linking employee engagement

HIGHER TOTAL SHAREHOLDER RETURN

50%


Companies in the top quartile

of engagement scores had

50% HIGHER TOTAL

SHAREHOLDER RETURN

than the average company.

(Aon Hewitt)

PROFITABILITY

18% HIGHER

PRODUCTIVITY

60% HIGHER QUALITY


(Insync Surveys)

Engaged employees have

18% HIGHER PRODUCTIVITY

and 60% HIGHER QUALITY than

underengaged employees.

PRODUCTIVITY

CUSTOMER SATISFACTION

(Vance)

Companies with highly engaged

employees score between

12% AND 34%

HIGHER IN CUSTOMER

SATISFACTION RATINGS.

+12%

34%


1,000%DECREASE IN ERRORS AMONG ENGAGED VERSUS DISENGAGED

EMPLOYEE POPULATIONS


Among Fortune 100 companies, there was

a 1,000% DECREASE IN ERRORS

among engaged versus disengaged

employee populations.

QUALITY

(Gonring)

2-3TIMES


1 Indirect costs of poor health among

disengaged employees = 2-3 TIMES

the direct medical expenses of the

total employee group.

(Gallup)

WELLNESS


WELLNESS 1 Indirect costs of poor health among disengaged employees = 2-3 TIMES the

direct medical expenses of the total employee group.

2 Medical expenditures consume

50% OF CORPORATE PROFITS;

this includes time when employees are

“off the job” due to illness, as well as

when employees “work” while ill.

(HR Resources)

50%





21%


3 ENGAGED EMPLOYEES ARE 21% MORE

LIKELY TO BE INVOLVED IN PERSONAL

WELLNESS EFFORTS, which

in turn reduces sick time off work

and improves productivity.

(Gamlem)



2 Medical expenditures consume 50% OF CORPORATE PROFITS; this includes time when employees are “off the job” due to illness, as well as when employees “work” while ill.


4 A Fortune 100 CPG company’s

focus on wellness lowered the

rate of healthcare costs by

$565 PER EMPLOYEE.

(The Economist)

565



2 Medical expenditures consume 50% OF CORPORATE PROFITS; this includes time when employees are “off the job” due to illness, as well as when

employees “work” while ill.

3 ENGAGED EMPLOYEES ARE 21% MORE LIKELY TO BE INVOLVED IN PERSONAL WELLNESS EFFORTS, which in turn reduces sick time off work and improves productivity.

FEWER SAFETY INCIDENTS

48%


(Gallup)

Highly engaged employees have

48% FEWER SAFETY INCIDENTS.

SAFETY

RETENTION

(Gallup)

ENGAGED EMPLOYEES

ARE 87% LESS LIKELY TO

LEAVE AN ORGANIZATION.

They are 5 times less likely to

leave than employees

who are not engaged.

87%EMPLOYEES LESS LIKELY TO LEAVE


0.6%+GROWTH IN SALES


Each incremental percentage of employees

who become engaged predicts an

INCREMENTAL 0.6% GROWTH IN SALES.

SALES GROWTH

(Aon Hewitt)


To learn more, download our

infographic on

LINKING EMPLOYEE

ENGAGEMENT TO MEASURABLE

BUSINESS RESULTS

LINKING EmpLoyEE ENGaGEmENt to measurable business results

Employee Engagement is what happens when companies win over the hearts (emotional connection) and minds of employees in ways that lead to extraordinary effort and positive financial results.


©BI WorLdWIdE™ 2014

ProfitabilityProductivity

18% higher

productivity

60% higher quality

higher total Shareholder returN

50%Companies in the top quartile of engagement scores had 50% higher total Shareholder returN than the average company. (Aon Hewitt)

Engaged employees have 18% higher productivity and 60% higher quality than underengaged employees.(Insync Surveys)

customer satisfaction Quality

+12%

34%

1,000%decrease in errors among

engaged versus disengaged employee populations

Companies with highly engaged employees score between 12% aNd 34% higher iN cuStomer SatiSfactioN ratiNgS. (Vance)

Among Fortune 100 companies, there was a 1,000% decreaSe in errors among engaged versus disengaged employee populations. (Gonring)

safetyretention

87%employeeS leSS likely to leave

fewer Safety iNcideNtS

48%Highly engaged employees have 48% fewer Safety iNcideNtS. (Gallup)

eNgaged employeeS are 87% leSS likely to leave aN orgaNizatioN. They are 5 times less likely to leave than employees who are not engaged. (Dr. Brad Shuck)

Wellnesssales GroWthEach incremental percentage of employees who become engaged predicts an iNcremeNtal 0.6% growth iN SaleS. (Aon Hewitt)

0.6%+growth in sales

2-3xIndirect costs of

poor health among disengaged employees =

2-3 timeS the direct medical expenses of the total employee group.

50%

Medical expenditures consume 50% of

corporate profitS (HR Resources); this includes time when employees are

“off the job” due to illness, as well as when employees

“work” while ill.

21%

eNgaged employeeS are 21% more likely to be iNvolved iN perSoNal

wellNeSS effortS (Gamlem), which in turn

reduces sick time off work and improves productivity.

565A Fortune 100 CPG company’s focus on

wellness lowered the rate of healthcare costs by $565 per employee.

(The Economist)

http://www.biworldwide.com/en/white-papers/employee-engagement/linking-employee-engagement-infographic?utm_source=SlideShare&utm_medium=Slide&utm_campaign=Employee

BI WORLDWIDE uses the principles of behavioral economics to produce measurable results for our clients

by driving and sustaining engagement with their employees, channel partners and customers.

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©BI WORLDWIDE™ 2014

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linking employee engagement

Documents

disengaged employees

minds of employees

underengaged employees

total employee group

employee engagement

direct medical expenses

higher productivity

indirect costs of poor