Factors that build employee engagement . . . what are they?
Research from Towers Perrin shows that US workers remain focused on their jobs despite the tough economic climate, job layoffs and other business challenges of the last two years. The study, which focused on employees of medium to large organizations, shows that employees are doing what's required to help keep both themselves and their companies afloat in a tough environment. Few of them, however, are highly engaged in their jobs-they do not have the desire to give discretionary effort.
This finding has implications for companies' longer-term performance and their ability to retain key talent as the economy improves and the job market opens up.
Engagement factors. The study identifies a list of workplace elements that are critical in building engagement among employees and underscores the fact that building engagement is a process that never ends. Importantly, the list of elements includes:
strong leadership;
personal accountability;
autonomy;
a sense of control over one's environment;
a sense of shared destiny; and
opportunities for development and advancement.
The study, Working Today: Understanding What Drives Employee Engagement, the Towers Perrin 2003 Talent Report, was completed in April 2003, drawing responses from more than 35,000 employees in companies in the US.
A generational response?
While employees age 18-24 are more positive than their older coworkers about many aspects of the work experience, they also express lower overall satisfaction with their jobs and employers and are more likely to consider leaving their current jobs for better benefits, more flexible working arrangements, and greater promotional opportunities elsewhere.
These are among the findings of a new analysis by Mercer Human Resource Consulting. Through its 2002 People at Work Survey, Mercer asked a representative sample of 2,600 US workers to share their attitudes and perceptions regarding their job, organization, compensation, benefits, work environment and the management of their organization. This new analysis specifically examines differences in the survey findings by employee age group.
In several areas, these youngest employees are more positive than other employee groups. For example, the survey shows that these workers are much more likely to agree that senior management communicates a clear vision of the future direction of my organization
. Overall, 43 percent of the employees surveyed agree with this statement. However, 64 percent of employees age 18-24 agree, compared to 43 percent of employees age 24-34, 46 percent of employees age 35-44, 39 percent of employees age 45-54, and 39 percent of employees age 55-64.
Young employees also express more favorable views on issues ranging from work/life balance to performance reviews to the availability of their immediate supervisor. They express considerably less interest in benefits such as retiree medical coverage and long-term care insurance. However, they are more interested than other workers in benefits such as tuition reimbursement, flexible spending accounts for dependent care and pet insurance.
Source: www.mercerhr.com
<p>Research from Towers Perrin shows that US workers remain focused on their jobs despite the tough economic climate, job layoffs and other business challenges of </p>
Factors that build employee engagement . . . what are they?
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