employee engagement insights from the 2013 edelman trust barometer

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Employee Insights from the 2013 Edelman Trust BarometerEmployee Engagement Practice

© Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact [email protected].

About the 2013 Edelman Trust Barometer

13th annual survey and the largest global exploration of trust, with 31,000+ respondents in 26 countries

This year’s data reveals a crisis of crisis of leadership, leadership, indicating the need for organizations to rebuild executives’ internal credibility, reinforce ethical behavior and adopt an inclusive inclusive management management approach

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Employees with technical expertise are far more trusted than top executives

Employees continue to be a steady, reliable source of information, especially compared to the CEO

20132012

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Regular employees have three times the credibility of the CEO on working conditions

Who is Trusted MOST to provide you with credible and honest information about:

Company’s CEO

Company’s Employee

Activist Consumer

AcademicMedia

Spokesperson

A company’s employee programs, benefits & working conditions

21% 63% 16% 13% 11%

How a company serves its customers and prioritizes customer needs ahead of company profits

19% 30% 44% 16% 15%

A company’s situation in a time of crisis 30% 35% 18% 22% 23%

A company’s innovation efforts and new product development

31% 31% 27% 25% 13%

How a company uses its resources and influence to support the environment

21% 26% 34% 27% 13%

How a company supports programs that positively impact the local community

22% 27% 35% 20% 23%

Partnerships with NGO’s and effort to address societal issues

25% 20% 25% 23% 15%

A company’s financial earnings & operational performance 34% 27% 23% 23% 12%

A company’s business practices, both positive & negative 23% 36% 29% 21% 15%

Accomplishments about a company’s senior leadership 35% 34% 17% 19% 19%

Employees are one of the most credible voices on a variety of topics, especially work environment

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Companies are largely perceived as failing to treat employees well

GapImportancePerformance

Biggest gap in survey between expectations vs. performance in study

5

-22

-32

-37

-36

-30

-33

-31

-33

-27

-23

-24

-11

-15

-16

-10

-18


Executives and regular employees disagree on the importance of treating employees well

1Listens to customer needs and feedback 56%

1 High quality products or services 56%

3 Has ethical business practices 54%

3Takes actions to address issue or crisis 54%

5 Places customers ahead of profits 53%

5 Treats employees well 53%

7Communicates frequently and honestly 51%

7 Has transparent and open business 51%

7Works to protect/improve environment 51%

10 Addresses society's needs 47%

10Positively impacts the local community 47%

12 Innovator of new products 45%

13 Highly regarded, top leadership 44%

14 Delivers consistent financial returns 40%

15 Ranks on a global list 38%

16 Partners with third parties 35%

1 High quality products or services 63%

2Listens to customer needs and feedback 62%

3 Treats employees well 61%

4 Places customers ahead of profits 58%

5 Has ethical business practices 57%

5Takes actions to address issue or crisis 57%

7 Has transparent and open business 56%

8Communicates frequently and honestly 53%

8Works to protect/improve environment 53%

10 Addresses society's needs 47%

11Positively impacts the local community 46%

12 Innovator of new products 43%

13 Highly regarded, top leadership 39%

14 Partners with third parties 36%

14 Ranks on a global list 36%

14 Delivers consistent financial returns 36%

Executives Employees

Executives rank it 5th, while employees rank it 3rd in prioritization of trust attributes

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Regular employees are far more skeptical than executives of all sources of informationExecutives more likely to trust the CEO and regular employees

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Executives and employees blame different issues for their distrust in business Employees point to wrong incentives, while executives blame fraud, transparency issues

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Three key actions to build trust

Use storytelling to demonstrate integrity in action

Employees with employees

Employees with world

Employees with company

Encourage a culture of inclusive management

Leverage employees ambassadors strategically where they have credibility

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Use storytelling to demonstrate integrity in action

Employees with company

• Pair key messages with key stories from leaders’ actual experiences

• Coach executives to mine their professional lives for anecdotes that demonstrate what company strategy, values and culture mean to them

• Storytelling on ethics, compliance and integrity reinforces culture without lecturing

Storytelling prompts

Talk about a situation where you were faced with a difficult decision and used your values to make a choice.

Describe a time your parents taught you the meaning of an important value.

Tell us about one of your role models and something specific they did to earn your respect.

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Encourage a culture of inclusive management

• Invite a variety of voices to the decision-making table and listen to them

• Allow employees to have a say in decisions that affect them

• Regularly monitor employee sentiments internally and externally (Yammer, online focus groups, employee user groups, job-rating rates

• When possible, act on feedback

Employees with employees

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Leverage employee ambassadors strategically where they have credibility

• Tap employees as ambassadors on their company experience, benefits programs, culture and working conditions

• Leverage employees in recruiting; enlist volunteers to interact with candidates via the company’s digital and social channels

• Showcase the “people behind the products” for innovation storytelling

Employees with world

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Edelman’s Employee Engagement Practice helps companies create employee connections that deepen engagement, increase trust and accelerate business performance.

Contact us: [email protected] the web: ee.edelman.comComplete information on the Trust Barometer: trust.edelman.com

For more information

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employee engagement insights from the 2013 edelman trust barometer

Business

takes responsible

companys business

places customers

global list

creates programs

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