版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
FitmatterseverywhereAhigh-engagementrecipewith8-foldbetteroddsOverviewIt’swellestablishedthathavingaworkforcebrimmingwithhighlyengagedemployeesisarecipeforsuccess.Researchshowsthattherelationshipbetweenworkengagementandjobperformanceisarobustpredictorofmultiplekeyoutcomes,includingproductivity,retention,profits,shareholderreturns,andturnover,amongothers(Markos&Sridevi,2010;Harter,Schmidt,&Hayes,2002;Harter,Schmidt,Agrawal,etal.,2020).KornFerryresearchshowsthatcompanieswithtopquartileengagementscores,comparedtothosewithlowerscores,hadtwicethenetprofit,2.5timestherevenuegrowth,and56%moreoftheiremployeessayingtheirjobbringsouttheirmostcreativeideas,helpingtodriveinnovation.Thisisallwellandgood,andorganizationswithengagementscoresinthetopquartilehavereasontobehappy.Butwhataboutthosecompanieswithless-than-stellarscores?Isthereamagicengagementpilltoboostoutcomesorarecipe,ofsorts,forimprovingengagement?2Althoughthereisno“magicpill,”recentKornFerryresearchsuggeststhatsucharecipemayindeedexist.Inanalyzingassessmentresultsfromover120,000peoplearoundtheworld,wehavefoundthatthedegreeof“fit”betweenanemployeeandwhat’sneededtodeliversuccessintheirroleisaconsistentdriverofengagement.Infact,apersonwhosepersonalitytraitsandmotivesmatchwhatisknowntobebestfortheirpositionis7.5to8timesmorelikelytorecordhighengagementscoresthanthosewithlowfit.StudyobjectivesTheobjectivesofthisstudy,whichupdatesandexpandspreviousresearch(Lewis&Jones,2016),aretwo-fold:⃞Analyzetheextenttowhichthe“fit”ofpeopletotheprofileofself-assessedbehavioralcompetencies,traits,anddriversneededintheirrolesleadstoincreasedworkengagement.⃞Investigatetheconsistencyinthisrelationshipandidentifyanysignificantjob,regional,orindustry-specificdifferencesbyexaminingalargesampleofdata,representativeofmultipleindustries,geographies,levelsofwork,andcoveringpeopleacrossthefullspectrumofdemographicgroupsintermsofage,gender,ethnicity,andculturalbackgrounds.Approachandmethodology1.Startwithwhatgoodlookslike.KornFerry’sexpertiseinwork,roles,andpeopleisbakedintoanextensivelibraryofover10,000best-in-classSuccessProfiles.Theseprofilesdefine:⃞Accountability:whatisexpectedfromtheroleintermsofoutcomesandresults.⃞Capability:howthejobwillgetdone.⃞Identity:coveringthewhoandthewhy,describingthepeoplewhowillbebestsuitedtobesatisfied,engaged,andexpenddiscretionaryeffortinthework.3InourInourSuccessProfiles,theunderlyingcomponents1ofCapabilityinclude30work-relatedcompetencyscores,whileIdentityisexpressedintermsof20specificpersonalitytraits,groupedintofivesuper-factors,andsixmotivationaldrivers.ThesetraitsanddriversareinformedbyothercomponentsoftheSuccessProfilemodel,includingthenatureoftherole.Theseattributeshaveasignificantbearingongettingthejobdoneeffectively.Job-specifictargetpsychologyisbasedonmultiplequantitativedatapointsdescribingthecharacteristicsofthejob,thecultureoftheorganization,andthelevelofseniorityoftheprofile,allwhileaccountingforregionaldifferences2.ThenatureandvolumeoftheKornFerrydatasetallowforthecalibrationofequationsthatdynamicallyanswerthefollowingquestionforthousandsofjobroles:“Giventhenatureofthejob,whatisthetypicalprofileofbehavioralcompetencies,traits,anddriversassociatedwithmaximumworkengagement?”2.Leveragehigh-qualityassessmentdata.Traits,drivers,andself-efficacyforbehavioralcompetenciesaremeasuredusingKornFerry’sworld-classpsychometric-basedself-assessments.Theseassessmentsusethemostrecentmeasurementtechnologiestomaximizeresistancetofaking,whileminimizingresponsebiasandimpressionmanagement.Duringdatacollection,keyrole-relatedvariablesarealsocaptured,includingjobnaturedata,workengagement,andorganizationalcommitment.Inthisstudy,individualscoreswerecomparedtotheSuccessProfilecommensuratewiththeirmanagementlevelandglobalregiontoobtaina“fit-to-profile”score3.1ForadditionalinformationonKF-CTDconstructs,seeLewis,Goff,&Hezlett,etal.,2021.2Jobmeasurementcanbeapproachedinavarietyofways.Wefindthatthemostprecisejobmeasurementcomeswhenrolesaremeasuredquantitatively,andwithmanyitems.Herewemeasurewhatpeopledomorethanthetitleoftheirjob,andthisprovidesahighdegreeofflexibilityforcharacterizingjobsandcustomizingSuccessProfilesacrossresearchandclient-relatedapplications.Thesamecalibrationdata,moreover,canbegainfullyimplementedtogenerateSuccessProfilesforjobsexpressedinlessfinely-tunedways—suchas,butnotlimitedto,byfunctionorlevelofseniority.3Euclideandistanceresultinginascalarvalue.Thiswasdonesuchthatscoresbelowthetargetcreatednon-zerodistance,whilescoresonorabovecreatedzero-distanceduetoourrepeatedempiricalobservationsandreportingrecommendationsthat,withafewexceptions,scoresonorhigherthanthetargetaredesirableformostscores.Thefewexceptionsweresimilarlyaccountedfor,suchthatscoresonorbelowtargetsweregivenzerodistancewhilescoresabovewereassignedtheirspecificnon-zerodistance.43.Usealargesamplesizetotestforconsistencyoftheresults.Inall,over120,000assessmentswereanalyzedaspartofthisstudy,coveringjoblevelsfromentry-levelindividualcontributorsandfirst-levelmanagersthroughtoseniorexecutivesandCEOsfromacrossthousandsoforganizationsineveryindustryandcountryintheworld.(OurdataincludedasolidgeographicalspreadacrossAsiaPacific,LatinAmerica,Europe,theMiddleEast,Australia,andNorthAmerica.)ParticipantscoreswerecollectedbetweenMay2018andFebruary20224.4.Splitthedatatoenableacomparisonofthosewithdifferentworkengagementlevels.Wesplitthedataintoindividualswhowerehighlyengagedatworkandthosewhowerenot,wherehighengagementwasdefinedas≥84thpercentileengagementwithinregionandmanagementlevel5.5.Compareindividualswithhighversuslowfitintermsoftheirworkengagement.Usingthefit-to-profilevariableastheprimaryindependent/predictorvariableandbinaryengagementastheprimaryoutcomevariable,weconductedseveralstatisticalanalysestodeterminetheimpactoftheformeronthelatterandwhethertheimpactwasmoderatedbyregion,managementlevel,industry,andinteractionsbetweenthem.4ParticipantdatainthestudywerecollectedbetweenMay2018andFebruary2022.ThecalibrationofSuc-cessProfileswasconductedonaseparatedatasetwithfewer,yetsufficientparticipantsacrossvariablesofinterest.SeeKornFerry,2019.5Ourunidimensionalwork-engagementmeasure(reliability=.82)isdescribedinmoredetailinLewis,Goff,&Hezlett,etal.,2021.ThesedatawereanalyzedusingaseparatelogisticregressionmodelforeachregionwhereinthebinaryengagementvariableservedasthedependentvariableandSPdistance,managementlevel,andtheinteractionbetweenthetwoservedastheindependentvariables.5KeyfindingsTheKeyfindingsThemainfindingsofthisstudywereasfollows:⃞Overallfindings:IndividualswithastrongfittotheirSuccessProfilewere,typically,7.5to8timesmorelikelytobehighlyengagedcomparedtothosewithlowfit,and2.7times(or170%)morelikelytobehighlyengagedcomparedtoaveragefitprofessionals.⃞Regionalvariations:Wefoundsignificantpositiveassociationsbetweenfit-to-profileandworkengagementforeveryregion(althoughtherearedifferencesinthemagnitudeoftherelationship).Insomeregions,theoddsincreasedtobeingover27timesmorelikelytohavehighengagement,buteveninthelowestcase,theoddsratioisstillabout1.8times(80%)morelikelytohavehighengagement.(SeeFigure1).Ineverycase,fit-to-profilewasassociatedwithanotableincreaseinhigh-engagementodds.Figure1.Averageoddsratiosforhighengagementbasedonfit-to-SuccessProfile.6⃞Industryvariations:Wefoundthatindustryhadlittletonomoderatingeffectontheextenttowhichthefit-to-profileimpactedtheoddsofhighengagement.ThissupportsourgeneralfindingthatSuccessProfilesarestableacrossindustries.Itshouldbenotedthatalthoughthereareindustry-specificskills,knowledge,andexperiences(allofwhichshouldbetakenintoaccountwhenconsideringthestrengthsandsuitabilityofacandidateforarole),thesameisnotevidentwhenitcomestothecompetencies,traits,anddriversofindividuals.Thenatureofthejob,levelofthejob,andregional/culturalvariationsaremuchgreaterinfluencersonthedriversofengagementthantheindustrytheroleisin.Figure2.TherelationshipbetweentheSuccessProfile(whatisneededinthejob)andtheindividual,andhowtheleveloffitbetweenthemdrivesengagement.*Indicatesitemsmeasuredinthisstudy.OutcomesdatausedincludedWorkEngagementandOrganizationalCommitmentvariables.Cultureexperiencedbytheindividualwasalsomeasured.ThereareadditionalcomponentsinthefullKornFerrySuccessProfilemodelnotrepresentedhereforsimplicity.7ThesizeofThesizeoftheopportunityWe’veestablishedthatfitmatters,andthattheleveloffitdrivesengagement.What,though,isthesizeoftheopportunity?Whatpercentageofpeoplewillhavethebestfittorole?Figure3showspercentagesofoptimalfitoverallandforselectmanagementlevelsfromthe120,811individuals.Figure3.Populationestimatesofoptimalprofilefitforallregionsacrossmanagementlevels.Note.Optimalfitindicatesthatrespondentsmetorexceededeverytargetscoreintheirlevel-basedSuccessProfile.Ourresearchfoundthat90%ofoursample—thatis,over108,500individuals—havealessthanoptimalfit.Admittedly,thebarfor“optimalfit”isrelativelyhigh,butneverthelessrepresentsasignificantopportunityfororganizationstoimprovefitlevels.Consider,forexample,anorganizationwherehalfthepopulationhasaveragefit,buttheotherhalfhaslowfit.Iftheorganizationcould,overtime,increaseoneleveloffitfor25%ofthosehavinglowfitand25%ofthosehavingaveragefit,thentheywouldseea29%increaseinthenumberofhighlyengagedemployees.Alternatively,let’ssayanorganizationhasamoreevenlydistributedleveloffit--thatis,halfofemployeesareaveragefit,whileonequarterislowandtheotherquarter,strong.Iftheyimprovetheirfitlevelssothathalfofemployeesarehighinfitandtheotherhalfisaveragefit,thentheorganizationwouldseea37%increaseinthepercentageofhighlyengagedemployees.8takeawaysOurresearchrevealsonesimpletruth:fitmatters.Ifanorganizationcanbettermatchtheattributesofindividualstowhat’srequiredforagivenjob,thenthoseindividualswillbemoreinterested,moreengaged,andmorecommittedtothecompany.Inturn,theywillfeelgreatersatisfactionwiththeirwork,stayintheorganizationlonger,andbebetterperformers.Thisprincipleof“fit”persistsjobtojob,functiontofunction,acrossalllevels,allregions,andallindustries.Andwhiletherearedifferenceshereandthere,betterfitisalwaysassociatedwithanincreaseinworkengagement.Fit,inotherwords,alwaysmatters.Butorganizationsalsoneedtoconsiderthesizeoftheopportunity.We’renottalkingaboutmarginalgainsorsqueezingoutthelastfewdropsofpotentialimprovement—we’retalkingaboutasizableproportionofourworkforcebeingsub-optimallyengaged.Fororganizationsthatcanmovetheneedleonthis,thepotentialbenefitscannotbeignored.Thequestionremains,then:Howdoleadersdriveengagementintheirorganizations?Andtheanswerisassimpleasatwo-steprecipe.9ArecipeforengagementTheessenceofthisrecipeistoembedtheconceptofbothdefiningandmeasuringwhat’srequiredinaspecificrolewithinyourtalentstrategiesforrecruitment,assessment,andemployeedevelopment.1.UseSuccessProfilestosystematicallydescribeanddefinewhat’srequiredinspecificroles.Theprofilesshoulddescribenotonlywhatneedstobedone,buthowitneedstobedoneandwhoneedstodoitintermsofthecharacteristicsoftheindividualsthatwillbemostengaged6.2.Usehigh-qualityassessmenttoolsandapproachestomeasurethesepsychologicalcharacteristics.Professionalswhoseassessmentresultsfitstronglytotargetprofilesarefarmorelikelytobehighlysatisfied,emotionallyinvested,andabletoexpendconsiderablediscretionaryefforttowardtheirjobs.Ifyourorganizationissufferingfromsuboptimallevelsofengagement,youcancreatealong-termstrategytoenhanceperformancewithaconsidered,systematicapproachtohowyouassess,recruit,anddevelopyourtalent,usingtheengagementrecipesetoutabove.Ofcourse,othertalentmanagement“ingredients”—pay,recognition,promotion,andautonomy,tonameafew—maybeneededtomaximizeengagement.Butdoublingyourprofitsormultiplyingrevenuegrowthby2.5timesmightjustbetherewardfororganizationsthatgetfitright.6ThesystematicmethodsbywhichwehavecreatedSPsassucharedescribedinmuchdetailelsewhere(Lewis,Goff,&Hezlett,etal.,2021;Barnfield,Deege,&Hezlett,etal.,2022).AuthorsJamesLewisSeniorDirectorandSeniorScientist,KornFerryInstituteStephenLamsVP,DataandAnalytics,KornFerryInstituteSarahHezlettVP,AssessmentScience,KornFerryInstituteRenginFiratSeniorResearcher,Neuroscien
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
最新文档
- GB/T 44760-2024锆及锆合金管材超声检测方法
- 股东代持股协议书
- 2024年度虚拟化服务器租赁与桌面云服务协议2篇
- 化工设计-ASPEN软件:ASPEN PLUS模拟软件简介
- 人教版九年级化学第七单元过关训练课件
- 2024年度居间人工程保险合同3篇
- 二零二四年度建筑智能化弱电工程合同2篇
- 智能控制系统集成与灯具安装(2024年度)合同
- 人教版九年级化学第八单元金属和金属材料2金属的化学性质课时1金属与氧气、酸的反应教学课件
- 企业员工培训现状分析
- 国开(浙江)2024年秋《中国建筑史(本)》形考作业1-4答案
- 医院检验科实验室生物安全程序文件SOP
- 第9课-隋唐时期的经济、科技与文化-【中职专用】《中国历史》课件(高教版2023基础模块)
- 个人嘉奖登记(报告)表(无水印)
- 大队委竞选课件
- 基于PLC的燃油锅炉控制系统设计毕设设计说明书论文
- 小学生垃圾分类(全)(课堂PPT)
- 保险公司绩效考核办法
- 电度表检验报告格式(共4页)
- 鄂尔多斯市东胜区煤矿信息表
- 智慧城市-西安市城市运行大数据平台可研报告
评论
0/150
提交评论