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Employee Engagement Statistics and Trends

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Employee Engagement Statistics and TrendsStatistics and TrendsNumerous research sources show your human capital investment is in the range of 65-85% of your total investment as an organization. If youre outlaying that much of your financial resources as business, it follows you will want to get the most possible return on that investment.A recent Towers Watson survey indicated that nearly twothirds of U.S. employees are not fully engaged in their work and are less productive as a result. In response to survey results like this, executives exhort managers to spend even more time with their employees.When employees are engaged, they exhibit many more specific engagement traits including a willingness to put in a great deal of extra effort, increased loyalty, a greater willingness to recommend their company as an employer of choice, efforts to inspire others in the company through concrete comments and actions, and similar outcomes compared to other employees.

The Council on Financial Competition estimates it costs 5 to 10 times as much to attract a new customer as it does to keep an existing one.Columbia University studies show that replacing a lost employeecosts 150% or more of that employees salary.90% of companies in North America have some kind of recognition effort in place, but % of employees say they dont feel engaged. Thats primarily due to organizations failing to align their program with their companys core mission and values. Investment in technology for recognition providers is key. Sophisticated reporting functionality, in-depth analytics, even event reminders that prompt managers to acknowledge achievements raise the effectiveness of recognition spend.

Statistics and TrendsA recent Gallup poll revealed that more than 71 percent of Americans aren't engaged at their jobs. Of survey respondents who were engaged, 74 percent said they looked forward to going to work every dayResearch shows engaged employees are more enthusiastic, loyal, productive and tend to become high-potential employees.

The Engagement ImpactThe Engagement EvolutionThe old way:

Focus on job satisfaction, performance reviews, salary/bonusesOutdated talent development/recognition models (service awards, etc.) Expectations that employees are happy just to have a job

The new way:

Instill passion from the top downEmpower employees, give them a voiceDevelop an emotional commitment with your organizationRecognition through differentiated rewards, opportunities for growth, feedback from managerBrand/Company objective alignmentWork/life balanceAn emergent and working condition as a positive cognitive, emotional and behavioral state directed toward organizational outcomes. -Shuck & Wollard, 2009Engagement Starts at the TopCEOs need to understand the impact of engagement on retention, productivity and profitabilityCEO should also mean Chief Engagement OfficerEmployees not only want to be led, but they want to be led by a passionate leader who values his employeesYour ability to transfer your passion to your employees is the essence of being a great leaderMistakes affect bottom line (assuming high-potential employees are happy employees, loss of focus on wider needs of organization and employees, lack of commitment to long-term engagement practices)Great leaders understand that the root cause of failure in long-term organizational performance is a failure to learn how to lead and motivate people. Managing and leading are two different things.

Top Engagement DriversQuality of life Work/JobCompany practices PeopleOpportunities Total rewards

Why USM?

Transparent cost model Cost-effective model (BOR v. BOI)Most award winning in industryMore catalog choices (v. typical warehouse model)Majority of company is CRP certified Unraveled travel experienceAward-winning creative design with full agency capabilities in-houseVirtual solutions Recognition Resource CenterUnique awardsvirtual offering (gift cards, MP3s, charities)Innovative enhancements: In-Store Pickup, Mobile app

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