The Aberdeen Group just published a fascinating report, The Rules of Employee Engagement: Communicating, Collaborating and Aligning with the Business, that looks at what best-in-class organizations are doing about engagement and why they’re doing it. Author Madeline Laurano takes a pretty deep dive into the subject and her analysis reveals some pretty intriguing conclusions. What hooked me from the start were the three metrics for performance criteria to distinguish best-in-class companies for employee engagement:
- 71% of employees exceeded performance expectations, compared to 14% of Laggard organizations
- 85% of 1st choice candidates accepted an offer, compared to 8% of Laggards
- 72% of employees rated themselves highly engaged, compared to 9% of employees of Laggard organizations
Most of the statistics we see about the value of engagement focus on tying engagement scores to financial outcomes. No question: we need that. Data about the outcomes of engagement are helpful in building business cases for investing in the employee experience.
But tying other types of outcomes to higher engagement scores can also be helpful – like the number of 1st choice candidates accepting employment offers. If a talent shortage truly is the number 1 concern of CEOs and their boards around the world, as the latest Lloyd’s Risk Survey suggests, then strategies that effectively raise the likelihood of securing the top talent you go after should be of interest. And it makes sense that A+ talent likes to affiliate with other A+ talent.
And connecting the dots between engagement outcomes and high levels of individual employee performance also makes sense. I’ve long wondered at the value of trumpeting the engagement scores of every employee — when we all know that it’s the most effective employees’ opinions we care most about. Linking employee performance and engagement scores makes a great deal of sense to me.
Take a look at the report. I think you’ll find the data extremely useful.