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

2. What’s 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*
2005
2007
Belgium
1,000
Korea
Brazil
1,500
Mexico
Canada
5,000
Netherlands
2,500
China
Poland
---
France
3,000
Russia
Germany
Spain
Hong Kong
Switzerland
India
4,500
U.K.
Italy
U.S.
60,000
41,500
Japan
4,000
2007 Total Sample: 86,500
*Ireland was dropped from the 2007 study

3. What’s 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 employer’s 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 organization’s 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. What’s new for the 2007 GWS Engagement methodology (cont’d)
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. Top drivers of attraction
Attraction Drivers
Challenging work 1
Competitive base pay 2
Career advancement opportunities 3
Convenient work location N 4
Learning and development opportunities 5
Flexible schedule N 6
High level of autonomy 7
Short-term incentives 8
Competitive benefits 9
Innovative environment N 10
Source: Towers Perrin 2007 Workforce Study — Italy.

6. 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 work 1 2
Competitive base pay 3
Career advancement opportunities 4
Convenient work location N 8
Learning and development opportunities 5 6
Flexible schedule N 7 —
High level of autonomy
Short-term incentives 9
Competitive benefits
Innovative environment N 10
Long-term incentives
Vacation/paid time off
Reputation of the organization as a good employer
Competitive retirement benefits
Source: Towers Perrin 2007 Workforce Study — Italy.

7. 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. Top drivers of retention
Presentation Title
Drivers are shown in descending order of importance
Competitive career development N
Salary criteria are fair and consistent
Organization’s reputation in community N
Manager acts quickly if I ask for help
Saturday, March 25, 2017
Can impact quality of work/product/service
Satisfaction with the organization’s people
decisions
% Favorable
Source: Towers Perrin 2007 Workforce Study — Italy.

9. 2007 Employee engagement items
Presentation Title
2007 Employee engagement items
Rational
Emotional
Motivational
Engagement
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
Saturday, March 25, 2017
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. Respondent scores on the components of engagement
Presentation Title
Respondent scores on the components of engagement
Rational Components
Believe in organization's goals/objectives N
Support organization’s values N
Understand how my unit contributes to organization’s success
Emotional Components
Recommend organization as a good place to work
Proud to tell others I work for my organization
Organization inspires me to do my best work
Motivational Components
Saturday, March 25, 2017
Willing to put in a great deal of effort to help my organization succeed
Personally motivated to help organization succeed
Apply skills/abilities in work N
% Favorable
Source: Towers Perrin 2007 Workforce Study — Italy.

11. Employee engagement levels
2007
Fully Engaged
Partially Engaged
Partially Disengaged
Fully Disengaged
Source: Towers Perrin 2007 Workforce Study — Italy.

12. Engagement levels: Relative favorability and frequency clusters
11%
40%
36%
13%
Source: Towers Perrin 2007 Workforce Study — Italy.

13. Engagement levels: Percent favorable by engagement component
Source: Towers Perrin 2007 Workforce Study — Italy.

14. Top drivers of engagement
Drivers are shown in descending order of importance
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
Source: Towers Perrin 2007 Workforce Study — Italy.

15. How engagement affects employees’ views of their contribution to the company
Presentation Title
I can impact the quality of our work/product/service
I can impact costs
I can impact customer satisfaction
I can impact the overall profitability of my organization
Saturday, March 25, 2017
I can impact revenue growth
Engagement matters because it links to high performance behaviors
Even countries with low overall engagement scores show that the “highly engaged” employees do feel they impact quality, cost and customer service
I can impact innovation of products/services N
Fully Engaged
Partially Engaged
Partially Disengaged
Fully Disengaged
Source: Towers Perrin 2007 Workforce Study — Italy.

16. How engagement affects mobility
Fully Engaged
Partially 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
Partially Disengaged
Fully Disengaged
Source: Towers Perrin 2007 Workforce Study — Italy.

17. Drivers of overall perception of senior management
Using a similar methodology used to derive engagement and retention drivers, we looked at which senior management behaviors drive a respondent’s feelings towards senior management (Q1225 – How do you feel about your senior management?)
Drivers are shown in descending order of importance
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 management’s has communicated clear vision for long-term success
Senior management actions consistent with our values
% Favorable
Source: Towers Perrin 2007 Workforce Study — Italy.

18. Drivers of overall perception of immediate managers
Using a similar methodology used to derive engagement and retention drivers, we looked at which immediate manager behaviors drive a respondent’s feelings towards their supervisor (Q1212 – How do you feel about your boss?)
Drivers are shown in descending order of importance
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
% Favorable
Source: Towers Perrin 2007 Workforce Study — Italy.

19. Top Attraction Drivers Top Engagement Drivers
Overview of the three sets of drivers (attraction, retention and engagement)
Top Attraction Drivers
Top Retention Drivers
Top Engagement Drivers
Challenging work
Competitive career development N
Senior management communicates openly and honestly
Competitive base pay
Salary criteria are fair and consistent
Input into decision making in my department
Career advancement opportunities
Organization’s 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 organization’s people decisions
Organization supports work/life balance
High level of autonomy
Manager understands what motivates me
Short-term incentives
Set high personal standards N
Competitive benefits
Belief that senior management values the workforce N
Innovative environment N
Source: Towers Perrin 2007 Workforce Study — Italy.

20. Overview of the three sets of drivers by reward quadrant (attraction, retention and engagement)
Pay
2. Competitive base pay
8. Short-term incentives
2. Salary criteria are fair and consistent
Benefits
9. Competitive benefits
Learning and Development
3. Career advancement opportunities
5. Learning and development opportunities
1. Competitive career development N
4. Manager acts quickly if I ask for help
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
Flexible schedule N
High level of autonomy
10. Innovative environment N
3. Organization’s reputation in the community N
5. Can impact quality of work/product/service
6. Satisfaction with the organization’s people decisions
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. Top Attraction Drivers Top Engagement Drivers
Overview of the three sets of drivers (attraction, retention and engagement)
Top Attraction Drivers
Top Retention Drivers
Top Engagement Drivers
Challenging work
Organization provides clear pay information
Senior management interest in employee well-being
Competitive base pay
My manager handles performance reviews fairly and effectively
Improved my skills and capabilities over the last year
Career advancement opportunities
Satisfaction with the organization’s 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 balance
My 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 environment
Organization retains people with needed skills
Opportunities to learn and develop new skills
Organization’s financial health
Organization allows for flexible work schedule
Senior management acts in customers’ best interests
High level of autonomy
Good collaboration across units
Leading-edge technology
Appropriate amount of decision-making authority to do my job well
Source: Towers Perrin 2005 Workforce Study — Italy.

23. Overall employee engagement levels - 2005
Highly Engaged
Moderately Engaged
Disengaged
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
Source: Towers Perrin 2005 Workforce Study — Italy.

24. Patterns of employee mobility - 2005
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.