FACTS & STATS
Employee engagement
A survey by careers website Graduate Propsects finds that today's graduates aren't all that motivated by money. They're more inclined to seize jobs that stimulate them and provide further career opportunities. Sixteen percent say they are drawn to organizations that offer opportunity for advancement; 13% say they're attracted to the location of their jobs, and 7% say they're interested in organizations that provide good training. Only 6% said they were lured by salary.
The Corporate Executive Board’s 2004 study of 50,000 individuals worldwide established that employees who feel more engaged and connected are 20% more productive than the average employee. During economic downturns, the productivity gap is even greater between employees who feel connected and those who don’t.
In the United Stated, the cost to the bottom line of disengaged employees is more than $300 billion per annum in lost productivity alone – Gallup Organization.
High-engagement firms in Canada experienced an earnings-per-share (EPS) growth rate of 28% compared to an 11.2% decline for low-engagement firms – Towers Watson.
High engagement impacts the profitability of the organization through lower turnover of employees, lower absenteeism, higher productivity and stronger customer relationship. Turnover has been found to cost up to the equivalence of 18 months of their salary for professional employees. This does not include indirect costs such as absenteeism or the effect of a discouraged or disgruntled worker on co-worker productivity.
2007/2008 employee engagement survey shows that senior leadership and direct supervisors are the key drivers of employee engagement – Melcrum.
Research generally shows that 75% of employees in organizations are not engaged in their jobs. Approximately 15 to 20% of this group is so disengaged that they work against the organization’s interests.
Corporate culture
The performance of Canada’s 10 Most Admired Corporate Cultures of 2009, in terms of three-year compounded annual revenue growth, has significantly outpaced the S&P/TSX by an average of over 300 percent, or 3 times - Waterstone Human Capital.
Companies with strong adaptive cultures based on shared values outperformed other companies by approximately four times – Corporate Culture and Performance, Kotter and Heskett.
A survey in 2000 found a positive correlation between effective corporate culture programs and employee productivity and loyalty – The Hudson Institute.
Coaching
A study of 100 executives, mostly from Fortune 1000 companies, the company’s investments in providing coaching to its executives realized an average ROI of almost six times the cost of coaching – Manchester Consulting Group.
Benefits of executive coaching to a company include: increased productivity; improved focus on quality; enhanced customer service; retention of executives who received coaching and improved bottom-line profitability.
According to a study performed by the American Management Association in conjunction with the Institute for Corporate Productivity, companies are turning to coaching to help develop a new generation of business leaders to replace retiring baby boomers.
Approximately 45% of Canadians felt that they didn't have the degree of control over their stress levels that they would like - 2006 Canada Speaks online public opinion poll The number of Canadians reporting stress had increased by 30% in one year - Canadian Mental Health Association report (58th annual national mental health week) Major causes of stress: finances (44%) and work (37%) - 2006 Canada Speaks online public opinion poll
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