You’ll notice a change in emphasis in our weekly news from today. We’ve decided to focus more on research and its practical application for businesses. We think you’ll find this really useful, and we’d welcome your feedback and suggestions as to what you’d like to see in these updates.

Bringing you our views on the latest published research on the topics of Employee Engagement, Leadership and Motivation.

2015 Engagement Trends from Aon Hewitt


2015 Employee Engagement Trends – Our Point of view.

The 2015 report into global employee engagement trends published by Aon Hewitt,  highlights some important signposts for those wishing to increase engagement within their organisation.  The infographic above picks out two key findings with a european perspective and differs to the global picture.

Career opportunities continues to be the top engagement driver for employees, with reputation coming second.  Employees want more than training. They want development that meets their own as well as the organisation’s aspirations.  They also want to feel more valued.  Although not in the top 3 drivers, the employee value proposition (EVP) is increasingly becoming a key factor.  This can be seen from the work experience factors where EVP is only second to leadership.

Bringing the drivers and factors together, the research points to it being more important than ever, for leaders to create an engagement culture.  Aligning performance and development processes with authentic, values based leadership builds a workplace experience that draws employees in.

This Tuesday’s Blog Post is from Bev Heslin; Moving Out and Taking Charge

Bev describes the ‘Aha’ moment that came to her as she thought about her son moving out of home and how she has unconsciously been teaching him to “Take Charge” of his career.

Want to know why Making Your People Great makes business sense? Read “The Case for and Application of Employee Engagement

What Separates Great HR Leaders from the Rest

In their most recent research article in Harvard Business Review (17th August 2015), Zenger Folkman share the results of their analysis of 360-degree feedback data on 2,187 HR leaders worldwide, comparing assessments of leaders in the HR function with those of leaders in other functions.  They contrasted the results for the 2,187 HR leaders with those of 29,026 leaders in other functions to identify those key skills that were common strengths and weaknesses of those in HR.

Strengths of HR Leaders

  • Developing and coaching others.
  • Building positive relationships.
  • Role modeling.
  • Having functional knowledge and expertise.

Weakness of HR Leaders

  • Focusing internally rather than externally.
  • Lacking strategic perspective.
  • Not anticipating and responding quickly to problems.
  • Resisting stretch goals.

The four competencies that most consistently separate the top quartile leaders from the other HR leaders was their performance on the key competencies that were often weaknesses in HR, in addition to performing extremely well on HR’s traditional strengths.

Young people’s Experiences in the Workplace

Over the past decade, much research has suggested that there is a disconnect between what young employees want from work and what they actually get; however, most of those conclusions have been based on small samples that may be unrepresentative of the wider population. This report from ACAS (November 2014) digs into a much wider set of data to explore three key questions:

  1. What do young people look for in a job?
  2. Which aspects of the work environment are most effective in engendering engagement and commitment among young people?
  3. Which arrangements for employee voice give young people a sense of influence or involvement at work?

The report addresses each of those questions in detail. One thing that is clear is that certain things are important in shaping young employees’ experience of work, including:

  • Targeted induction process
  • Supervisory support and mentoring
  • Clear channels of communication
  • Performance appraisal

Emenex View: It’s noticeable that in essence all of theses things are delivered at a line-manager level, confirming the significance of the line-manager relationship in maximising engagement. In the coming weeks we’ll consider some practical implications of the data for managers who want to maximise their employees’ engagement and performance.

About Emenex

We help you make your people great.

Emenex enables organisations to get the best from and for their staff. Leaders approach us when they have challenges associated with motivation, productivity, retention, talent management and succession planning. They know that addressing these critical issues delivers higher levels of profit, productivity and customer satisfaction. They also know that a more progressive solution is required – one that delivers above and beyond expectations and enhances their brand with customers and staff alike. The solution our clients are choosing to implement is the extraMILETM Employee Engagement Programme.

The extraMILETM Employee Engagement Programme delivers all the tools and skills leaders need to clearly define and communicate organisational priorities to employees. For employees, it ensures they are prepared and able to align their personal and career goals to the priorities of the organisation. The continued growth and development of both teams and individuals builds loyalty, commitment and engagement. It builds an organisation better able to meet future challenges and leads to higher performance and customer satisfaction.

The result? Individuals and their organisation excel. Get in touch to find out more.

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