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A Global Barometer for Measuring Employee Engagement
The Conference Board, Dec 2009, Pages: 16
Employers are seeking clarity on whether there is an effective way to measure employee engagement and whether the same set of survey questions can be used from one country to another. The analyst surveyed employees from around the world to reexamine empirically all of the prominent measurements companies are currently employing, using a cross-cultural perspective. A robust measure of employee engagement can be constructed with just eight basic questions, termed The Conference Board Employee Engagement Barometer.
If employee engagement was important before the economic turmoil began, it is critical now. To remain competitive, companies know they need employees who are passionate about their jobs and want to go the extra mile. Companies must also work to ensure that high-performing employees will stay for the long term and not jump ship once the economy turns around.
There is a growing body of research to support what many human resource leaders have long maintained: employee engagement is closely tied to the bottom line. Recent studies have shown high correlations between employee engagement and:
- Productivity at the individual, departmental, and enterprise-wide levels - Company financial performance - Employee performance - Sales performance - Customer loyalty - Employee retention
What is less clear is exactly how companies can achieve greater levels of these business outcomes. Employee engagement often seems subjective. Many consulting firms provide companies with expertise on measuring and fostering engagement, but each has its own unique approach.
A 2006 review of the existing research on employee engagement conducted by The Conference Board found that while some consulting firms tend to focus on employees’ cognitive or rational connection to their work, others place the highest value on the emotional attachment to work. Still others included in the review argue that employee behavior is the most important element.
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