Consultant News has published a research study by Hewitt that shows yet additional evidence that well being and employee engagment may be two sides of the same coin– very much linked together:
“Research carried out in conjunction with the 2009 Best Employers in Canada study has established that highly engaged employees experience better health and overall well-being. This finding reinforces the benefits for both employers and employees of increasing employee engagement, according to Hewitt Associates, the global human resources consulting and outsourcing company that conducts the annual study.
“The 115,000 employees surveyed as part of the 2009 study clearly revealed that high engagement goes hand-in-hand with better health and well-being,” said Neil Crawford, leader of Hewitt’s Best Employers in Canada study. “Employees at organizations with high engagement reported better physical health, lower job stress and work overload, and greater financial security. In addition, they also believe that their employer’s benefits plan contributes to their overall well-being, although there is room for improvement with respect to retirement savings programs.”
I read of the governmental plans to “reform” our health care, which is all fine and well. But perhaps the most important reform we can make would be to create better workplaces which, amongst other things, cares about the health and well being of employees. According to this study this may be, as they say, exactly what the doctor ordered.
There’s your headline from the online article at ASTD. The article cites a study conducted last fall of 2,000 participants. One key result:
A recent survey indicates that the youngest workers are the most willing to go the extra mile when the economy tightens and job security becomes tenuous. A higher percentage of Gen Y workers strive to impress the boss, arrive earlier and working later and taking on extra responsibilities than their older peers.
Glad to see research that breaks down this myth that that younger generation isn’t as motivated as we “more tenured” employees. Let’s turn our attention to the issue of HOW we motivate this generation; in fact, let’s think more about tapping into the potential of all our employees. Much better use of our time, don’t you think?
My congratulations to the winners of the first annual “Employee Voice Award” (EVA), presented by our research partners at Quantum Workplace. In a release published by PR Newswire, inagural winners are:
Large Business Category (>1000 employees)
- Royal Caribbean (RCL) (Miami, FL)–a Miami, Florida-based cruise line
- Sundt Construction (Tempe, AZ)–a general contractor
- Tufts Health Plan (Watertown, MA)–a provider of healthcare coverage
Small Business Category (50–1000 employees)
- LAMMICO (Metairie, LA)–develops and delivers insurance products and services to Louisiana physicians and healthcare providers
- NameMedia (Waltham, MA)– as the owner of one of the largest portfolios of domain names, it focuses on acquiring, developing and selling digital real estate
- North Highland (Atlanta, GA)–management and technology consultants.
- Regency Centers Corp (Jacksonville, FL)–a real estate investment trust that specializes in the development of shopping centers
- William A. Berry & Son, Inc. (Danvers, MA)– one of the oldest construction companies in the nation.
Companies such as these listed have, in my view, a distinct advantage in the marketplace– engaged employees can make all the difference between success and failure, particularly in these challenging economic times.
… Or says a study recently published in Science Daily. The research, conducted by University of Michigan Professor John Griffith, concludes:
In a newly published report, Griffith examined the attributes of 34 community hospitals in nine states that have earned the Health Care Sector Malcolm Baldrige National Quality Award, a nationally recognized quality benchmark for various industries.
Griffith’s findings suggest that the single-biggest factor in patient satisfaction is hospital employee morale, which starts with outside-the-box thinking at the very top management levels.
These community hospitals had the happiest patients and caregivers, but only because these hospitals departed radically from traditional hospital management, Griffith says.
My co-author Leigh Branham and I conducted a study of the employee engagement in over 100 hospitals, and came to the same conclusion– there is a direct link between employee engagement and patient satisfaction. Moreover, employee at hospitals with very low engagement results were far more likely to report patient safety and other complaince-related problems, something no hospital wants. Perhaps one way to deal with our health care crisis is to create more engaged workplaces like these honored today.
Salary.Com Inc. has conducted a survey of employee and employer perceptions about employee job satisfaction and intent-to-stay. The study, reviewed at Occupational Safety & Health Online reports:
According to the survey, employee satisfaction levels are often overestimated by employers. A set of questions new to this year’s survey found that the current economic climate was less of a deterrent to job seeking than employers anticipated, while variables such as income, job level, industry and age remained consistent factors that affect job satisfaction year-over-year.
Key data points:
• Overall, the survey showed that 65 percent of employees are at least somewhat satisfied in their jobs while employers estimated that figure to be 77 percent.
• Approximately 65 percent of employees admitted to passively or actively looking for a new job, compared to employers’ estimate of 37 percent.
• While employers have a good sense of overall employee satisfaction, they often overestimate the degree of extremely satisfied employees nearly 2 to 1.
• The levels of satisfaction among employees surveyed varied by job level and salary. Not surprisingly, the results of the survey suggest there is a direct link between pay and satisfaction – the higher the salary and job level, the greater the number of extremely satisfied employees.
• Age affects job satisfaction – millennials report the lowest job satisfaction.
Perhaps this study doesn’t shock you, but it does reveal an important insight that should call us to action–the best way to find about how employees are feeling is to ask them. We need to do a much better job of listening, really hearing, what our associates are feeling right now.
Please go to LinkedIn to answer a pulse poll on employee engagement at your place of work– thanks!
There was a nice write-up in yesterday’s Kansas City Star about the research that Leigh Branham and I conducted about employee engagement in these challenging economic times. An additional point was made in the article about the benefits of increased employee engagement, from our former employer Right Management:
Why is this angst explosion important for even the employers who aren’t laying off people or cutting workers’ pay or benefits?
Separate research by Right Management indicates that every 1 percent increase in employee engagement (assuming it’s correctly measured in employee surveys) equals $1.6 million more revenue for the employer.
That kind of revenue enhancement is a pipe dream for many small businesses, no matter how good they are to their employees. But the big-company research shows why employers of any size should care whether their workers want to be there.
Yet another study that shows the value of creating and maintaining a highly engaged workplace. For additional information about our study go to: Beating the Bear Market with Engaged Employees.