翰威特：員工敬業(yè)度調研介紹

Toprotecttheconfidentialandproprietaryinformationincludedinthismaterial,itmaynotbedisclosedorprovidedtoanythirdpartieswithouttheapprovalofHewittAssociatesLLC.AprilApril

AprilApril職業(yè)發(fā)展機會認可職業(yè)發(fā)展機會認可同事

高層管理人員直接上級同事重視員工全面薪酬薪酬福利認可政策和操作公司政策績效評估多元化

敬業(yè)度

工作任務資源成就感流程職業(yè)發(fā)展機會培訓與發(fā)展生活質量工作/生活平衡

樂于宣傳員工一如既往地向同事、潛在同事，尤其是向客戶(現(xiàn)有客戶及潛在客戶)盛贊自己所在的組織

樂于留任員工強烈希望留在組織之中

樂于努力員工付出額外的努力并致力于那些能夠促成經營成功的工作

案例：BestBuy將員工敬業(yè)度水平作為追蹤業(yè)務績效的一個關百思買面臨CircuitCity和其他競爭對手激勵競爭導致利潤下滑時，2003百思買公司CEOBradburyH.Anderson的提升員工敬業(yè)度，BestBuyApril“我們真的走出危機了嗎？”April AprilApril%ofOrgsvs%ofOrgsvsEngagementScoresHistorical QuarterOct-Dec QuarterJan-Mar QuarterApr-Jun09QuarterJuly-SepDecrease(<=- NoChange(-3%to Increase

AprilApril關鍵機短期中期關鍵機短期中期負責評估培訓與發(fā)展認 同

機會領域

AprilAprilApril InvestmentService InformationTechnologyHewittBestEmployersinAsia2009April AprilAprilStudy

Analysis(CEO

(EmployeeOpinionSurvey[EOS])

(Independentjudges,‘Blinddata’,assessing(PeoplePracticesInventory?

HewittBest(FurtheranalysisintowhatmakestheHewittBestEmployersbest)Hewitt2009BestEmployersinAgilentAmericanExpress(Malaysia)SdnAVIVA-COFCOLifeInsuranceCo.,BectonDickinsonIndiaPvt.CiscoConvoyFinancialServicesDomino'sPizzaIndiaDowCorningKoreaEurekaForbesFederalExpress(Singapore)PteFederalExpressServices(M)SdnGodrejConsumerProductsHCLHindustanZincIntelenetGlobalIntuitTechnologyServicesPvtJohnson&JohnsonMedical(China)LGElectronicsIndiaPvtMcDonald'sRestaurantsPteSamsungTescoSEEKNewZealandSHENZHENCATICThaiAutoWorksCo.,Employee AkeycomponentoftheHewittBestEmployersstudyisemployeeEngagement—theextenttowhichemployeesareemotionallyandintellectuallyconnectedtothebusiness.Hewitt’sresearchof1,500organizationsfromitsglobalEngagementclientandHewittBestEmployerdatabasefoundthatthoseorganizations,typicallyHewittBestEmployers,withgreaterthan65%oftheirworkforceengaged,haveahigherleveloffinancialperformance.Businessresultscanbegintoerodefororganizationswithlessthan45%oftheiremployeesengagedStableStableTSR=TSR=HighPerformance/HewittBestEmployerRangeTSR=29%Above

TSRrepresentsthechangeincapitalvalueofalisted/quotedcompanyoveraoneyearperiod,plusdividends,expressedasaplusorminuspercentageoftheopening2009BestinChina2009BestinKorea

2009BestEmployersinHongKong(77%)2009BestEmployersinSingapore(81%)

2009BestInIndia2009BestInMalaysia

2009BestinThailand2009BestinAsiaPacificSOURCE:Hewitt’sglobalBestEmployersBestEmployersshowsustainedengagementeventhroughdifficultbusinesscycles

EngagementScores(2001- StudyTheBest TheRestEngagementItwouldtakealottogetmetoleavethisIrarelythinkaboutleavingthisorganizationtoworksomewhereThisorganizationinspiresmetodomybestworkItwouldtakealottogetmetoleavethisIrarelythinkaboutleavingthisorganizationtoworksomewhereThisorganizationinspiresmetodomybestworkeveryThisorganizationmotivatesmetocontributemorethanisnormallyrequiredtocompletemyworkTheTheGiventheopportunity,Itellothersgreatthingsaboutworking IwouldnothesitatetorecommendthisorganizationtoaseekingDistributionof TheBesthavehigherlevelofemployeeEngagementrelativetoTheRest.TheEngagementdistributionforTheRestshowshigheropportunitytoincreaseEngagement(the‘NearlyEngaged’groupis26%)andalso,higherpercentageoftheNotEngagedandcompletelyDisengagedSpreadof NotSpreadof NotEngaged=onaverage,respondingto‘Agree’and‘StronglyNearlyEngaged=onaverage,respondingto‘Slightly

NotEngaged=onaverage,respondingto‘SlightlyDisengaged=onaverage,respondingto‘Disagree’and‘StronglyBestEmployersdifferentiatethemselveswithhigherengagementinreporttoseniormgmt,middlemgmtandteamleaderslevelsTypeofReporttoTypeofReporttoEmployee(notaTheThe BestEmployersdifferentiateatreporttoseniormanagement,middlemanagementandteamleaderpositions InTheRest,weseeageneraldownwardspiralingeffectoflowerEngagementatlowerlevelsEngagementbyLessthan 20to25to35Lessthan 20to25to35to45toyearsofageyearsofageyearsofageyearsofageyearsof55yearsTheThe ThekeyfindinghereisthatTheBestareabletosustainhighlevelsofEngagementregardlessofageBestEmployersdifferentiatethemselvesduringthefirsttwoyearsofservicebyimprovingEngagementlevelsLengthofLengthof 25years20to 15to 10to 5to 3to 6monthsLessor to2years6TheThe EngagementlevelsforTheRestarelowerandvarymoredependingonlengthof EngagementlevelsinTheRestdropsignificantlyevenwithinthefirstfouryearsofservice(70%to55%)anddoesnotcompletelyrecover.EngagementbyEducationEducationPrimarySecondary TheThe ForEducationPrimarySecondary TheThe TheRestshowsadipintheEngagementlevelswithincreasingeducationlevelswiththetroughatUniversityGraduatelevel.ThisindicatesinabilitytomatchtheaspirationsofemployeeswithhighereducationlevelsEngagementbyThe The AlthoughTheBestThe The BothmalesandfemaleshaveCareerAspirations,CareerOpportunities,SenseofAccomplishment,Diversity,andWorkTasksaskeyEngagementdrivers.HoweverthekeydifferenceisthatwhilemaleshavePeople/HRPracticesasakeydriverforEngagement,womenhaveBrandAlignmentasadriverCustomerHR/OrganizationEngagementbyCustomerHR/Organization

Alsoitisinterestingtonotethatfunctionswhichusuallyhaveadirectimpactonbusiness(e.g.,Manufacturing,Sales,Engineering,R&D)haverelativelyhigherEngagementlevelsinTheBestascomparedto DriverImpactRankingAnalysis—TheBestinAsia(PositiveImpact)PercentageofCompanieswithEachDriverasNumber1,2,3PositiveImpactPercentageofCompanieswithEachDriverasNumber1,2,3PositivePercentageofCompanieswithEachDriverasNumber1,2,3PositiveImpact17% CareerCareerWorkBrandOrganizationManagingCareerCareerWorkBrandOrganizationManagingPeopleWork/LifeWorkPeople/HRSenseofCo-CustomerLearningandCorporateDriverImpactRankingAnalysis—TheBestinAsia(NegativeImpact)PercentageofCompanieswithEachDriverasNumber1,2,3NegativeImpactPercentageofCompanieswithEachDriverasNumber1,2,3NegativePercentageofCompanieswithEachDriverasNumber1,2,3NegativeImpact30%30% SenseofCustomerLearningandOrganizationWorkPeopleCo-SenseofCustomerLearningandOrganizationWorkPeopleCo-CareerCareerWorkPeople/HRBrandWork/LifeManagingCorporateTwoYearsofBetter TheBesthasdeliveredgreatershareholderreturnsagainstTheRestinpasttwoyearsonbothmarketshareparameterandprofitability TheBestachieved65%higherrevenuegrowthasagainstTheRest,and89%higherprofitgrowth

GrowthinRevenueandProductivity(Sales/Employee)FY2005-2007GrowthFigureforFY2005- ProfitTheBestTheImprovementin Salesperperson,onemeasureofproductivity,havebeenconsistentlyhigherinThethaninTheRestoverthelastfew TherehasbeenasharpimprovementinproductivityofTheBestasagainsttheimprovementrecordedbyTheRest.ThisisareflectionofholisticstrategyofTheBestinnotjustcapturingmarketshareinaboomingmarketin2006-07,butalsoinimprovinginternalefficiencies Incurrentdownturnandrecessionarytimes,TheBestarelikelytobemuchbetterequippedduetoefficienttalentcoststructure.Whiletoplinesforseveralorganizationswillfall,TheRestwouldbeundermoreseverepressureto