翰威特：员工敬业度调研介绍

Toprotecttheconfidentialandproprietaryinformationincludedinthismaterial,itmaynotbedisclosedorprovidedtoanythirdpartieswithouttheapprovalofHewittAssociatesLLC.AprilApril

AprilApril职业发展机会认可职业发展机会认可同事

高层管理人员直接上级同事重视员工全面薪酬薪酬福利认可政策和操作公司政策绩效评估多元化

敬业度

工作任务资源成就感流程职业发展机会培训与发展生活质量工作/生活平衡

乐于宣传员工一如既往地向同事、潜在同事，尤其是向客户(现有客户及潜在客户)盛赞自己所在的组织

乐于留任员工强烈希望留在组织之中

乐于努力员工付出额外的努力并致力于那些能够促成经营成功的工作

案例：BestBuy将员工敬业度水平作为追踪业务绩效的一个关百思买面临CircuitCity和其他竞争对手激励竞争导致利润下滑时，2003百思买公司CEOBradburyH.Anderson的提升员工敬业度，BestBuyApril“我们真的走出危机了吗？”April AprilApril%ofOrgsvs%ofOrgsvsEngagementScoresHistorical QuarterOct-Dec QuarterJan-Mar QuarterApr-Jun09QuarterJuly-SepDecrease(<=- NoChange(-3%to Increase

AprilApril关键机短期中期关键机短期中期负责评估培训与发展认 同

机会领域

AprilAprilApril InvestmentService InformationTechnologyHewittBestEmployersinAsia2009April AprilAprilStudy

Analysis(CEO

(EmployeeOpinionSurvey[EOS])

(Independentjudges,‘Blinddata’,assessing(PeoplePracticesInventory™

HewittBest(FurtheranalysisintowhatmakestheHewittBestEmployersbest)Hewitt2009BestEmployersinAgilentAmericanExpress(Malaysia)SdnAVIVA-COFCOLifeInsuranceCo.,BectonDickinsonIndiaPvt.CiscoConvoyFinancialServicesDomino'sPizzaIndiaDowCorningKoreaEurekaForbesFederalExpress(Singapore)PteFederalExpressServices(M)SdnGodrejConsumerProductsHCLHindustanZincIntelenetGlobalIntuitTechnologyServicesPvtJohnson&JohnsonMedical(China)LGElectronicsIndiaPvtMcDonald'sRestaurantsPteSamsungTescoSEEKNewZealandSHENZHENCATICThaiAutoWorksCo.,Employee AkeycomponentoftheHewittBestEmployersstudyisemployeeEngagement—theextenttowhichemployeesareemotionallyandintellectuallyconnectedtothebusiness.Hewitt’sresearchof1,500organizationsfromitsglobalEngagementclientandHewittBestEmployerdatabasefoundthatthoseorganizations,typicallyHewittBestEmployers,withgreaterthan65%oftheirworkforceengaged,haveahigherleveloffinancialperformance.Businessresultscanbegintoerodefororganizationswithlessthan45%oftheiremployeesengagedStableStableTSR=TSR=HighPerformance/HewittBestEmployerRangeTSR=29%Above

TSRrepresentsthechangeincapitalvalueofalisted/quotedcompanyoveraoneyearperiod,plusdividends,expressedasaplusorminuspercentageoftheopening2009BestinChina2009BestinKorea

2009BestEmployersinHongKong(77%)2009BestEmployersinSingapore(81%)

2009BestInIndia2009BestInMalaysia

2009BestinThailand2009BestinAsiaPacificSOURCE:Hewitt’sglobalBestEmployersBestEmployersshowsustainedengagementeventhroughdifficultbusinesscycles

EngagementScores(2001- StudyTheBest TheRestEngagementItwouldtakealottogetmetoleavethisIrarelythinkaboutleavingthisorganizationtoworksomewhereThisorganizationinspiresmetodomybestworkItwouldtakealottogetmetoleavethisIrarelythinkaboutleavingthisorganizationtoworksomewhereThisorganizationinspiresmetodomybestworkeveryThisorganizationmotivatesmetocontributemorethanisnormallyrequiredtocompletemyworkTheTheGiventheopportunity,Itellothersgreatthingsaboutworking IwouldnothesitatetorecommendthisorganizationtoaseekingDistributionof TheBesthavehigherlevelofemployeeEngagementrelativetoTheRest.TheEngagementdistributionforTheRestshowshigheropportunitytoincreaseEngagement(the‘NearlyEngaged’groupis26%)andalso,higherpercentageoftheNotEngagedandcompletelyDisengagedSpreadof NotSpreadof NotEngaged=onaverage,respondingto‘Agree’and‘StronglyNearlyEngaged=onaverage,respondingto‘Slightly

NotEngaged=onaverage,respondingto‘SlightlyDisengaged=onaverage,respondingto‘Disagree’and‘StronglyBestEmployersdifferentiatethemselveswithhigherengagementinreporttoseniormgmt,middlemgmtandteamleaderslevelsTypeofReporttoTypeofReporttoEmployee(notaTheThe BestEmployersdifferentiateatreporttoseniormanagement,middlemanagementandteamleaderpositions InTheRest,weseeageneraldownwardspiralingeffectoflowerEngagementatlowerlevelsEngagementbyLessthan 20to25to35Lessthan 20to25to35to45toyearsofageyearsofageyearsofageyearsofageyearsof55yearsTheThe ThekeyfindinghereisthatTheBestareabletosustainhighlevelsofEngagementregardlessofageBestEmployersdifferentiatethemselvesduringthefirsttwoyearsofservicebyimprovingEngagementlevelsLengthofLengthof 25years20to 15to 10to 5to 3to 6monthsLessor to2years6TheThe EngagementlevelsforTheRestarelowerandvarymoredependingonlengthof EngagementlevelsinTheRestdropsignificantlyevenwithinthefirstfouryearsofservice(70%to55%)anddoesnotcompletelyrecover.EngagementbyEducationEducationPrimarySecondary TheThe ForEducationPrimarySecondary TheThe TheRestshowsadipintheEngagementlevelswithincreasingeducationlevelswiththetroughatUniversityGraduatelevel.ThisindicatesinabilitytomatchtheaspirationsofemployeeswithhighereducationlevelsEngagementbyThe The AlthoughTheBestThe The BothmalesandfemaleshaveCareerAspirations,CareerOpportunities,SenseofAccomplishment,Diversity,andWorkTasksaskeyEngagementdrivers.HoweverthekeydifferenceisthatwhilemaleshavePeople/HRPracticesasakeydriverforEngagement,womenhaveBrandAlignmentasadriverCustomerHR/OrganizationEngagementbyCustomerHR/Organization

Alsoitisinterestingtonotethatfunctionswhichusuallyhaveadirectimpactonbusiness(e.g.,Manufacturing,Sales,Engineering,R&D)haverelativelyhigherEngagementlevelsinTheBestascomparedto DriverImpactRankingAnalysis—TheBestinAsia(PositiveImpact)PercentageofCompanieswithEachDriverasNumber1,2,3PositiveImpactPercentageofCompanieswithEachDriverasNumber1,2,3PositivePercentageofCompanieswithEachDriverasNumber1,2,3PositiveImpact17% CareerCareerWorkBrandOrganizationManagingCareerCareerWorkBrandOrganizationManagingPeopleWork/LifeWorkPeople/HRSenseofCo-CustomerLearningandCorporateDriverImpactRankingAnalysis—TheBestinAsia(NegativeImpact)PercentageofCompanieswithEachDriverasNumber1,2,3NegativeImpactPercentageofCompanieswithEachDriverasNumber1,2,3NegativePercentageofCompanieswithEachDriverasNumber1,2,3NegativeImpact30%30% SenseofCustomerLearningandOrganizationWorkPeopleCo-SenseofCustomerLearningandOrganizationWorkPeopleCo-CareerCareerWorkPeople/HRBrandWork/LifeManagingCorporateTwoYearsofBetter TheBesthasdeliveredgreatershareholderreturnsagainstTheRestinpasttwoyearsonbothmarketshareparameterandprofitability TheBestachieved65%higherrevenuegrowthasagainstTheRest,and89%higherprofitgrowth

GrowthinRevenueandProductivity(Sales/Employee)FY2005-2007GrowthFigureforFY2005- ProfitTheBestTheImprovementin Salesperperson,onemeasureofproductivity,havebeenconsistentlyhigherinThethaninTheRestoverthelastfew TherehasbeenasharpimprovementinproductivityofTheBestasagainsttheimprovementrecordedbyTheRest.ThisisareflectionofholisticstrategyofTheBestinnotjustcapturingmarketshareinaboomingmarketin2006-07,butalsoinimprovinginternalefficiencies Incurrentdownturnandrecessionarytimes,TheBestarelikelytobemuchbetterequippedduetoefficienttalentcoststructure.Whiletoplinesforseveralorganizationswillfall,TheRestwouldbeundermoreseverepressureto