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© 2007 Towers Perrin July 2007 2007 Global Workforce Study Phase I Core Analytics – Italy For regional/core country team use only. Not for external use.

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Presentation on theme: "© 2007 Towers Perrin July 2007 2007 Global Workforce Study Phase I Core Analytics – Italy For regional/core country team use only. Not for external use."— Presentation transcript:

1 © 2007 Towers Perrin July Global Workforce Study Phase I Core Analytics – Italy For regional/core country team use only. Not for external use.

2 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Whats new for the 2007 GWS We have made a number of enhancements to the Global Workforce study this year; including changes to the survey items, the sample size, number of countries included, demographics, and methodology that you should know about before you begin to review your region/country results. While these changes will significantly enhance our ability to consult and market with this data, they do have implications for how you view your data. About the survey The questionnaire now includes: intrinsic items (about me), provocative questions (I love/hate my boss) and a general clean up or tightening up of other items. (About 1/3 of the survey items have changed) Countries and Sampling We expanded the study from 16 to 19 countries in 2007 totaling 86,500 respondents (same as 2005) Countries* Countries* Belgium1,000 Korea1,000 Brazil1,0001,500Mexico1,000 Canada5,000 Netherlands1,0002,500 China1,0005,000Poland---1,000 France3,0005,000Russia---1,500 Germany3,000 Spain1,000 Hong Kong ---1,000Switzerland---1,000 India1,0004,500U.K.3,0005,000 Italy1,000 U.S.60,00041,500 Japan1,0004, Total Sample: 86,500 *Ireland was dropped from the 2007 study

3 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Whats new for the 2007 GWS Engagement methodology The expansion of our engagement model allows us to more fully understand what engages employees and the role that employers can play in engaging their workforce. Often referred to as the think, feel and act model Our new model expands our classification of our engagement items from two to three categories: Rational, Emotional, Motivational Rational items I believe strongly in the goals and objectives of this company N I fully support the values for which this company stands N I understand how my unit/department contributes to the success of my organization Emotional items I would recommend my organization to a friend as a good place to work I am proud to tell others I work for my organization My organization inspires me to do my best work Motivational items I am willing to put in a great deal of effort beyond what is normally expected to help my organization succeed I am personally motivated to help my organization be successful I fully apply my skills and abilities in my work N In addition, three of the nine original engagement items were dropped I understand how my role is related to my organizations overall goals, objectives and direction My job provides me with a sense of personal accomplishment I really care about the future of my organization

4 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Whats new for the 2007 GWS Engagement methodology (contd) We have expanded our highly engaged, moderately engaged and disengaged group to four categories which provides us with an opportunity to understand more about the massive middle – or moderately engaged group For now our new labels/categories are: Fully engaged, Partially engaged, partially disengaged and fully disengaged (These are descriptive labels used to create this grouping. We will adjust these labels to capture the unique nature of engagement in each group We used a different methodology to arrive at this grouping by allowing the data to tell us where the groups clustered or fell into categories. In 2005 we used a a distinct cut-off in overall engagement score to determine engagement level (ex. In 2005 highly = overall engagement score of 4.55 or greater) All of these changes directly affect your ability to make apples-to-apples comparisons between 2005 and So, some things to keep in mind as you review this data Because of the addition of items that could serve as potential drivers you may have an item that has dropped from the 2007 list that appeared in This DOES NOT mean that these items are no longer important to the respondents it is just that other new items (intrinsic – about me) were more important drivers. Please refer to the question-by-question reports to see how these items were rated by respondents in your data

5 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Top drivers of attraction Attraction Drivers Challenging work1 Competitive base pay2 Career advancement opportunities3 Convenient work location N 4 Learning and development opportunities5 Flexible schedule N 6 High level of autonomy7 Short-term incentives8 Competitive benefits9 Innovative environment N 10 Source: Towers Perrin 2007 Workforce Study Italy.

6 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Top drivers of attraction by age group Attraction Drivers Italy Overall Ages 18 to 29 Ages 30 to 44 Ages 45 to 54 Age 55 or Older Challenging work12211 Competitive base pay21123 Career advancement opportunities33334 Convenient work location N Learning and development opportunities55666 Flexible schedule N 6657 High level of autonomy7752 Short-term incentives8889 Competitive benefits9799 Innovative environment N 1087 Long-term incentives9 Vacation/paid time off10 Reputation of the organization as a good employer 10 Competitive retirement benefits5 Source: Towers Perrin 2007 Workforce Study Italy.

7 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Patterns of employee mobility 2007 No plans to leave Not looking, but would consider another offer Actively looking for another job Made plans to leave current job Plan to retire in the next few years Source: Towers Perrin 2007 Workforce Study Italy.

8 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Top drivers of retention % Favorable Competitive career development N Salary criteria are fair and consistent Organizations reputation in community N Can impact quality of work/product/service Manager acts quickly if I ask for help Satisfaction with the organizations people decisions Drivers are shown in descending order of importance Source: Towers Perrin 2007 Workforce Study Italy.

9 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Employee engagement items Rational items I believe strongly in the goals and objectives of this company N I fully support the values for which this company stands N I understand how my unit/department contributes to the success of my organization Emotional items I would recommend my organization to a friend as a good place to work I am proud to tell others I work for my organization My organization inspires me to do my best work Motivational items I am willing to put in a great deal of effort beyond what is normally expected to help my organization succeed I am personally motivated to help my organization be successful I fully apply my skills and abilities in my work N RationalEmotional Motivational Engagement Notes: One question of the engagement model has been altered from prior versions. Do not use earlier versions of the engagement model. All 9 items in the current model have been validated globally.

10 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Respondent scores on the components of engagement % Favorable Believe in organization's goals/objectives N Apply skills/abilities in work N Support organizations values N Understand how my unit contributes to organizations success Recommend organization as a good place to work Organization inspires me to do my best work Willing to put in a great deal of effort to help my organization succeed Personally motivated to help organization succeed Proud to tell others I work for my organization Rational Components Emotional Components Motivational Components Source: Towers Perrin 2007 Workforce Study Italy.

11 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Employee engagement levels 2007 Fully EngagedPartially EngagedPartially Disengaged Fully Disengaged Source: Towers Perrin 2007 Workforce Study Italy.

12 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Engagement levels: Relative favorability and frequency clusters 40%13%36%11% Relative Favorability Source: Towers Perrin 2007 Workforce Study Italy.

13 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Engagement levels: Percent favorable by engagement component Percent Favorable Source: Towers Perrin 2007 Workforce Study Italy.

14 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Top drivers of engagement Senior management communicates openly and honestly Input into decision making in my department Understand potential career track within organization N Organization quickly resolves customer concerns N Enjoy challenging work assignments that broaden skills N Organization supports work/life balance Manager understands what motivates me Set high personal standards N Belief that senior management values the workforce N Can impact the quality of work/product/service % Favorable Drivers are shown in descending order of importance Source: Towers Perrin 2007 Workforce Study Italy.

15 © 2007 Towers Perrin ITALY N Indicates new question/item asked in How engagement affects employees views of their contribution to the company I can impact the quality of our work/product/serviceI can impact costs I can impact customer satisfaction I can impact revenue growth I can impact the overall profitability of my organization Fully EngagedPartially EngagedPartially Disengaged Fully Disengaged I can impact innovation of products/services N Source: Towers Perrin 2007 Workforce Study Italy.

16 © 2007 Towers Perrin ITALY N Indicates new question/item asked in How engagement affects mobility Partially Disengaged Fully Engaged No plans to leave Not looking, but would consider another offer Actively looking for another job Made plans to leave current job Plan to retire in the next few years Fully Disengaged Partially Engaged Source: Towers Perrin 2007 Workforce Study Italy.

17 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Using a similar methodology used to derive engagement and retention drivers, we looked at which senior management behaviors drive a respondents feelings towards senior management (Q1225 – How do you feel about your senior management?) Drivers of overall perception of senior management Senior management sincerely interested in employee well-being Senior management tries to be visible and accessible Senior management acts in customers best interests Senior management communicates openly and honestly Senior managements has communicated clear vision for long-term success Senior management actions consistent with our values Drivers are shown in descending order of importance % Favorable Source: Towers Perrin 2007 Workforce Study Italy.

18 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Using a similar methodology used to derive engagement and retention drivers, we looked at which immediate manager behaviors drive a respondents feelings towards their supervisor (Q1212 – How do you feel about your boss?) Drivers of overall perception of immediate managers Manager inspires enthusiasm for work Manager treats people with respect Manager understands what motivates me Manager effectively coaches employees Manager empowers people to take initiative Drivers are shown in descending order of importance % Favorable Source: Towers Perrin 2007 Workforce Study Italy.

19 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Overview of the three sets of drivers (attraction, retention and engagement) Top Attraction DriversTop Retention DriversTop Engagement Drivers Challenging workCompetitive career development N Senior management communicates openly and honestly Competitive base paySalary criteria are fair and consistent Input into decision making in my department Career advancement opportunitiesOrganizations reputation in community N Understand potential career track within organization N Convenient work location N Manager acts quickly if I ask for help Organization quickly resolves customer concerns N Learning and development opportunities Can impact quality of work/product/service Enjoy challenging work assignments that broaden skills N Flexible schedule N Satisfaction with the organizations people decisions Organization supports work/life balance High level of autonomyManager understands what motivates me Short-term incentivesSet high personal standards N Competitive benefitsBelief that senior management values the workforce N Innovative environment N Can impact quality of work/product/service Source: Towers Perrin 2007 Workforce Study Italy.

20 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Overview of the three sets of drivers by reward quadrant (attraction, retention and engagement) Attraction RetentionEngagement Pay 2.Competitive base pay 8.Short-term incentives Pay 2. Salary criteria are fair and consistent Pay Benefits 9.Competitive benefits Benefits Learning and Development 3.Career advancement opportunities 5.Learning and development opportunities Learning and Development 1. Competitive career development N 4. Manager acts quickly if I ask for help Learning and Development 3. Understand potential career track within organization N 5. Enjoy challenging work assignments that broaden skills N Work Environment 1.Challenging work 4.Convenient work location N 6.Flexible schedule N 7.High level of autonomy 10.Innovative environment N Work Environment 3. Organizations reputation in the community N 5. Can impact quality of work/product/service 6.Satisfaction with the organizations people decisions Work Environment 1. Senior management communicates openly and honestly 2. Input into decision making in my department 4. Organization quickly resolves customer concerns N 6. Organization supports work/life balance 7. Manager understands what motivates me 8. Set high personal standards N 9. Belief that senior management values the workforce N 10. Can impact quality of work/product/service Source: Towers Perrin 2007 Workforce Study Italy.

21 Reference

22 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Overview of the three sets of drivers (attraction, retention and engagement) Top Attraction DriversTop Retention DriversTop Engagement Drivers Challenging workOrganization provides clear pay information Senior management interest in employee well-being Competitive base payMy manager handles performance reviews fairly and effectively Improved my skills and capabilities over the last year Career advancement opportunitiesSatisfaction with the organizations business decisions My manager understands what motivates me Learning and development opportunities Low- or no-stress work environment Input into decision making in my department Work/life balanceMy manager provides access to learning opportunities Reputation of the organization as a good employer Salary increases linked to individual performance Can express views openly even if I know people disagree Salary criteria are fair and consistent Collaborative environmentOrganization retains people with needed skills Opportunities to learn and develop new skills Organizations financial healthOrganization allows for flexible work schedule Senior management acts in customers best interests High level of autonomyGood collaboration across units Leading-edge technologyAppropriate amount of decision- making authority to do my job well Source: Towers Perrin 2005 Workforce Study Italy.

23 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Overall employee engagement levels Definitions Highly engaged = Top scores across the nine items that define engagement Disengaged = Bottom scores across the nine items that define engagement Moderately engaged = Everyone in between Highly EngagedModerately EngagedDisengaged Source: Towers Perrin 2005 Workforce Study Italy.

24 © 2007 Towers Perrin ITALY N Indicates new question/item asked in Patterns of employee mobility No plans to leave Not looking, but would consider another offer Actively looking for another job Made plans to leave current job Plan to retire in the next few years Source: Towers Perrin 2005 Workforce Study Italy.


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