In the News
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"Failure to Manage and Retain Key Employees Negatively Affecting Corporations’ Bottom Line"
Yahoo! Finance
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The Gauge: Employee Engagement Blog
If the last fifteen years are any indication, I see the latest economic turmoil panning out in one of two ways – we could be replaying scenes from 1998, or re-living September 2008. Read More »
Trends
What is the current state of Employee Engagement?
In Q1 2012, discretionary effort rose 0.9% quarter over quarter, setting another four-year high at 19.9%. Global intent to stay, on the other hand, dipped slightly by 0.5%. Intent to stay levels had been rising for five consecutive quarters up to Q1 2012.
Intent to Stay - measured by intent to look for a new job within a year, frequent thoughts of quitting, and job search activity.
Discretionary Effort - measured by helping others with heavy workloads, volunteering for additional duties, and looking for ways to perform the job more effectively.
Data Analysis
Employee Engagement Trends Report: Q1 2012
Data Insight
View engagement levels for Q1 2012 by region, function, and industry.
Employee Engagement Trends Report: Q4 2011
Data Insight
View engagement levels for Q4 2011 by region, function, and industry.
Employee Engagement Trends Report: Q3 2011
Data Insight
View engagement levels for Q3 2011 by region, function, and industry. Download
Employee Engagement Trends Report: Q2 2011
Data Insight
View engagement levels for Q2 2011 by region, function, and industry.
Case Studies
Samples from CLC's library of 500+ best practice case studies
Creating Realizable Career Paths
Case Study
A global insurance company ensures employees’ career options are realistically achievable to foster retention and engagement.
Soliciting Employee Ideas Using Technology
Case Study
A financial firm based in Europe engages employees with an employee-driven, visible ideas portal.
Build Manager Awareness on Retention
Case Study
Novartis creates a retention risk assessment for line-managers to evaluate engagement of key employees.
Latest Statistics
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21% premium needed to lure job candidates who feel EVP is unattractive
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5% of companies believe they excel at executing pay systems
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11% more effort exhibited by employees with favorable pay perceptions
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15% of leaders effectively manage across geographies
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40% of performance improvements stem from employee attitudes and behaviors
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45% of employees think their managers are effective at employee development
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50% greater likelihood of success among leaders with right leadership skills
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87% of executives only measure present perceptions of engagement
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20% of executives believe that current engagement initiatives are driving business outcomes
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70% of executives agree that engagement is critical to achieving business objectives