trends in employee engagement expectations
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Trends in employee engagement expectations
Trends in employee engagement expectations transforming organisation policies worldwide.
Organisations under pressure to accommodate employee engagement expectations.
1. The new generation employees (Generation Y – the millennials) borne from 1980 to 2000, have one foot out of the employer door.
– 66% of them expect to leave their current employers by the end of 2020.
– 63% believe their leadership skills are not being fully developed, but the ability to progress and take on a leadership role is one of the most important drivers when evaluating job opportunities.
– Only 52% of leavers within 2 years, believe training to be widely available to progress in leadership roles.
– 71% of leavers within 2 years, believe their leadership skills are not being fully developed.
– 57% of leavers within 2 years, feel overlooked for potential leadership positions.
– 62% of the new generation employees measure an organisation against employee satisfaction and 63% also against product/service quality.
– 56% of the new generation employees say they ruled out ever working for a particular organisation because its values went against their personal values.
– The new generation employees regard the following drivers for employer choice, the most important: financial benefits, work-life balance, opportunities to progress into leadership positions, flexible working hours, doing meaningful work and professional development training programs.
The new digital generation has become almost just as mobile as their mobile digital devices and has much lower feelings and sentiments of attachment and loyalty to employers than previous generations.
2. Extract from findings and future directions:
“As seen in this study, the results indicate specific areas in which academicians, supervisors, subordinates and co-workers, may better understand the motivations, thought processes and resulting behaviours of the Millennial cohort. In addition, this study may provide some food for thought for the parents of the next generation regarding ways in which to discourage and deal with this type of behaviour. Although this paper is incomplete as to the predictors of or results of entitlement behaviour, it can serve as a starting point for understanding the behaviour of this group as it moves through college into the workforce.”
3. Extract from Forbes “Millennials in The Workplace: They don’t need trophies but they want reinforcement:
3.1 They want to grow, even if that means growing out of your company.
Can you guess the average tenure of Millennial employees? Two years. In the span of a professional career, two years seems to hardly make a dent. In comparison, the average tenure for Gen X employees is five years and seven years for Baby Boomers. One of the primary reasons Millennials are more likely to change jobs is because they are not willing to stick around if they do not believe they are receiving any personal benefit or growth.
Millennials embrace a strong entrepreneurial mind set and they are often on the lookout for opportunities that can continue to move them up the ladder, even if that means up and out of their current position. As digital natives, Millennials have grown up in an era where the number of resources they have is almost infinite making them more efficient problem solvers and critical thinkers.
In order to keep up with this fast moving generation, don’t slow them down. If you notice your Millennial employees looking for more advanced opportunities, give them more challenging work or encourage them to keep moving. Sound crazy? It’s not. If a Millennial employee feels like their bosses are invested in their personal growth, they will be more likely to develop a stronger relationship not just with the company but with the people in it.
3.2 They want a coach, not a boss.
Piggy backing off of the previous insight, Millennial employees expect greater accessibility to the leadership in their offices and are looking for more mentorship rather than just direction. Research shows that the number one reason Millennials are likely to leave their current job is because of their boss. Creating an environment where Millennial employees feel supported and valued by the leadership will lead to increased productivity and valuable relationships.
That means that employee/employer relationships must extend beyond just the formal annual work review. According to a recent survey conducted by TriNet, a company dedicated to providing HR solutions, 69 percent of Millennials see their company’s review process as flawed. A major reason for this is because of the lack of feedback throughout the year. The survey also found that three out four Millennials feel in dark about their performance and nearly 90 percent would feel more confident if they had ongoing check-ins with their bosses.
“The more frequent the check-ins are, the better,” said Rob Hernandez, Perform Product Manager at Trinet. “The biggest issue with the annual review process is the formality. There is often more emphasis on reflection rather than opportunities for improvement in the future.””
4. Money is not everything:
These are the factors they value the most in sequence of most important to less important:
4.1 Opportunities for career progression
4.2 Competitive wages/other financial incentives
4.3 Excellent training/development programs
4.4 Good benefits packages
4.5 Flexible working arrangements
4.6 International opportunities
4.7 Good reputation for ethical practices
4.8 Corporate values that match your own
4.9 A reputation as an employer of the best and brightest people
4.10 The employer brand
4.11 Diversity/equal opportunities record
4.12 The sector in which the organisation operates
5. Our predictions for future employee engagement trends:
5.1 Pressure will mount on Human Resources Professionals (including their educational curriculum), to lead organisations into transformation processes, to accommodate these employee engagement trends, to ensure organisation maintenance and improvement in competitiveness.
5.2 Organisation training programs will shift with more emphasis on team leadership, which might become just as important as in Defence Forces.
Self-improvement in team leadership skills will dramatically increase the chances of vertical (existing employer) and horizontal (external employers) job promotion, as well as business owner success, in any economic cycle, as competitors with these skills are relatively few.