employee engagement and the generations report

Transcription

1 employee engagement and the generations a report

2 The Changing Workplace This summer the San Francisco 49ers announced they are changing the structure of their meetings to cater to. The football franchise is doing it to help maximize effectiveness and performance from their team. There is plenty of science and research to support the decision. The Engagement Times Niners Change Meeting Structure SHARE TWEET by: Albert Brock June 23rd, 2015 Despite what the science and research indicates, the public outcry was focused on Millennial entitlement, lack of focus, poor work ethic, and the need to stay attached to their devices. It was the rekindling of the disparagement and discrimination that the youngest employees in our workplace have faced for nearly a decade. But are these stereotypes true? Keep reading... we have the data from our U.S. Workforce Study to answer these questions. 2

3 About the Study Every six months, Modern Survey conducts a study of the U.S. Workforce and its level of employee engagement. The 2,000 respondents in the study are 18+ years-old, employed full-time, and work for organizations with 100 or more employees. This report summarizes the results for the three largest generations in the workplace: (born after 1980) Generation X (born between ) Baby (born between ) 3

4 Fun in the Workplace For nearly three-quarters of, work hasn t become work yet. They are far more likely to be having fun there. Where I work, we have fun together.* Percent Favorable 72% 66% 59% 40% 50% 60% 70% 80% 4

5 Work/Life Balance Baby are more challenged balancing work and their personal lives. Despite being in the middle of life with the stresses of families and mortgages, employees responded similar to. You can be successful in my company/organization while maintaining a healthy balance between work and personal life.* Percent Favorable 66% 63% 57% 40% 50% 60% 70% 80% 5

6 Corporate Social Responsibility Corporate Social Responsibility is not just for younger workers. Yes, it is more important for, but it turns out that the three generations are closer than conventional wisdom suggests. It is important to me to work for a company/ organization that is socially responsible.* Percent Favorable 67% 59% 58% 40% 50% 60% 70% 80% 6

7 Social Media Activity As social becomes the way organizations communicate, many Baby are not ready to participate. Almost half of follow their organization s social media while only one of four Baby are following their organization. I do not follow my company s/organization s social media activity.* Percent Favorable 51% 60% 74% 40% 50% 60% 70% 80% 7

8 Trust in Leadership are more likely to trust both their direct managers and their senior leadership team. Part of the reason might be that newer employees receive more training and feedback from leadership. I trust my company s/organization s senior management.* I trust my direct manager.* Trust senior leadership Trust direct manager 55% 71% 47% 65% 43% 64% 8

9 Employee Engagement em ploy ee en gage ment - def: Engagement is the degree to which employees are psychologically invested in the organization and motivated to contribute to its success. When employees are fully engaged it results in discretionary effort toward attaining organizational goals. Is it a myth or reality that cannot be engaged or lack the work ethic and commitment of older workers? 9

10 Spring 2015 Engagement Levels The most recent results from Modern Survey s U.S. Workforce Study shows the three largest generations in the workplace with almost identical engagement levels. Disengaged Under Engaged Moderately Engaged Fully Engaged 14% 22% 33% 32% 14% 24% 28% 34% 13% 23% 28% 36% 0% 10% 20% 30% 40% 10

11 Engagement Levels 2010 through 2015 Since 2010, however, have been the most likely employees to be Fully Engaged. Disengaged Under Engaged Moderately Engaged Fully Engaged 25% 15% 26% 33% 26% 12% 27% 35% 26% 12% 24% 38% 0% 10% 20% 30% 40% 11

12 2015 Engagement Item Extra Effort report they are more likely to go beyond their job duties to help the company succeed. My company/organization inspires me to go above and beyond my normal job duties to help the company succeed.* Percent Favorable 60% 55% 54% 40% 50% 60% 70% 80% 12

13 2015 Engagement Item Willing to Refer are more likely to recommend their organization. With how powerful social media can be and how frequently use it, leaders must pay attention to their youngest employees willingness to refer. I often recommend my company/organization to others as a great place to work.* Percent Favorable 59% 51% 47% 40% 50% 60% 70% 80% 13

14 2015 Engagement Item Promising Future It makes sense that younger employees feel their future is brighter. They likely see many different career paths in front of them. Few doors have been shut on their potential. There is a promising future for me at my company/ organization.* Percent Favorable 57% 50% 44% 40% 50% 60% 70% 80% 14

15 2015 Engagement Item Pride Of the five employee engagement index items, Pride is the one where the three generations are most balanced. I take pride working for my company/organization.* Percent Favorable 70% 69% 70% 40% 50% 60% 70% 80% 15

16 2015 Engagement Item Intent to Stay While are more favorable on three of the five engagement index items, it is Intent to Stay that levels the field between the three generations. Baby are slightly more likely to stay than ers and far more likely than... I intend to be working for my company/organization for a long time.* Percent Favorable 55% 61% 65% 40% 50% 60% 70% 80% 16

17 Currently Looking In fact, are far more likely to be actively searching for their next employer with over a third actively searching for their next opportunity. ers, at 30%, are surprisingly high too. I am currently looking for a job at a different company/ organization.* Percent Agreeing 36% 30% 19% 0% 10% 20% 30% 40% 17

18 How Long Will They Stay? Stage of life matters. For younger employees a long time might be a couple of years or less. For many Baby retirement is on the horizon and despite 30% of ers looking to leave their organization, they are on average likely to stay the longest. How much longer do you intend to be working for your current company/organization? Average # of Years

19 Top Drivers of Engagement Many managers of often say their youngest employees are difficult to engage and are motivated by different things. This research debunks that myth. The top two drivers of engagement are exactly the same for each of the three generations. Baby 1. Confidence in Future of Company 2. Can Grow and Develop 3. Company Treats Employees Well 4. Feeling of Personal Accomplishment 5. Company Headed in Right Direction 6. Values Guide How People Behave Generation X 1. Confidence in Future of Company 2. Can Grow and Develop 3. Senior Management Interested in Well- Being 4. Feeling of Personal Accomplishment 5. Company Treats Employees Well 6. Total Compensation is Competitive Confidence in Future of Company 2. Can Grow and Develop 3. Values Guide How People Behave 4. Company Treats Employees Well 5. Use Customer Feedback to Make Improvements 6. Employees Participate in Decisions

20 Summary Organizations are going to need to provide development opportunities in order to retain this group of employees. They will also need more frequent feedback than more tenured employees. Generation X Stuck in the middle and with at least 20 years left in their careers, these employees are searching for their next opportunity in remarkably high numbers. Many are looking for the employer where they can establish their legacy. Baby It is clear from the data that Baby largely feel forgotten or ignored. They are often highly capable performers, but are not getting recognized for their work and don t feel they have career development opportunities that younger workers are getting. Thus, their desire to give extra effort has waned. While it is interesting to look at this information and draw conclusions about groups of people, the most powerful tool for motivating and retaining employees is going to be one on one conversations with each employee about where they are in their lives as well as their careers and what they want and need from work. 20

21 Solution Modern Survey has developed a guide to facilitate that discussion. It is designed to help leaders discover each direct report s engagement preferences. To request a copy of this guide, please go to www. modernsurvey.com/contact and ask for the Engagement Preferences Guide. 21

22 About Modern Survey Modern Survey measures workforce intensity -- that fire in your company s belly that makes all things possible. Our human capital measurement software combines feedback, benchmarks, and data from enterprise systems to elucidate the correlation between employee performance and company success. We analyze the stuff your talentmanagement system can t -- so that you know what to do next. To learn more about our twice annual study of the U.S. Workforce, please go to or contact us at: ask@modernsurvey.com