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Working Today: Understanding

What Drives Employee Engagement

The 2003 Towers Perrin Talent Report

U.S. REPORT

TABLE OF CONTENTS

EXECUTIVE SUMMARY

DEFINING ENGAGEMENT: WHAT IT LOOKS LIKE

Exhibit 1: Defining Employee Engagement

Exhibit 2: Current Employee Engagement

Exhibit 3: Engagement Across Job Levels

Exhibit 4: Engagement Across Industries

DRIVING ENGAGEMENT: WHAT IT TAKES

Exhibit 5: Top Drivers of Engagement: How Employees Rate

Their Companies Today

Exhibit 6: Employee Views About Leadership

Exhibit 7: Manager Effectiveness and the Impact on Engagement

Exhibit 8: Building More Challenge Into the Work Environment —

How Managers Are Doing

Exhibit 9: Employee Views About Company Performance

Exhibit 10: Trends in Employee Mobility

MEASURING ENGAGEMENT: WHY IT MATTERS

Exhibit 11: Linking Employee Engagement to Financial Performance

Exhibit 12: Engagement and Customer Focus

Exhibit 13: Engagement and Revenue Growth

Exhibit 14: Engagement and Cost of Goods Sold

Exhibit 15: Engagement and Turnover

ATTRACTION AND RETENTION: BUILDING THE RIGHT FOUNDATION

Exhibit 16: What It Takes to Attract, Retain and Engage

Exhibit 17: How Rewards Stack Up Overall

Exhibit 18: Employee Views of Pay and Benefits

Exhibit 19: How Employee Education Influences Views About

Health Care Benefits

PUTTING IT ALL TOGETHER: AN HR AGENDA FOR THE FUTURE

CONCLUSION

ABOUT THE SURVEY

The 2003 Towers Perrin Talent Report l 1

EXECUTIVE SUMMARY

If Alan Greenspan’s term “irrational exuberance” was the catchphrase of the late 90s’ boom,

“rational endurance” is today’s equivalent. According to Towers Perrin’s comprehensive study

of the workforce, that phrase accurately sums up the mood of employees today. Despite repeated

business and economic blows over the last two years, workers remain surprisingly resilient — even

resolute — in their focus on getting the job done.

Our 2003 talent study — completed in

April 2003 and representing the views

of more than 35,000 employees in U.S.

companies — updates and expands a

prior study completed just two years

earlier. (See page 33 for details about

the study and the respondent group.)

Thus it provides both a snapshot of

today’s workforce and a comparison of

how employees’ views have — and

haven’t — changed over one of the

most turbulent periods in recent times.

job and financial security. In addition,

our respondents agree their employers

have moved the needle slightly on some

aspects of the work environment that

matter to them, particularly around

creating a far more visible connection

between their day-to-day work and the

organization’s larger goals.

is the extent to which employees put

discretionary effort into their work, in

the form of extra time, brainpower and

energy. And by this measure, a much

more cautionary picture emerges from

our study.

RATIONAL ENDURANCE IS NOT

ENGAGEMENT

Tempting though it may be to view these

findings with relief, employers face real

risks in responding with either compla-

cency or inaction. Rational endurance

may be good enough to get an organi-

zation through a few difficult years. But

it will not yield the level of workforce

performance required for longer-term

success.

A key focus of our research was mea-

suring respondents’ level of engagement

in their work (see page 5). Just under

a fifth of our total respondent group —

a disturbingly small percentage — are

highly engaged, freely giving that extra

effort on an ongoing basis. An equal

number are disengaged, meaning they

probably have “checked out” from their

work, as so many employers fear. The

remainder — roughly two-thirds of our

sample — are “moderately” engaged

at best.

In a nutshell, we found that the events

of the last two years have not taken the

expected toll on employees’ work ethic

and desire to help their company suc-

ceed. We believe the reason has a lot

to do with enlightened self-interest. By

helping their companies, employees are

presumably trying to preserve their own

Why? Because, as our data clearly show,

rational endurance does not allow much

room for true engagement, which we

define as employees’ willingness and

ability to contribute to company success.

Another way to think about engagement

2 l Understanding What Drives Employee Engagement

“There are clear links between our respondents’ level of

engagement, their focus on customers, and aspects of their

organization’s financial and operational performance across

a number of areas.”

Why does this matter? Because engage-

ment remains the ultimate prize for

employers. Companies may use different

names or define it slightly differently,

but the endgame is the same for every-

one: discretionary effort. At a time when

virtually every organization is struggling

with cutbacks and financial pressure

— trying to improve performance with

fewer people and dollars — having a

critical mass of employees who freely

give that effort is of tremendous value.

in fact. There are clear links between

our respondents’ level of engagement,

their focus on customers, and aspects

of their organization’s financial and

operational performance across a number

of areas (see page 18).

But employees’ willingness to deliver is

neither infinite nor self-renewing. And

the flip side of the coin — diminishing

cooperativeness and engagement — is

all about risk for the employer: Risk that

the moderately engaged will slide toward

increasing disengagement. Risk that

resiliency will harden into recalcitrance.

Risk that job performance will erode

over time, with serious consequences

for financial results. Risk that, as the

economy rebounds and the job market

opens up, the less than fully engaged

employees will seek other employment.

And finally, the ultimate risk of facing

serious gaps in skills and talent in an

environment where people are arguably

the last source of competitive advantage.

CHALLENGE...OPPORTUNITY...

AND RISK

So what does this mean to the typical

company right now? In many ways, it’s

a classic good news/bad news situation.

On the upside, despite the hard choices

employers have made in reducing staff

and cutting back on core reward pro-

grams, they still have a willing workforce

with a reasonably strong work ethic.

While employees certainly take issue

with a number of aspects of their work

experience — and exhibit some negative

feelings about their jobs (see page 17)

— these negative emotions haven’t

yet translated into widespread poor

performance.

Think of it as the human power driving

the financial and operational engine.

The greater the power, the better the

engine performs on multiple levels, all

other things being equal. Indeed, one

of the most compelling elements of our

study is that this once largely intuitive

belief — that highly engaged people do

outperform others — now has a basis

Viewed through this lens, our findings

present employers with both opportunity

and challenge. The opportunity lies with

the small number of highly engaged

The 2003 Towers Perrin Talent Report l 3

individuals, who can become role models

for their peers, helping build the kind of

environment and work experience that

does engage greater numbers of people.

TOWARD GREATER ENGAGEMENT:

MOVING THE NEEDLE

What is on the engagement list are the

things that take time and commitment

— such as strong leadership, accounta-

bility, autonomy, a sense of control over

one’s environment, a sense of shared

destiny, and opportunities for develop-

ment and advancement. In the end, this

study reminds us there are no substi-

tutes for these fundamentals.

The value of this study is that it helps

identify the nature and shape of this

task, drawing on the views of one of the

largest employee groups surveyed on

this topic. It not only tells us what

engagement looks like, but also how to

build it — highlighting those variables

that have the most positive impact on

behavior and performance.

The challenge, by contrast, lies with

the large number of moderately engaged

— whom we’ve termed the “massive

middle.” Left to their own devices, these

employees could easily slide toward the

wrong end of the engagement scale,

with serious consequences on produc-

tivity and morale. Indeed, the sheer size

of this group — probably the single

largest group in any organization —

means it will have a disproportionate

impact on the mood and morale of the

workforce overall. Strengthening this

group’s level of engagement may be the

most critical task virtually every employer

faces today.

The remainder of this report explores

the elements of engagement in more

detail, and compares them to the some-

what different mix of elements that

attract and retain employees.

Perhaps most important, the study

reminds us of a hard truth that’s often

forgotten in the desire for a quick solution:

Building engagement is a process that

never ends. And it rests on the founda-

tion of a meaningful and emotionally

enriching work experience. It is not about

making people happy or even paying

them more money. As important as pay

and benefits are in attracting and retain-

ing people, they play a less important

role in engaging people in their work.

What drives EE - towers perrin.pdf

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