the impact for themselves They get support and encouragement They are clear about what is expected of them
Engaged managers are more likely to take action Source: Aon Hewitt European Manager Survey 2011 27% 52% 63% 0% 10% 20% 30% 40% 50% 60% 70% I did not review the results I reviewed the results I reviewed the results and took action % of engaged managers
How engaged are your managers? Engagement levels by job type Source: Aon Hewitt‘s Global Employee Engagement Database
What’s needed to engage managers today? 2008 Career opportunities Recognition Effective work practices Inspiring leadership Fair pay 2009 Career opportunities Fair pay Inspiring leadership Effective work practices Recognition 2010 People/HR practices Career opportunities Organisation reputation Innovation is supported Communication 2011 Delivery on promises Effective work practices Innovation is supported Fair pay Career opportunities 2008 2009 2010 2011
Seeing is Believing Case Study: Team Engagement and Customer Promoters 60% 37% 40% 10% 0% 10% 20% 30% 40% 50% 60% % Promoters NPS Teams in Aon Hewitt High Performance Zone for Engagement Teams outside of the Aon Hewitt High Performance Zone for Engagement
Clear expectations make a difference 45% 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% I have not been set clear expectations I have been set clear expectations % of managers taking action
DNA of an engaging manager is tuned-in to people is an effective performance coach empowers people to grow matches strengths to opportunities promotes two-way communication does what they say they’re going to do builds team spirit is hands-on with their teams is resilient A truly engaging manager ..
Clear accountability is needed too! 17% 35% 47% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Change in Engagement Score Implementation of Action Plans Both % of managers
Support from HR is essential 38% 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% I have not been given sufficient support from HR I have been given sufficient support from HR % of managers taking action
Senior leaders need to be role models 44% 73% 0% 10% 20% 30% 40% 50% 60% 70% 80% Senior leadership does not set a positive example Senior leadership sets a positive example % of managers taking action
Some practical advice Focus on the engagement priorities for your managers Look to establish the links between engagement and team performance Clarify what engaging manager DNA looks like in your organisation and make this explicit Include engagement into manager training and induction programs Set-up forums and support networks
Nicole Toorenaar Tel: 020 430 5027 [email_address]

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Aon Hewitt employee engagement 2011

  • 1. September 2011 Managers – a critical link in employee engagement
  • 2. We continue to live in uncertain times…… Percent of Organisations with an Increase or Decrease in Engagement Source: Aon Hewitt‘s Global Employee Engagement Database
  • 3. Managers definitely have a role to play “ The line manager is the lens through which I see the company and the company sees me.” Chris Bones (Engaging for Success 2009) % of employees with strong positive perceptions of managers… 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Providing support to succeed Giving valuable feedback Addressing under- performance Listening to and implementing my ideas Best Employer The Rest
  • 4. But they are under pressure Market uncertainty Customer confidence Mergers & acquisitions Regulatory changes Influencing consequences Line Manager Making sense of corporate messages
  • 5. Digging further into the manager experience…… >700 managers across Europe All functions (except HR) Approx 40% are managing more than 20 people
  • 6. Some key findings Managers are more likely to act on engagement when: They themselves are engaged! They’ve seen the impact for themselves They get support and encouragement They are clear about what is expected of them
  • 7. Engaged managers are more likely to take action Source: Aon Hewitt European Manager Survey 2011 27% 52% 63% 0% 10% 20% 30% 40% 50% 60% 70% I did not review the results I reviewed the results I reviewed the results and took action % of engaged managers
  • 8. How engaged are your managers? Engagement levels by job type Source: Aon Hewitt‘s Global Employee Engagement Database
  • 9. What’s needed to engage managers today? 2008 Career opportunities Recognition Effective work practices Inspiring leadership Fair pay 2009 Career opportunities Fair pay Inspiring leadership Effective work practices Recognition 2010 People/HR practices Career opportunities Organisation reputation Innovation is supported Communication 2011 Delivery on promises Effective work practices Innovation is supported Fair pay Career opportunities 2008 2009 2010 2011
  • 10. Seeing is Believing Case Study: Team Engagement and Customer Promoters 60% 37% 40% 10% 0% 10% 20% 30% 40% 50% 60% % Promoters NPS Teams in Aon Hewitt High Performance Zone for Engagement Teams outside of the Aon Hewitt High Performance Zone for Engagement
  • 11. Clear expectations make a difference 45% 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% I have not been set clear expectations I have been set clear expectations % of managers taking action
  • 12. DNA of an engaging manager is tuned-in to people is an effective performance coach empowers people to grow matches strengths to opportunities promotes two-way communication does what they say they’re going to do builds team spirit is hands-on with their teams is resilient A truly engaging manager ..
  • 13. Clear accountability is needed too! 17% 35% 47% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Change in Engagement Score Implementation of Action Plans Both % of managers
  • 14. Support from HR is essential 38% 75% 0% 10% 20% 30% 40% 50% 60% 70% 80% I have not been given sufficient support from HR I have been given sufficient support from HR % of managers taking action
  • 15. Senior leaders need to be role models 44% 73% 0% 10% 20% 30% 40% 50% 60% 70% 80% Senior leadership does not set a positive example Senior leadership sets a positive example % of managers taking action
  • 16. Some practical advice Focus on the engagement priorities for your managers Look to establish the links between engagement and team performance Clarify what engaging manager DNA looks like in your organisation and make this explicit Include engagement into manager training and induction programs Set-up forums and support networks
  • 17. Nicole Toorenaar Tel: 020 430 5027 [email_address]