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.
Found this study on Twitter. Temkin report. Cost is $195. http://experiencematters.wordpress.com/2012/01/05/report-employee-e...
The research found that highly engaged employees are extremely valuable to companies. Compared with disengaged employees, highly engaged employees are:
Advances In Developing Human Resources:
Good source for more academic journal articles on employee engagement:
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:
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.
It is an honor to share sound and solid information on engagement. All the best in all your work.
Aon Hewitt’s global engagement research from 2008 to 2010 includes 6.7 million employees and represents
more than 2,900 organizations
This Workforce Now online magazine has a three page article on engagement and performance:
IABC 2011 Employee Engagement Study
• A comparison of surveys year-over-year indicates small but encouraging growth in the size of organizational
• 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
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:
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.