Harnessing employee engagement |
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Hewitt has conducted the Best Employers in Asia study
through 9/11 (our first study results were published a few
days before this tragedy which changed the world), through
SARS - many of our award events were cancelled in 2003
when SARS rampaged its way through Asia, in 2005 when
Asia was still recovering from the tsunami, and in 2007
when the sub prime problem was just starting to bubble. |
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We continue to run these studies during both
turbulent and good times because that is the
reality of the world today. There is always
something happening; for corporations,
change is just part of everyday business today.
You may be concerned about whether the crisis will
lower the confidence of your employees and potentially
their engagement level.
In these uncertain times, perhaps more than ever,
employers need to stay focussed on harnessing that extra
effort that engaged employees deliver. It is this extra
effort that could well make the difference to whether your
business rides and survives this downturn or not.
Understanding what drives employee behavior
during these economically difficult times is critical to
business success.
Hewitt data shows that engagement is not necessarily
significantly impacted by turbulent times and change and
that Best Employers build sustainable businesses that
survive change. They might have dips in engagement
levels, but they work through those dips and come out
stronger on the other end.
A couple of quick facts:
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In a review of 38 financial services organizations,
Hewitt found that there was no significant difference
between pre and post June 2007 engagement levels.
(This data is current as at October 1, 2008). The
average change in engagement was zero, and most
changes were between + and - 5 points. |
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Looking at a small sample of repeat participants
in Best Employers who have just completed their
surveys for the 2009 study, there is no negative
change in engagement levels among employees; and
in fact in more than half the cases, it has increased
marginally. |
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A review of organizations which have gone through
significant transformations showed that engagement
scores typically drop 4 to 8 points from one survey
cycle to the next, with many of our clients viewing
the transition journey to be a 2-3 year process where
engagement scores might be down over two survey
cycles before turning positive. |
Organizations which continue to monitor employee
engagement during good and bad times are often those
which manage transition well, and are able to redefine
the employment relationship in terms of what it is like to
work at that company given the changes.
These organizations are able to articulate what
they expect from employees in light of the changes and
employees also know what to expect from the company. |
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| For further information on the Hewitt Best Employers in Asia 2009 study, contact
jo.reinhard@hewitt.com or go to www.hewitt.com/bestemployers |
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 As a leader, how are you
approaching your new role?
SMITA: It's interesting. If you had asked me
this question two months ago, I would have
said the same thing then as I will say now,
even though the overall business climate is so
volatile right now.
Within Hewitt, I am challenging our
associates to implement fresh approaches that
deliver value in their client engagements. As
I said earlier, this involves delivering what we
do even better, but also means taking ideas
and best practices from our consulting services
globally, for example, and tailoring them to
the specific needs of clients in our markets
regionally.
We are also considering what our clients
need now to help them through the current
business challenges. I predict that Asia Pacific
markets will likely not experience as large an
impact compared to what is occurring in the US
and Europe, for example. Time will tell.
That said, there are many strategies
and actions that organizations in the region
should be considering now, and implementing
immediately. |
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What stays the same, despite (or perhaps,
because of) the economic challenges, are key
issues we have seen growing over time: a
significant war for talent, the ever-increasing
complexities of the internal HR functions and
the vice presidents' or managers' roles which
are also under pressure to do more for less, and
the critical importance of linking HR into the
organization's business strategies.
These are only a few of the big challenges.
And there are certainly others, such as HR
issues around M&A, corporate transformation,
retirement and benefits, and employee
engagement.
What's next?
SMITA: I'm very proud of Hewitt's
unique and distinct culture. What
defines our delivery of services really
is how we deliver these services and
products, and the value we bring to
the impact that HR can have within
their organizations.
It really is a gift to be given the
opportunity to help guide and mold
these services to create even
greater value. |
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Hewitt Quarterly Asia Pacific
is made possible through the combined skills and experience of Hewitt consultants from across the Asia-Pacific region.
For further information please contact:
Hewitt Associates
2601-05 Shell Tower
Times Square
Causeway Bay
Hong Kong
Tel: (852) 2877-8600
Fax: (852) 2877-2701
editor-hqap@hewitt.com |
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