Employee Engagement - How to Achieve it HRM Network - Ottawa Government

1. Employee Engagement – How to Achieve It
TalentMap © 2012
Confidential.

2. 2
TalentMap © 2012
Confidential.

3. TalentMap Clients (Partial List)
Award Programs Technology & Engineering Finance
Industry
Health Sciences
3

4. Benefit of Employee Engagement 4
Engaged
Employees
Engaged &
Loyal Customers,
Stakeholders, Clients, Citizens
Goals
Outcomes
Centre of Excellence
for Evaluation (CEE)

5. Satisfaction is Not the Same as Engagement
ENGAGED
EMPLOYEES
feel a sense of:
Focus
Urgency
Intensity
Enthusiasm
Persistence
Adaptability
The focus is on
desiring to “give”
5

6. Engagement Defined: A State of Being
Employee engagement is a ‘state’
A psychological state you can influence
Logical component (head)
Emotional component (heart)
Behavioural component (hands)
6
TalentMap © 2012
Confidential.

7. Engagement: A Working Definition
Heart Hands
Logical Emotional Behavioural
Head
Employee engagement describes the way employees show a
logical and emotional commitment to their work, team, and
organization which in turn drives their
discretionary effort.
7
Career & Financial
Goals Achieved
Values Align with Peers,
Management and Leaders
Discretionary
Effort
TalentMap © 2012
Confidential.

8. At Your Organization
Engagement definitions can change
Start with something and help it evolve
Driven by your business strategy
Bake it into your organization
Build awareness among your executive
Recruitment messages (EVP)
Onboarding of employees
Performance management
Leadership development
8
TalentMap © 2012
Confidential.

9. Determine the Drivers of Engagement
Run a
key driver
analysis
9
TalentMap © 2012
Confidential.
1. Prepare for
Action
2. Develop
Questionnaire
3. Pre-survey
Communication
4. Deploy Survey
5. Analyze,
Interpret &
Report
6. Discuss, Clarify
& Plan
7. Communicate &
Act

10. #2 Innovation
#1 Teamwork
#3 Professional
Growth
Employee
Engagement
Typical Key Driver Analysis Output 10
Employee
Engagement
Innovation
Customer
Focus
Information &
Communication
Teamwork
Work/life
Balance
Performance
Feedback
Professional
Growth
Work
Environment
Compensation
Senior LeadershipOrganizational VisionImmediate Management

11. TalentMap © 2012
Confidential.
If the change in one
variable affects a change
in the other variable, then
these variables are said
to be correlated.
Key Driver Analysis
Size of
Coefficient
General Interpretation
of Relationship
0.8 to 1.0 Very Strong
0.6 to 0.8 Strong
0.4 to 0.6 Moderate
0.2 to 0.4 Weak
0.0 to 0.2 Very Weak to No
Relationship
11
Engagement
Teamwork
15
1 5
Engagement15
Engagement15
Engagement15
Innovation1 5 Compensation1 5
Teamwork1 5Work life

12. TalentMap’s Core Benchmarks 12
NAME DESCRIPTION
# COMPANIES /
SURVEYS
# RESPONDENTS
Overall All Companies 479 116,101
Small Size – <250 employees 340 11,627
Medium Size – 250-999 employees 56 19,312
Large Size – 1,000+ employees 67 52,013
Healthcare Centres Healthcare Centres (Ontario) 34 5,437
Healthcare Primary Hospitals; Health Administration 70 13,552
Western Province – MB, SK, AB, BC 332 46,017
Public Public Sector Orgs (Gov’t) 40 14,321
Top 10 Top 10 overall engagement scores 16 2,303
# COMPANIES / SURVEYS refers to the number of unique surveys included in the benchmark; regardless of
the number of times they have surveyed.
# RESPONDENTS refers to the number of individual responses included in the benchmark. Given that
companies may be included more than once, individuals may be included in the benchmark more than once.
StandardOfferings

13. Benchmark Scores Compared 13
Low end = 30% favourable High end = 90% favourable
OVERALL SMALL MEDIUM LARGE
HC
CENTERS
HC
PRIMARY
WESTERN PUBLIC TOP 10
ENGAGEMENT 72 74 69 67 77 58 70 74 86
COMPENSATION 53 56 51 48 52 41 54 54 65
WORK ENVIRONMENT 77 79 76 75 78 77 77 78 83
PERFORMANCE FEEDBACK 62 63 60 60 64 54 59 61 73
PROFESSIONAL GROWTH 70 71 69 67 75 68 70 71 78
WORK/LIFE BALANCE 58 59 57 57 59 51 57 58 64
INFORMATION &
COMMUNICATION
50 51 49 49 57 49 50 50 65
TEAMWORK 62 65 59 57 66 60 60 62 78
INNOVATION 66 67 64 62 72 64 65 67 80
CUSTOMER FOCUS 64 66 62 62 69 57 64 66 76
IMMEDIATE MANAGEMENT 73 75 73 69 74 67 71 73 82
SENIOR LEADERSHIP 61 64 59 55 66 45 56 60 80
ORGANIZATIONAL VISION 62 63 60 57 66 40 58 61 77

14. Point of Interest: Organizational Size
The question of organizational size and its link to employee
engagement is one that is at the core of engagement
research.
• the size of an organization can actually have a greater
impact on engagement scores than variables such as
industry and geographic location
According to the BC Public Survey Engagement model, “employees
who belong to large organizations tend to have more negative
perceptions on survey questions related to Respectful Environment,
Staffing Practices, Teamwork, Recognition and Physical Environment &
Tools than employees who belong to smaller organizations.”
14
TalentMap © 2012
Confidential.

15. Organizational Size
Based on the distribution of organizational size, the
following company sizes were used to compare
engagement scores:
Band 1; Small – Less than 250 employees
Band 2; Medium – 250 to 999 employees
Band 3; Large – At least 1,000 employees
15
TalentMap © 2012
Confidential.

16. Employee Group Size
Descriptive statistics are excellent tools to help us
summarize and explain characteristics of employee
engagement within each size group.
16
TalentMap © 2012
Confidential.
Size
Band
Average
Comp
Size
Number of
Companies
Number of
Employees
Engagement
%
Favourable
Score2
Small 95 340 11,627 75%
Medium 464 56 19,312 69%
Large 7,386 67 52,013 67%
2 % Favourable includes the combination of
respondents answering either ‘Agree’ or ‘Strongly
Agree’

17. Planning Around Company Size
Can see differences between the different sizes of
organizations in terms of employee engagement levels
Smaller organizations, on average, tend to score much
higher than organizations in both the medium and large size
bands. Why is this the case?
Increased involvement with senior leadership
Better (tighter) teamwork amongst staff
Better understand of individual employees’ contributions
This descriptive data can go a long way in helping
organizations plan realistically for their own engagement
initiatives
Now that we know the differences in scores, a clearer
understanding of what drives engagement can help
organizations focus their efforts
17
TalentMap © 2012
Confidential.

18. Key Engagement Drivers 18
TalentMap © 2012
Confidential.
Through TalentMap’s extensive research and consulting
experience, it has been demonstrated time and again that
professional growth is among the strongest drivers of
engagement.
However, does this relationship consistently hold true across
different sizes of organizations? Is the driver for engagement
similar for large as well as for small organizations?
Knowing which other workplace areas affect engagement
can help organizations focus and improve in the areas most
likely to have an effect on employee engagement.
Communications, strategic planning, and action planning can
be structured around fostering the areas of the workplace
that have the highest impact on engagement.

19. Top Drivers of Employee Engagement
The following table demonstrates the top three drivers of
engagement for each of the three sizes:
19
TalentMap © 2012
Confidential.
Size Band Driver #1 Driver #2 Driver #3
Small
Professional
Growth
Senior Leadership
Organizational
Vision
Medium
Professional
Growth
Organizational
Vision
Senior Leadership
Large
Professional
Growth
Organizational
Vision
Senior Leadership

20. Results
From these results, we can see that professional growth
remains the highest driver of engagement; even across
different sizes of organizations.
Typical items related to the measurement of professional
growth include challenging work activities, opportunities
to learn and grow professionally, and the ability to make
a positive impact at work.
While they appear in a slightly different order depending
on the organization’s size, both senior leadership and
organizational vision are consistently the 2nd and 3rd
strongest drivers of engagement across different
organization sizes.
20
TalentMap © 2012
Confidential.

21. Summary
• We can conclude that, while the engagement scores in terms
of descriptive statistics (i.e. % favourable scores) differ
between size bands, the workplace elements that appear to
drive overall engagement seem to remain consistent
regardless of an organization’s size.
Does organizational size impact employee engagement?
The answer is yes
• In terms of engagement scores
• But not so much in terms of engagement drivers
TalentMap will be conducting research on its internal benchmark
over the coming months and posting it to our website
www.talentmap.com
21
TalentMap © 2012
Confidential.

22. Thank you!
Sean Fitzpatrick
sfitzpatrick@talentmap.com
613-248-3417 x 500
twitter.com/talentmap
22
TalentMap © 2012
Confidential.