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Survey and Research Data

Doing a fair share of the work

A UK survey concerning employee development which was carried out by "Investors in People" revealed that in all sizes of organisation half of employees reported working directly with someone who failed to do their fair share of work. Almost 4 out of 10 managers also complained about colleagues not pulling their weight. However action did not appear to be being taken with 40% of employees reporting that their employer did not take any action to address this issue. Staff cited that working longer hours and feeling undervalued were amongst the most damaging issues they coped with, and that this in turn led to decisions to begin looking for a new job.[14]

Employee Development and new challenges

A survey by specialist recruitment company Hays NZ, found that of 450 respondents 36.9 % chose new challenges as the main reason to consider changing jobs. The 10 most common reasons for changing jobs, in order of importance, reported were:

  1. Seeking new challenges
  2. Lack of career progression
  3. Poor management
  4. Salary
  5. Lack of training or development opportunities
  6. Seeking to specialise in a particular field
  7. Travel time too great
  8. Poor work/life balance
  9. Office politics
  10. Too much stress

When looking for a new job, respondents cited the 10 most important considerations, in order of importance were:

  1.  The company's vision, values and culture
  2. Job security
  3. Project-based learning or formal training
  4. Work/life balance
  5. Engagement with the work undertaken
  6. Salary
  7. Hours of work
  8. Closeness to where you live
  9. Benefits
  10. Holiday allocation [15]

Coaching has positive effect on bottom line

A Chartered Institute of Personnel and Development (CPID) survey of 500 UK employers found that 93% aspired to create a coaching culture and more than half planned to increase coaching activities. The need for coaching was motivated by a number of factors such as rapid organisational rates of change and shortages of capable leaders; however the survey indicated that the strongest driver reported was the need to improve business performance with 92% of managers believing that coaching had a positive effect on the organisation's bottom line. [16]

Employee internships essential for meeting career goals

The following summarises the findings from a 2005 WetFeet survey involving 2,653 US students connected with internship programmes.

  • Internship offers at top-tier universities increased by 18% for undergraduates, and 11% for MBA students compared to 2004.
  • 79% believed that a good internship experience was essential for meeting their long-term career goals, up from 76% in 2004.
  • Average salary offers for internships were;
  • Undergraduates, US$ 638 per week;
  • MBA students, US$ 1,473 per week.
  • Some 20% of interns were unpaid, however most earned college credits for their work.
  • Interns were usually put to work alongside full-time staff professionals.>
  • Some 39% of all graduating seniors and 61% of MBA graduates received offers for full-time employment in 2005, commonly from the companies where they had worked as interns.
  • However, 51% declined offers mostly because of a better offer from another company.[17]

Employee Engagement increases total return to shareholders

A UK Watson Wyatt survey "Connecting Organisational Communication to Financial Performance" found that a significant improvement in communication effectiveness (engagement) was associated with a 29.5% increase in market value and that companies with the highest levels of effective communication experienced a 26% total return to shareholders from 1998 to 2002, compared to a 15% return experienced by firms that communicate least effectively'. Effective communications create engaged employees, creating loyal customers who in turn create bigger profits. It was also found that organisations which communicate effectively were more likely to report employee turnover rates below or significantly below those of their industry peers. [18]

Employee engagement associated with high shareholder returns

Hewitt Associates consulting data base which was derived from studying the operation of some 1,500 U.S. businesses demonstrated a strong positive relationship between employee engagement and organisational performance as follows:

  • Organisations with engagement scores of 60% or higher produced an average 5 year total shareholder return (TSR) greater than 25%
  • Those having scores between 40 to 60% had 9% average TSR, and those with scores below 40% showed an average TSR of 3.4%.

Similar results have been shown for the strong positive relationship between employee engagement and return on assets, market-to-book ratio, customer retention and operating performance (operating income-to-assets ratio), not to mention the strong relationship to other people-related measures, such as retention and absenteeism, which directly impact productivity. [2]

Employee engagement and double digit growth

The following data reports on the relationship between employee engagement, employee attitudes and double-digit growth (DDG) i.e. organisations having 5 year compound average revenue growth of 10% or more.

  1. Employees of DDG organisations are: 
    • 17% more likely to say they have a good understanding of their company's goals;
    • 18% more likely to say they have a clear understanding of their role in the company's success;
    • 12% more likely to say they have the information and empowerment to do their jobs;
    • 28% more likely to have confidence in their employer's future business direction;
    • 13% more likely to trust their senior leader.
  2. Regarding training and development they are:
    • 18% more likely to feel there are sufficient opportunities to obtain the skills necessary for advancement;
  3. Such employees speak highly of the organisations with:
    • 24% calling it an exceptional place to work;
    • 14% report trust and mutual respect among colleagues;

DG companies have 39% more employees who are highly engaged. [2]


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