Employee Engagement: Leveraging the Science to Inspire Great Performance

The Conference Board of Canada, 142 pages, July 13, 2016
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Drawing on data from a survey of 400 Canadian employees and a 10-year longitudinal data base of engagement surveys, this report establishes The Conference Board of Canada’s Employee Engagement Model.

Document Highlights

The benefits of an engaged workforce are clear: increased productivity, decreased turnover, and improved business results. However, employee engagement has remained stubbornly low and relatively unchanged over the last five years. To optimize investments in scarce resources, it is important to understand engagement as a concept and the workplace factors that drive it.

Drawing on data from a survey of 400 Canadian employees and a 10-year longitudinal data base of engagement surveys, this report establishes The Conference Board of Canada's Employee Engagement Model—a set of seven workplace factors that most influence employee engagement. Organizations can use the findings and best practices drawn from case studies of organizations with highly engaged workforces to evaluate their own measurement instruments, interpret the results, and make decisions on investments in good workplace practices.

Table of Contents

Executive Summary

Chapter 1—Introduction

  • Purpose
  • Methodology

Chapter 2—What Is Employee Engagement?

  • Eighty Years of Employee Research
  • Job Satisfaction Is Not Engagement
  • From Concept to Measurement
  • The Conference Board of Canada’s Employee Engagement Model
  • Factors Have Different Strengths and Influence Engagement in Different Ways
  • Employee Engagement Surveys
  • Direct Measures of Employee Engagement
  • Key Findings

Chapter 3—Confidence in Senior Leadership

  • Trust in Senior Leadership
  • Clear Communication
  • Setting and Achieving Goals
  • Following Through on Commitments
  • A Clear Vision
  • Impact of Confidence in Senior Leadership
  • Management Practices That Build Confidence in Senior Leadership

Chapter 4—Relationship With Manager

  • Providing Constructive Feedback
  • Valuing Employees’ Opinions and Ideas
  • Including Employees in Decision-Making
  • Following Through on Commitments
  • Impact of Strong Manager Relationships
  • Management Practices That Engage Direct Reports

Chapter 5—Interesting and Challenging Work

  • Interesting Work
  • Variety
  • Challenging Work
  • Meaningful Work
  • Impact of Interesting and Challenging Work
  • Management Practices That Create Interesting and Challenging Work

Chapter 6—Professional and Personal Growth

  • Clear Career Path
  • Career Goals
  • Opportunity to Learn and Grow
  • Impact of Opportunities for Professional Growth
  • Management Practices That Nurture Professional and Personal Growth

Chapter 7—Acknowledgement and Recognition

  • Taken for Granted
  • Recognizing Contributions
  • Accomplishments Are Acknowledged
  • A Feeling of Appreciation
  • Impact of Acknowledgement and Recognition
  • Management Practices for Fostering a Culture of Recognition

Chapter 8—Relationships With Co-workers

  • Teamwork
  • Information Sharing
  • Where Personal Relationships With Co-workers Impact Engagement
  • Management Practices to Encourage Personal Relationships With Co-workers

Chapter 9—Autonomy

  • Controlling How Work Gets Done
  • Input in Setting Performance Objectives
  • Impact of Autonomy on Engagement
  • Management Practices to Encourage an Autonomous Working Environment

Chapter 10—Conclusion

Appendix A—Bibliography

Appendix B—Detailed Methodology

  • Employee Questionnaire
  • Sampling
  • Direct Measures of Engagement
  • Factor Modelling
  • Qualitative Interviews

Appendix C—Survey Respondent Profile

Appendix D—TalentMap Benchmark Respondent Profile

Appendix E—Detailed Employee Engagement Model

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