A highlight of the key employee engagement findings from the 2013 Edelman Trust Barometer and actions companies can take. Learn more about Trust in Employee Engagement: http://edl.mn/Zat6zi

1. ALL CONTENTS OF THIS PRESENTATION REMAIN THE INTELLECTUAL PROPERTY OF EDELMAN AND MAY NOT BE REPLICATED WITHOUT PRIOR PERMISSION
Employee Insights from the
2013 Edelman Trust Barometer
Employee Engagement Practice

2. © Edelman Employee Engagement Practice, 2013. All rights reserved.
For more information, contact employee.engagement@edelman.com.
About the 2013 Edelman Trust Barometer
13th
annual survey and the largest global
exploration of trust, with 31,000+
respondents in 26 countries
This year’s data reveals a crisis ofcrisis of
leadership,leadership, indicating the need for
organizations to rebuild executives’ internal
credibility, reinforce ethical behavior and
adopt an inclusive managementinclusive management
approach
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3. © Edelman Employee Engagement Practice, 2013. All rights reserved.
For more information, contact employee.engagement@edelman.com.
Employees with technical expertise are far more trusted than top executives
Employees continue to be a steady, reliable
source of information, especially compared to
the CEO
20132012
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4. © Edelman Employee Engagement Practice, 2013. All rights reserved.
For more information, contact employee.engagement@edelman.com.
Regular employees have three times the credibility of the CEO on working conditions
Who is Trusted MOST to provide you with
credible and honest information about:
Company’s CEO
Company’s
Employee
Activist Consumer Academic
Media
Spokesperson
A company’s employee programs, benefits & working conditions 21% 63% 16% 13% 11%
How a company serves its customers and prioritizes customer needs
ahead of company profits
19% 30% 44% 16% 15%
A company’s situation in a time of crisis 30% 35% 18% 22% 23%
A company’s innovation efforts and new product development 31% 31% 27% 25% 13%
How a company uses its resources and influence to support the
environment
21% 26% 34% 27% 13%
How a company supports programs that positively impact the local
community
22% 27% 35% 20% 23%
Partnerships with NGO’s and effort to address societal issues 25% 20% 25% 23% 15%
A company’s financial earnings & operational performance 34% 27% 23% 23% 12%
A company’s business practices, both positive & negative 23% 36% 29% 21% 15%
Accomplishments about a company’s senior leadership 35% 34% 17% 19% 19%
Employees are one of the most credible voices
on a variety of topics, especially work
environment
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5. © Edelman Employee Engagement Practice, 2013. All rights reserved.
For more information, contact employee.engagement@edelman.com.
Companies are largely perceived as failing to
treat employees well
GapImportance
Performance
Biggest gap in survey between expectations vs. performance in study
5
-22
-32
-37
-36
-30
-33
-31
-33
-27
-23
-24
-11
-15
-16
-10
-18

6. © Edelman Employee Engagement Practice, 2013. All rights reserved.
For more information, contact employee.engagement@edelman.com.
Executives and regular employees disagree on the
importance of treating employees well
1 Listens to customer needs and feedback 56%
1 High quality products or services 56%
3 Has ethical business practices 54%
3 Takes actions to address issue or crisis 54%
5 Places customers ahead of profits 53%
5 Treats employees well 53%
7 Communicates frequently and honestly 51%
7 Has transparent and open business 51%
7 Works to protect/improve environment 51%
10 Addresses society's needs 47%
10 Positively impacts the local community 47%
12 Innovator of new products 45%
13 Highly regarded, top leadership 44%
14 Delivers consistent financial returns 40%
15 Ranks on a global list 38%
16 Partners with third parties 35%
1 High quality products or services 63%
2 Listens to customer needs and feedback 62%
3 Treats employees well 61%
4 Places customers ahead of profits 58%
5 Has ethical business practices 57%
5 Takes actions to address issue or crisis 57%
7 Has transparent and open business 56%
8 Communicates frequently and honestly 53%
8 Works to protect/improve environment 53%
10 Addresses society's needs 47%
11 Positively impacts the local community 46%
12 Innovator of new products 43%
13 Highly regarded, top leadership 39%
14 Partners with third parties 36%
14 Ranks on a global list 36%
14 Delivers consistent financial returns 36%
Executives Employees
Executives rank it 5th
, while employees rank it 3rd
in prioritization of trust attributes
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7. © Edelman Employee Engagement Practice, 2013. All rights reserved.
For more information, contact employee.engagement@edelman.com.
Regular employees are far more skeptical than
executives of all sources of information
Executives more likely to trust the CEO and regular employees
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8. © Edelman Employee Engagement Practice, 2013. All rights reserved.
For more information, contact employee.engagement@edelman.com.
Executives and employees blame different issues
for their distrust in business
Employees point to wrong incentives, while executives blame fraud, transparency issues
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9. © Edelman Employee Engagement Practice, 2013. All rights reserved.
For more information, contact employee.engagement@edelman.com.
Three key actions to build trust
Use storytelling to demonstrate
integrity in action
Employees with
employees
Employees with
world
Employees with
company
Encourage a culture of inclusive
management
Leverage employees ambassadors
strategically where they have
credibility
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10. © Edelman Employee Engagement Practice, 2013. All rights reserved.
For more information, contact employee.engagement@edelman.com.
Use storytelling to demonstrate
integrity in actionEmployees with
company
• Pair key messages with key
stories from leaders’ actual
experiences
• Coach executives to mine
their professional lives for
anecdotes that demonstrate
what company strategy,
values and culture mean to
them
• Storytelling on ethics,
compliance and integrity
reinforces culture without
lecturing
Storytelling prompts
Talk about a situation where you
were faced with a difficult decision and
used your values to make a choice.
Describe a time your parents taught
you the meaning of an important
value.
Tell us about one of your role models
and something specific they did to
earn your respect.
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11. © Edelman Employee Engagement Practice, 2013. All rights reserved.
For more information, contact employee.engagement@edelman.com.
Encourage a culture of inclusive
management
• Invite a variety of voices to the decision-making table and listen to them
• Allow employees to have a say in decisions that affect them
• Regularly monitor employee sentiments internally and externally
(Yammer, online focus groups, employee user groups, job-rating rates
• When possible, act on feedback
Employees with
employees
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12. © Edelman Employee Engagement Practice, 2013. All rights reserved.
For more information, contact employee.engagement@edelman.com.
Leverage employee ambassadors
strategically where they have
credibility
• Tap employees as ambassadors on their company experience, benefits
programs, culture and working conditions
• Leverage employees in recruiting; enlist volunteers to interact with
candidates via the company’s digital and social channels
• Showcase the “people behind the products” for innovation storytelling
Employees with
world
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13. © Edelman Employee Engagement Practice, 2013. All rights reserved.
For more information, contact employee.engagement@edelman.com.
Edelman’s Employee Engagement Practice helps companies
create employee connections that deepen engagement, increase trust
and accelerate business performance.
Contact us: employee.engagement@edelman.com
On the web: ee.edelman.com
Complete information on the Trust Barometer: trust.edelman.com
For more information
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