翰威特：員工敬業(yè)度調(diào)研介紹

Toprotecttheconfidentialandproprietaryinformationincludedinthismaterial,itmaynotbedisclosedorprovidedtoanythirdpartieswithouttheapprovalofHewittAssociatesLLC.AprilApril

AprilApril職業(yè)發(fā)展機會認(rèn)可職業(yè)發(fā)展機會認(rèn)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(rèn)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(wù)資源成就感流程職業(yè)發(fā)展機會培訓(xùn)與發(fā)展生活質(zhì)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(jīng)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(wù)績效的一個關(guān)百思買面臨CircuitCity和其他競爭對手激勵競爭導(dǎo)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(guān)鍵機短期中期關(guān)鍵機短期中期負(fù)責(zé)評估培訓(xùn)與發(fā)展認(rèn) 同

機會領(lǐng)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