We just published a Temkin Group report, Employee Engagement Competency & Maturity, 2018. Here’s the executive summary of this annual review of employee engagement activities, competencies, and maturity levels for large companies:
To understand how companies are engaging their employees, we surveyed 178 large companies and compared their responses with similar studies we’ve conducted in previous years. We also asked survey respondents to complete Temkin Group’s Employee Engagement Competency & Maturity (EECM) Assessment. The EECM Assessment places companies in one of five stages of maturity and evaluates their performance across five employee engagement competencies: Inspire, Inform, Instruct, Incent, and Involve. Highlights from our analysis of their responses include:
- Team leaders of non-customer-facing groups are the least supportive of customer-centric activities.
- Nearly 70% of companies measure employee engagement at least annually, yet only 40% of executives consider acting on the results to be a high priority.
- The top obstacle to employee engagement activities continues to be the lack of an employee engagement strategy.
- While only 19% of companies are in the top two stages of employee engagement maturity, 49% are in the bottom two.
- When we compared companies with above average employee engagement maturity to those with lower maturity, we found that employee engagement leaders have better customer experience, enjoy better financial results, have more coordinated employee engagement efforts, have more widespread support across employee groups, are more likely to act on employee feedback, and face fewer obstacles than their counterparts with less engaged workforces.
- You can use the results of the EECM Assessment to benchmark your own employee engagement activities.
Here’s an excerpt from two of the 19 graphics that shows the maturity levels of employee engagement efforts in large companies and their effectiveness across five employee engagement competencies:
- Employee Engagement Efforts Are Underway
- Assessing Employee Engagement Competencies and Maturity
- Employee Engagement Leaders Versus Laggards
- Propel Your Employee Engagement Efforts
Figures in the Report:
- Importance of Employee Engagement and Customer-Centric Culture
- Support For Customer-Centric Activities
- Employee Engagement Measurement
- Overview of Employee Engagement Activities
- Employee Engagement Obstacles, 2016 to 2018
- Employee Engagement Competencies and Maturity Levels
- Employee Engagement Competency & Maturity Assessment
- Results From Employee Engagement Competency Assessment
- Results From Employee Engagement Competency AssessmentBetween 2016 and 2018
- Highest Performing Employee Engagement (EE) Competency Elements
- Lowest Performing Employee Engagement (EE) Competency Elements
- Customer Experience and Financial Results: Employee Engagement Leaders Versus Laggards
- Organizational Culture: Employee Engagement Leaders Versus Laggards
- Executive Priorities: Employee Engagement Leaders Versus Laggards
- Overview of Employee Engagement Activities: Employee Engagement Leaders Versus Laggards
- Employee Engagement Measurement: Employee Engagement Leaders Versus Laggards
- Support For Customer-Centric Activities: Employee Engagement Leaders Versus Laggards
- Employee Engagement Obstacles: Employee Engagement Leaders Versus Laggards
- Percentiles of Results From Temkin Group Employee Engagement Competency Assessment