© 2012 Right Management. All Rights Reserved.
Stepping up to the challenge
Leading and engaging staff
Presented by: Kari Scrimshaw
Thought starters for today
1.
Employee Engagement Overview
2.
Overall NZ Results
3.
Key Trends across NZ and Healthcare
4.
Recommendations and Takeaways
Our Employee Engagement Measurement
8 key measures across both Job and Organisational engagement Why? Because the two are not always aligned as we will see
Some background to our 2012 benchmarking
study
Survey Instrument Survey Response January – February 2012 n= 7,310 Stratified sampling of employee opinionsSample of employees that matched the workforce
population (in each country) on several factors, including: • Industry
• Size of Organisation • Gender
• Age
• Self employed excluded
• 100 items, grouped into themes • 10 demographics
Australia n = 5, 330 New Zealand n = 1,980
Benchwarmers 6% 36% 46% 12% JOB ENGAGEMENT Not Engaged Engaged
Not Engaged Engaged Free Agents Disconnected
Star
ORGANISATION ENGAGEMENT
Only a third of NZ employees are currently
positioned for peak performance at work
Base: 1,980 New Zealand employees (2012)
Down from 42% in 2009 Up from 7% in 2009
In NZ, while we stayed engaged with our jobs, the
connection to our organisations declined significantly
59% 69% 66% 42% 49% 53% 36% 48% 42%
Overall Engagement Job Engagement Org Engagement
2012 High Performing 2009 2012 Base: 1,980 (2012), 1,119 (2009), 246 (Healthcare) 7 Health care 35% Health care 51% Health care 40%
The industries with the widest percentage point gap
between Job and Organisational engagement are....
11 10 9 8 7 6 5 4 3 2 1 0 -1
Local, Regional & Nat Govt.
Hospitality Healthcare and Social work Not For Profit* Education Manufacturing Business Services Retail & Trade Transport & Logistics* Banking, Finance & Insurance* Agriculture, Forestry & Fishing Communication Construction* Largest Gap No Gap
* Caution smaller sample sizes
These industry categories represent 1900 of the total population surveyed Healthcare n=246
NZ Engagement Trends and the
Implications for Healthcare
45% 57% 40% 32% 25% 30% 35% 40% 45% 50% 55% 60% 2009 ENGAGEMENT 2012 ENGAGEMENT Senior Manager No mgt responsibilities
Trend 1 - The divide between the engagement of
“Leaders” and “Doers” is increasing
25% points difference 11 Health care 36%
Looking further into the gaps between the two, show
NZ Leaders may overestimate their ‘authentic’
leadership abilities
2% 0% 0% -17% -17% -18% -18% -20% ItemMy organisation is effective at retaining talented people
Senior leaders lead by example
My opinions count
My personal work objectives are linked to my work area's business plan
My organisation promotes employees who deserve it
I receive the training and development I need to do my job well
People in my organisation are held accountable for their actions
My current workload is manageable
‘Leaders’
Mean ‘Doers’ Mean 3.34 2.78 3.77 3.19 3.83 3.25 4.06 3.46 3.27 2.80 3.46 3.46 3.29 3.30 3.60 3.68 Percentage Gap 12
The good news is that in Healthcare we saw an increase in
the perception of leadership capability and strategic decision
making…..
13
Trend 2 - Talent shortages will require going
beyond development to career management
Base: 1,980 New Zealand employees
If you are not doing something to help your organisations better manage their employee’s career you are setting yourself up for failure now and in the future.
Low performance on our Career Management Index is a barrier to Engagement.
89%
of people that disagree or strongly disagree across the 5 Career Management items are not engaged.Organisations need both a clear approach to Career
Management and managers equipped to have those
discussions
The Bad
70%
of healthcare respondents said that their
managers didn’t regularly discuss their career
with them!
15
The Good
Around 40% of healthcare respondents feel that
there are career opportunities for them at their
Trend 3 - Our changing workforce demographic are
going to present some unique challenges
NZ has nearly twice as many older workers than Australia. By 2051 New Zealanders in the 65+ age group are predicted to represent up to 10% of the workforce)
Source: The Business of Aging, Ministry of Social Development Ratio
<65:65+ 2006 5:1 2020 4:1 2030 3:1 2050 2:1
Yet our organisations are struggling to engage this
experienced population
Base: 1,980 New Zealand employees (2012)
41% 42% 45% 39% 37% 33% 30% 35% 40% 45% 50%
Gen Y Gen X Boomers 2009 2012
Since 2009 Boomers saw a:
13% Decline in Job Engagement 30% Decline in Org. Engagement
Managers hold the key to engagement, and their
support is a consistent driver of engagement across
generations. Others are:
A call to action...moving from Data to
Application
1.
Reconnect leaders with their followers
Available and visible
Build an environment of openness and trust
Create a compelling vision for the organisation and
how it connects employees to their work
