1、Wal-Mart China Associates Engagement Survey Result Presentation,Nov., 2005,Agenda,Why Measure Employee Engagement? Wal-Mart Associate Opinion Survey Introduction Survey Background : Why Do We Conduct the Survey? Participant Profile Survey Methodology Interpreting the Results Key Findings Engagement

2、Results Positive Areas Need-to-improved Areas Benchmarks and Comparison Suggested Initiatives Best Practices for Achieving Sustained Engagement Results What Will Improve if Engagement Score is Increased?,Why Measure Employee Engagement?,Improving Business Results Through Engaging People,Individual L

3、ife Goals and Strategies,Individual Capabilities,People Requirements and Talent Strategy,Employment Relationship,People Management Practices,Individual Priorities and Engagement,Engagement,Business Results and Strategies,Business Capabilities,Why Engagement Matters:Business Needs,Recom-mendation Ret

4、ention Expansion,Business Performance,Customer Satisfaction/Value,Customer Value Drivers,Why Engagement Matters:Employee Needs,Employee Engagement,Employee Behavior,Turnover Recommend Employees Recommend Products/Services Create new Products/Services Customer Service Productivity,Opportunity Quality

5、 of Life Culture Total Compensation Leadership Relationships Work Activities,Wal-Mart Associate Opinion Survey Introduction,Survey Background: Why Do We Conduct the Survey?,The Associate Opinion Survey is a very important part of the Grass Roots process. It lets us look, in an objective way, at how

6、associates feel about working at Wal-Mart. It lets us measure whether weve done a good job over time of helping to make Wal-Mart a better place to work. It provides a foundation for the Grass Roots meetings, giving managers direction for their discussions. And it tells us where to concentrate our re

7、sources in order to raise our associate engagement the most over time.,Participants Profile By Division,Participant Profile By Grade,Engagement Satisfaction,Engagement Background,Consistently speak positively about the organization to coworkers, potential employees, and most critically, customers (c

8、urrent and potential),Say,An intense desire to be a member of the organization,Stay,Exert extra effort and engage in work that contributes to business success,Strive,What is Engagement? Engagement is the state of emotional and intellectual involvement or commitment of an employee to an organization.

9、 Significant research and experience show strong evidence that higher levels of Engagement combined with appropriate capability produce stronger business results and sustainable competitive advantage. Engaged employees are productive, innovative and take ownership of their results. Three key behavio

10、urs indicate strong Engagement.,The Engagement Model,In the Engagement Survey, employees responded to each item by indicating their level of agreement/disagreement with particular attributes and behaviours in the organization. An overall Employee Engagement is calculated from employee responses to a

11、 set number of questions (see below). These questions, indicate the degree to which employees will “Say”, “Stay” and “Strive” at the company: I would recommend Wal-Mart to a friend seeking employment. Given the opportunity, I tell others great things about working at Wal-Mart. It would take a lot to

12、 get me to leave Wal-Mart. I rarely think about leaving Wal-Mart to work somewhere else. Wal-Mart inspires me to do my best work everyday. Wal-Mart motivates me to contribute more than is normally required to complete my work The Employee Engagement score is the percentage of employees who individua

13、lly scored an average of = 4.5 on Say, Stay and Strive questions,Interpreting the Engagement Score,Say,Stay,Strive,Sams Club,The combined proportion of responses for 5 and 6 (Agree and Strongly Agree),Results shown on the graphic chart in the report include: The combined proportion of responses for

14、1 and 2 ( Strongly Disagree and Disagree). The proportion of responses as either 3, where 3 is Slightly Disagree on the 6 point scale. The proportion of responses as either 4, where 4 is Slightly Agree on the 6 point scale. The combined proportion of responses for 5 and 6 ( Agree and Strongly Agree)

15、.,Home Office,Store,The proportion of responses as either 3, where 3 is Slightly Disagree on the 6 point scale,The proportion of responses as either 4, where 4 is Slightly Agree on the 6 point scale,Interpreting the Detailed Results Graphs,The combined proportion of responses for 1 and 2 ( Strongly

16、Disagree and Disagree),Logistics,Reading the Summary Reports,Team Engagement: Home Office Report,Engaged Associates are committed to doing their best work for Wal-Mart. They: SAY great things about Wal-Mart and their facility, Want to STAY at Wal-Mart, and STRIVE to go above and beyond to help Wal-M

17、art and their facility succeed,Reading the Detail Report,The score of the question is the percentage of the employees who mark the response as favorable.,Key Findings,Engagement Result,SAY,STAY,STRIVE,Positive Areas,Company Reputation I would recommend Wal-Mart to a friend seeking employment. I beli

18、eve Wal-Mart is a good citizen in my community. Wal-Mart provides good jobs for people in this area. I am proud of what Wal-Mart gives to my local community. Given the opportunity I tell others great things about working here. Process Wal-Marts policies and procedures allow me to provide great custo

19、mer service.,Need-to-improve Areas,Career Opportunity I feel I can have a great career at Wal-Mart. I have enough time for career development Promotions are given fairly. Pay I understand how pay changes are determined. I am paid fairly for the contributions I make to the companys success. My perfor

20、mance has a significance impact on my pay,Need-to-improve Areas,Management If I have an issue with being treated unfairly in the workplace I am confident that our management team will take appropriate action. Our management team spends enough time with Associates. Our management team acts consistent

21、ly with what they say.,Benchmarks and Comparison,Hewitts Normative Database Profile,Normative data from the China section of Hewitts Best Employers in Asia Database (2005) (BEA) is provided. Wal-Marts results have been benchmarked against the China market data of the overall database, which includes

22、 the responses from employees. This database contains data from 78 companies representing 16 industries.,The Best Employers in China 2005,The Portman Ritz-Carlton, Shanghai Johnson Best Employers go out of their way to ensure employees feel valued; and Best Employers manage their business in ways th

23、at build long-term success and sustainability.,Best Employers Inspire Great Performance,Have in place an organizational structure, policies and procedures, and the tools and resources to : Enhance employee productivity, Create a positive work environment, and Help the company achieve its goals Care

24、about Employee perceptions about the fairness with which they are rewarded. Leaders count in inspiring a great performance from people: how leaders behave, how their beliefs shape their own actions, and how well they create a sense of passion and pride among their people are important.,Best Employer

25、s Value Their Employees,Employment deal goes further than is normally expected such as fair and equitable rewards, opportunities for career advancement, and a sense that employee interests are taken into account. Focus more effectively on putting systems and structures in place that support learning

26、 and development. Be able to attract talents better than The Rest. Retain their talents better than The Rest.,Best Employers Build Sustainability for Long Term Success,Build strong, successful and sustainable businesses by Using balanced scorecard or strategic measures to manage business and for inc

27、entive Comp.; Measuring the effectiveness of HR programs against employment brand and recruitment procedures; Use more strategic measures to manage business and for incentive comp. in current case. Take more effort on effectively attracting and retaining the suitable talents, which will always keep

28、them with competitive advantages in the market,Becoming a Best Employer,Becoming a Best Employer is not easy, but it is simple: Leaders Build Trust Create a High Performance Culture Ensure a Pipeline of Continuous Talent Provide Outstanding Customer Service,What Will Improve if Engagement Score is I

29、ncreased?,Bottom Line: 25% revenue growth and 75% net income growth over a two year period, exceeding targets.,Results: Large increase in employee Engagement (47% to 62% in two years) 20% decrease in employee turnover. Year 2 100% retention of all key talent.,Hewitt Case Study #1: Professional Servi

30、ces Firm,Background Asian business of large global professional services firm struggling to meet earnings targets with high employee turnover and relatively low employee Engagement. Leadership, development and recognition identified as key drivers of Engagement. Goal Improve employee perceptions wit

31、h leadership and management to drive increase in Engagement and thereby increase employee initiative and accountability for performance. Approach New management team that focused efforts on employees and development of leaders and managers.,Actions Increased formal development opportunities for empl

32、oyees with particular focus on preparing employees for changing business requirements 360 degree feedback for all leaders and targeted development plans. 360 feedback linked to Engagement data to drive accountability for Engagement to all leaders. Coaching for leaders Leaders short-term incentive partially linked to Engagement results Management tools and resources made more accessible to managers a