The Employee Engagement Network

Can you prove or demonstrate the connection between employee engagement and performance?

David MacLeod's UK task force is looking for any recent studies that show the connection between performance and employee engagement. Specific case studies would be useful as well as any controlled academic studies.

Please leave a link or description of where we could get the information.

Thanks for letting all of us know what you know.

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Found this study on Twitter. Temkin report. Cost is $195. http://experiencematters.wordpress.com/2012/01/05/report-employee-e...

From the newswire:

The research found that highly engaged employees are extremely valuable to companies. Compared with disengaged employees, highly engaged employees are:

  • 480% more committed to helping their company succeed.
  • 250% more likely to do something good for the company that's unexpected of them.
  • 250% more likely to make a recommendation about an improvement.
  • 370% more likely to recommend that a friend or relative apply for a job.
  • 30% less likely to take a sick day.
A good case study from an organization committed to engagement:
  • In 2010, Stryker generated $7.32 billion in sales, an increase of 8.9% over 2009. Stryker believes that employee engagement is part of its success -- the company has been deeply committed to employee engagement, strengths development, and leadership development for years. 
  • Then it was 2011 and time for the next administration of the Q12 survey. Krummel-Mihajlovic had a good feeling about it. So did the employees at the plant. "People on the shop floor were coming to me, saying, 'Sabine, you will see -- the score will change. I can feel the engagement has changed,'" she says. "This is really the best feedback I could get."
  • And the employees were right. Engagement levels had improved to 57% engaged employees, 32% not engaged employees, and 11% actively disengaged employees. And Krummel-Mihajlovic hadn't even been there a full year.
  • And as it turned out, she wouldn't be. Shortly after the Mahwah plant's Q12 scores came back, Krummel-Mihajlovic returned to Germany to lead human resources for Stryker's global quality and operations division in continental Europe, an organization with almost 5,000 people.

Advances In Developing Human Resources:

Good source for more academic journal articles on employee engagement:

http://adh.sagepub.com/content/current

David, thanks for posting about the Advances Issue on Engagement. This was great fun to put together. 

Inside the Issue are two case studies that could be of interest to EE Network Members: (a) one with a private company in the US and (b) one with a division of the US Government. Both discuss how each respective author team worked to increase engagement inside the organization they were working with at the time. The cases were written by the people who implemented the programs and as a rule, are very practical and useful in nature. 

There are also several other articles in the Special Issue (empirical and conceptual), each written with a spin toward implications for practice. For example, Reio & Reio discuss incivility and engagement, Fairle discusses meaningful work and engagement, and Wollard discusses disengagement and provides a new framework. all in all a great collection. 

Here are three other pieces outside of the Advances Issue that might be of interest and that discuss EE from a performance connection perspective:

  1. http://www.tandfonline.com/doi/abs/10.1080/13678868.2011.601587
  2. http://www.emeraldinsight.com/journals.htm?articleid=1923583&sh...
  3. http://hrd.sagepub.com/content/10/3/304.short

Take care everyone, and please feel free to reach out if there is anything I can be helpful with particularly in regards to research and EE. Happy reading! Thanks again David. 

Warm regards- 

Brad

Brad,

It is an honor to share sound and solid information on engagement. All the best in all your work.

David

Aon Hewett's Trends in Employee Engagement Report.

Overall Findings
 Aon Hewitt’s global engagement research from 2008 to 2010 includes 6.7 million employees and represents
more than 2,900 organizations

  • The overall global average employee engagement score is 56% in 2010, down from 60% in 2009
  • The 4 percentage-point change is due to regional score changes in Asia-Pacific, Europe, and North America
  • Top 3 engagement drivers are career opportunities, brand alignment, and recognition


Why CSR's Future Matters to Your Company


Employee Engagement: There will be a continued growth in employee-engagement programs. If the economy continues to falter, we will see more corporations supporting NGOs and nonprofits via employee volunteer programs, rather than just writing checks. A recent sustainability study by Green Research found that 80% of major corporations are planning to invest significantly in employee engagement in 2012. According to Gallup, 86% of engaged employees say they very often feel happy at work, compared to 11% of the disengaged. Additionally, companies with highest levels of employee engagement saw increases in their bottom line: On average they improved 19.2% in operating income, while companies with lower levels declined 32.7% (Towers Watson). Engaged organizations also grew profits as much as three times faster than their competitors. The Corporate Leadership Council reports that highly engaged organizations have the potential to reduce staff turnover by 87% and improve performance by 20%.

This Workforce Now online magazine has a three page article on engagement and performance:

http://ht.ly/8jHIW

IABC 2011 Employee Engagement Study

http://www.iabc.com/researchfoundation/pdf/2011_IABC_Employee_Engag...

• A comparison of surveys year-over-year indicates small but encouraging growth in the size of organizational
communication departments.
• Nearly 60 percent of the participants reported that their communication departments were able to influence
their organizations’ agendas, priorities or goals (47 percent agreed; 11 percent agreed strongly).
• More than 50 percent of respondents said their organizations added content-sharing tools to their intranets
within the past five years. Employee profiles/bios, news feeds, traditional blogs and various collaboration tools
were popular additions.
This year, 49 percent of respondents say their organizations have policies in place for use of internal or external
social media. Nearly 30 percent say the policies are being developed currently. Last year, the survey divided this
question between internal and external social media. Even though the questions were asked differently this year, it
is clear the number of organizations with social media policies is growing steadily.
We believe the last point above is important for communicators to consider. The differences between internal and
external communication are blurring as social media becomes integrated commonly into employee engagement
strategies. Organizations that communicate effectively through social media are finding that it enhances a positive
workplace culture and improves employee engagement as well as it enforces a positive external reputation.

5 Companies, 5 Different Takes on Employee Engagement

http://www.greenbiz.com/print/45513

SAP, the business software giant, harnessed the power of a shared vision to affect employee commuting. In preparation for the scores of visitors that would arrive for the 2010 Olympics, Vancouver's transit authority asked for a commitment from businesses to reduce traffic by at least 30 percent.

Electric Vehicles (EV's) offer the opportunity to slash energy consumption and carbon emissions. To become more widely adopted, making it easy to refuel EV's is critical. At its Silicon Valley campus, Google deployed 120 ChargePoint charging stations by Coulomb Technologies, with a goal to provide 5 percent of its parking with charging. Employees and visitors now easily charge-up to extend their EV's range.

Saatchi's DOT program -- Do One Thing -- is a public pledge "to start a personal sustainability practice that is meaningful to the pledger," according to Kelly Petrich, Senior Strategist.Saatchi works with organizations to help them establish DOT programs. They also set up a website where anyone can make a pledge. Some participants put their DOT on their business cards. That can be a smart move: Change management guru Robert Cialdini calls a public pledge as an ideal way to gain commitment.


Mercer on communication and engagement:

 

Making communication count
Infographic by Mercer Insights

The Power of Three: Taking Engagement to New Heights

Engaged employees outperform their non-engaged coworkers. Once viewed with some skepticism, that statement is now widely accepted as fact.  A growing body of evidence over the past decade validates the quantifiable relationship between levels of organizational engagement and financial performance.

Additionally, Towers Watson research has identified other critical factors that play important roles in productivity and results. Employers can build a workplace in which engagement combines with enablement and energy to open the door wider to significant performance improvement.

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