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P e r fo r m a n ce
DRIVE ENGAGEMENT WITH
EMPLOYEE SURVEYS
Despite a growing business climate of unprecedented
perks and engagement studies, an alarming 84% of
senior leaders say disengaged employees are one of
the three biggest threats facing their business.
According to Gallup’s 2013 State of the
Global Workforce study, only
%
of employees worldwide are
engaged at work.
13
13%
63
24%
24
% of employees
are disengaged
• lack motivation
• are less likely to invest in
organizational goals or outcomes
% are actively
disengaged
• unhappy
• unproductive
• liable to spread negativity
63%
Aon Hewitt reports that of the following engagement drivers, on a global scale ONLY:
54
%
52
%
49
%
47
%
44
%
55
%
of employees view their senior leadership favorably
of employees know what their organization wants to be famous for in the job market
think their company is effective at communication
think they have good advancement opportunities
think they are paid fairly
say they have the tools and resources they need to be productive
WHAT
WOULD YOUR
EMPLOYEES SAY?
And how could you use that information to create positive change
that fosters the type of engagement that drives performance?
Consider implementing the following types of surveys to find out.
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VALUES, VISION, MISSION SURVEYS
84
62
%
%
Only
of corporate leaders believe
that HALF of their employees
could tell you what it is.
of organizations
have a mission
statement in place.
Having a clear mission is a key driver of engagement.
Employees at firms with clear mission and
follow-through are:
2x
Do they know what the
organization ultimately
wants to become?
2x
as likely to want to stay with
their current employer
3x
Do they know how their
job impacts the success of
the company?
3x
more likely to have very good
or excellent job satisfaction
Do your employees know
what values are important
for the long-term success
of the business?
LEADERSHIP
AND
COMMUNICATION SURVEYS
The top two factors contributing to an
increase of employee engagement
within organizations are individual
supervisors (85%) and amount of
employee communication (81%).
Do your employees believe
the senior leaders of your
organization know what
they are doing?
Companies with the most effective
employee communication experience
higher
shareholder
returns.
Do they have confidence
in their immediate
supervisors?
47
%
Do they feel that
information and
knowledge are shared
openly within the
organization?
TRAINING
AND
DEVELOPMENT
SURVEYS
Would your
employees say they
receive effective
training?
Almost two-thirds of all employees are
33% as productive as they could be
because they don’t understand what they
are being asked to do.
Do they believe they
have adequate
opportunities for
professional growth?
This affects productivity, customer
satisfaction and retention as 41% of
employees at companies with inadequate
training programs plan to leave within
a year.
Would they say they
are provided clear
goals to work
toward?
JOB AND RESOURCES
SURVEYS
The Hay Group
Insight’s employee
effectiveness
framework reports
that high levels of
engagement with
enablement lead to
greater employee
productivity, more loyal
customers and stronger
financial performance.
If engaged employees are not enabled, around
1/3 of the workforce is likely to be
making plans to leave.
COMPENSATION
AND BENEFITS
SURVEYS
After years of recession-driven
frozen wages, small pay increases
and trimmed down benefits, U.S.
employees rate compensation/pay
as the top contributor to overall
employee job satisfaction
according to a 2014 SHRM
research report.
Would your employees be
able to say how their job
impacts the company, your
customers and the world?
Would your employees say
they have the resources
needed to do their job
well?
Would they say they have
the authority to carry out
the responsibilities
assigned to them?
Would your
employees say
they are paid
fairly for the work
they do?
Would they say
their total
compensation is
fair and
competitive?
Would they say they
are satisfied with
their benefits
package?
RECOGNITION
AND
PERFORMANCE
SURVEYS
Career opportunities and
managing performance are
the top two drivers of employee
engagement in North America.
2x
Organizations with
reward and talent
management
programs that
support their
business goals are
more than twice as
likely to be
high-performing
companies.
Would your employees say
they receive praise and
recognition when they do
a good job?
Would they agree that
people are held
accountable for achieving
goals and meeting
expectations?
Drive engagement and performance in
your organization with Paycom Surveys.
We offer a powerful research tool to ask
the questions we’ve discussed throughout
this infographic. A library of survey
templates as well as an intuitive survey
builder can help you not only to
implement surveys simply and quickly, but
analyze results by the demographics of
your workforce. By having your survey
tool built into your HR technology, you
own the data and can view statistics and trends to compare how your
results change over time. Learn more about surveying for performance with
this whitepaper.
SURVEYS
Paycom is the only HR technology provider with a single database
end-to-end product providing solutions for Talent Acquisition, Time
and Labor Management, Payroll, Talent Management and HR
Management all in one application. Learn more at paycom.com.
Sources:
“Re-engaging with engagement.” The Economist. 2010. Web. 22 July, 2014.
Crabtree, Steve, “State of the Global Workplace: Employee Engagement Insights for Business Leaders Worldwide.” Gallup. 8 Oct., 2013. Web. 22 July, 2014.
“2013 Trends in Global Employee Engagement.” AonHewitt. May 2013. Web. 22 July, 2014.
“Are you missing something? Engaging and enabling employees for success.” HayGroup. n.d. Web. 22 July, 2014.
“Secret Mission?” Institute for Corporate Productivity. 10 Sept., 2008. Web. 22 July, 2014.
“Employee Engagement Survey.” IABC Research Foundation/Buck Consultant. June 2011. Web. 3 Feb., 2015.
“Capitalizing on Effective Communication.” Towers Watson. 21 Dec., 2009. Web. 3 Feb., 2015.
American Society for Training and Development. 2003.
The Staff of the Corporate Executive Board, “Align Employees with the Corporate Strategy.” Bloomberg Business. 05 March, 2010. Web. 3 Feb., 2015.
“2013 Trends in Global Employee Engagement.” AonHewitt. 2013. Web. 3 Feb., 2015.
Miller, Stephen, “Why Pay is Driving Employee Satisfaction.” SHRM. 12 May, 2014. Web. 22 July, 2014
“The 2011/2012 Talent Management and Rewards Study, North America.” Towers Watson. November 2011. Web. 3 Feb., 2015.
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