TALENT ENGAGEMENT ANALYTICS_27MAY

TALENT
ENGAGEMENT

ANAYLTICS

AB0502/4
27TH MAY 2021

- EMPLOYEE - BIG DATA - HR METRICS - HR
ENGAGEMENT ANALYTICS

DEFINITION

Employee engagement is the
emotional commitment the
employee has to the organization
and its goals.

The pride, energy and optimism
that fuels employees’
discretionary effort and intent to
stay.

• Discretionary: The power to decide.

WHAT is Big Data?

What are HR Metrics?

Employee Engagement

Research has shown it to be linked to
important outcomes:

• - Discretionary effort
• - Job performance
• - Employee retention
• - Innovation
• - Adapting to change
• - Revenue & profitability
• - Customer experience

Employee Engagement

Antecedents of

Employee Engagement

Talent Acquisition & Onboarding
- Person-Organizational Fit
- Person- Job Fit
- Setting realistic work expectations
- Fostering positive work relationships

Talent Development
- Training & career development opportunities
- Supervisor development & coaching oriented
- Feedback loops

Leadership
- Supervisor as a people leader (positive leadership traits)
- Psychological safety - work climate in which employees can thrive
- Employees empowered to make important decisions

Org Practices
- Perceived organizational support, justice and fairness
- Merit based recognition & rewards
- Flexibility in work-life arrangements

Employee
Engagement
Strategies

Process of Employee Engagement

BENEFITS OF EMPLOYEE ENGAGEMENT

12 3 45

Go the Extra Mile to Innovate at Attract customers Become Evangelists Infuse energy and
Achieve Individual Workplace and employees of the company, its positivity at
and Company product and workplace
Success processes

COST OF DISENGAGED WORKFORCE

PERSONAL LIFE

INTERNAL
STAKEHOLDERS

EXTERNAL
STAKEHOLDERS

ELEMENTS OF
EMPLOYEE
ENGAGEMENT



Employee engagement is a long term
process and goes through various
phases describing the level of the

engagement, involvement, attachment
and belongingness between employee

and employer.
These phases of employee engagement

make a continuous cycle that each
organisation aiming to achieve increased

profitability must undertake.

Characteristics
of Engaged
Workforce

KEY DRIVERS OF
EMPLOYEE ENGAGEMENT

Most companies think that it is their
performance management system
and appraisal and reward strategies
that enhance the levels of employee
engagement. True but partially!

Immediate Supervisors and Managers
Human Resource Department
Senior Leadership or Top Management

Drivers of Employee Engagement

Learning and Training
Opportunities

Work/Job Role

Work Environment /
Organizational Culture
Leadership

Rewards and Recognitions

Performance Management

Case study

Employee Engagement Model

CEB ClearAdvantage Engagement Model Engagement Intent to Stay
Metrics An employee’s desire to stay
Employee with the organization, based on
engagement is the Percentage of Employees whether he or she intends to look
combination of an Indicating High Levels of: for a new job within a year,
employees’ pride, frequently thinks of quitting, has
energy, and optimism Pride actively been looking for a new
that fuels their job, or has taken steps such as
discretionary effort ■ Identification with placing phone calls and sending
and intent to stay. company out résumés

■ Recommending the Discretionary Effort
company Employee willingness to go
above and beyond the call of
Energy duty, such as helping others with
heavy workloads, volunteering for
■ Sense of urgency additional duties, and looking for
■ Excitement and/or ways to perform the job more
efficiently
enthusiasm
■ Focus Source: CEB analysis.

Optimism

■ Confidence in the
future

■ Belief in progress

© 2017 The Corporate Executive Board Company.
All Rights Reserved. -CEB9299017SYN

Global Trends

Why is employee engagement important?

Impact of Engagement on Financial Performance

Firms with high levels Return on Assets1 Profit Margin2 Higher levels of employee
of employee 9% 14% engagement are also
engagement report associated with higher:
financial outcomes 3% 4%
(i.e., return on assets, ✓ Employee performance –
profit margin) three N = 93 organizations. Every 10% improvement in
times higher than firms engagement can increase
with low engagement. Employee Engagement Level of the Firm an employee’s effort level
Bottom quartile by 6%, which can improve
© 2017 The Corporate Executive Board Company. an employee’s
All Rights Reserved. -CEB9299017SYN Top quartile performance by 2%.

1 Return on assets is an indicator of how profitable a company is relative to its total assets, including how efficient a firm is at using its assets to ✓ Employee retention –
generate earnings. It is calculated by dividing a company's annual earnings by its total assets. It may also be referred to as "return on investment". Every 10% improvement in
2 Profit margin is a ratio of profitability calculated as net income divided by revenues, or net profits divided by sales. It measures how much out of engagement can decrease
every dollar of sales a company keeps in earnings. an employee’s probability
of departure by 9%.

✓ Customer satisfaction –
Customers of firms with
high levels of employee
engagement are 9% more
satisfied than customers of
firms with low levels of
employee engagement.

Source: CEB 2014 ClearAdvantage Survey

Lack of Human Capital Development

IF WE ARE UNABLE TO ATTRACT AND RETAIN NEW TEAM
MEMBERS, INCLUDING SENIOR MANAGEMENT, WE MAY
NOT BE ABLE TO ACHIEVE OUR BUSINESS OBJECTIVES.

Current State of Satisfaction with the Impact of EVP Satisfaction
Employee Engagement Employment Value Proposition on Employee Engagement

Engagement among employees in the United The 38 attributes of the employment value Employees in the United States who are
States is above average. proposition fall into five categories. Employees satisfied with their EVP are more likely to report
in the United States are least likely to be high discretionary effort and intent to stay.
satisfied with those related to opportunity.

60%

High Discretionary Effort 50%

40%

30% United States
20% International Average
10%

0% 10% 20% 30% 40% 50% 60%
0% High Intent to Stay

Most Important EVP Drivers

Not all aspects of the EVP are equally important. The attributes below are those most frequently selected by employees in

the United States as reasons to join or leave an organization.

Rewards Opportunity Organization People Work
• Compensation • Stability • Ethics/Integrity • Coworker Quality • Location
• Health Benefits • Future Career Opportunity • Respect • Manager Quality • Work-Life Balance
• Retirement Benefits • People Management
• Vacation

© 2017 The Corporate Executive Board Company.
All Rights Reserved. -CEB9299017SYN



Top 10 Drivers of Satisfaction & Engagement

Satisfaction Engagement

1 Job security 1 The work itself

2 Opportunities to use skills and abilities 2 Relationship with co-workers

3 Organization’s financial stability 3 Opportunities to use skills and abilities

4 Relationship with immediate supervisor 4 Relationship with immediate supervisor

5 Compensation 5 Contribution of work to business goals

6 Benefits 6 Autonomy and independence

7 Senior management communication 7 Meaningfulness of job

8 The work itself 8 Variety of work
9 Autonomy and independence 9 Organization’s financial stability

10 Recognition of employee performance 10 Overall corporate culture

Source: Society for Human Resource Management (SHRM) 2011 Employee Job and Satisfaction Survey.

ArcBest Engagement Survey Topics

Employee engagement
Management style
Working relationships
Supervision
Culture
Communications
Succession planning

Engagement Survey - Supervision

My Supervisor:

Sets a good example.
Treats me fairly.
Is a good coach.
Keeps me informed.
Gives me performance feedback.
Recognizes my achievement.

Engagement Survey - Culture

Trust

Management trusts employees.
Employees trust management.

Positive Environment

High standards
Spirit of cooperation
Errors result in education, not punishment
Wellness

Engagement Survey - Communication

In my department:

There is clear communication of job details.
I have access to needed work information.
I know where to go for answers.
Upward communication is encouraged.

Across all departments:

Well informed about the company.
Consistent communications.

Engagement Survey – Succession Planning

Performance evaluations

Employee is an active participant.
Focus on helping employee improve.
Discussion of long-term interests.

Training & Development

Employee receives training necessary to advance.

Opportunities

Awareness of opportunities.

QUESTIONS?

THANK YOU