What Do Employees REALLY Want
A recent survey of the Australia’s top employers has revealed some surprising results. The survey included over 124,000 employees in more than 200 countries was carried out by human resources consulting firm Aon Hewitt, it’s Chief Executive of Talent and Rewards, Tim Powell, says this year’s survey showed employees now expect their companies to provide more for them – and many are delivering.
“For the first time in a decade, 2010 saw more organisations with declining employee engagement than those with improving engagement,” he says.
“The drivers that used to attract and retain talent – relationships with co-workers, relationships with customers and work/life balance – have now become standard expectations within the majority of organisations.”
This is no new news to anyone on the ground. Higher expectations and more complex models of employee engagement have been common challenges dealt with by employers and managers. The real question is what is it that makes a good employee choose to stick with a business in this competitive market? As unemployment drops, workers have become more confident in seeking new opportunities.
The survey found that the top companies on the list contained some common features – senior leaders are judged as more effective, they prioritise their teams to ensure problems are solved effectively and are much clearer about how pay and rewards are structured.
72% of senior leaders in the businesses listed in the top category of “Best Employers” were viewed by their teams as showing strong evidence of effective leadership, this includes such skills as;
• proper time management,
• the ability to determine which employees are best suited to which roles,
• the ability to effectively motivate team members,
• communication between senior leaders and team members
• delivering on promises made to staff
• being able to explain the vision of the company
• clarity about how pay and rewards are determined
• rewarding excellent behaviour above and beyond the usual expectations
Powell says the survey shows these companies pay close attention to their employees’ performance, and are able to align them with the company’s goals whenever they move off track.
“This year’s Aon Hewitt Best Employer research demonstrates that accountability for engagement improvement and effective execution makes all the difference,” he says.
This approach is reflected in the comments of several executives from the top employers.
Merck Serono managing director David Garmon-Jones says “a lot of HR initiatives are not expensive – listening and giving people choices. It is a false economy to mess with people”.
Ben Dixon, managing director of Millward Brown, also said there needs to be a “clear balance between business financials and business investment”.
“Employees need to know what the company goals are and feel part of achieving them. The ability to keep employees satisfied with their jobs (and therefore motivated) gives them the opportunity to experience achievement.”
“They need to celebrate and be rewarded when things go well and understand how they impacted that result. Consistency from the senior leadership team in message and management approach ties into all of this.”
Jan Pacas, Hilti general manager, also said the best employees are those “who are motivated to perform beyond just their usual duties”.
Powell explains these companies top others because of their ability to motivate staff.
“The difference is that their senior leaders have taken accountability for the engagement of their people, and persisted over time in taking action for improvement.”
“The drivers that used to attract and retain talent – relationships with co-workers, relationships with customers and work/life balance – have now become standard expectations within the majority of organisations.”
This is no new news to anyone on the ground. Higher expectations and more complex models of employee engagement have been common challenges dealt with by employers and managers. The real question is what is it that makes a good employee choose to stick with a business in this competitive market? As unemployment drops, workers have become more confident in seeking new opportunities.
The survey found that the top companies on the list contained some common features – senior leaders are judged as more effective, they prioritise their teams to ensure problems are solved effectively and are much clearer about how pay and rewards are structured.
72% of senior leaders in the businesses listed in the top category of “Best Employers” were viewed by their teams as showing strong evidence of effective leadership, this includes such skills as;
• proper time management,
• the ability to determine which employees are best suited to which roles,
• the ability to effectively motivate team members,
• communication between senior leaders and team members
• delivering on promises made to staff
• being able to explain the vision of the company
• clarity about how pay and rewards are determined
• rewarding excellent behaviour above and beyond the usual expectations
Powell says the survey shows these companies pay close attention to their employees’ performance, and are able to align them with the company’s goals whenever they move off track.
“This year’s Aon Hewitt Best Employer research demonstrates that accountability for engagement improvement and effective execution makes all the difference,” he says.
This approach is reflected in the comments of several executives from the top employers.
Merck Serono managing director David Garmon-Jones says “a lot of HR initiatives are not expensive – listening and giving people choices. It is a false economy to mess with people”.
Ben Dixon, managing director of Millward Brown, also said there needs to be a “clear balance between business financials and business investment”.
“Employees need to know what the company goals are and feel part of achieving them. The ability to keep employees satisfied with their jobs (and therefore motivated) gives them the opportunity to experience achievement.”
“They need to celebrate and be rewarded when things go well and understand how they impacted that result. Consistency from the senior leadership team in message and management approach ties into all of this.”
Jan Pacas, Hilti general manager, also said the best employees are those “who are motivated to perform beyond just their usual duties”.
Powell explains these companies top others because of their ability to motivate staff.
“The difference is that their senior leaders have taken accountability for the engagement of their people, and persisted over time in taking action for improvement.”
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