Category: Aimee Lucas Research

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.

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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:

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Report Outline:

• 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:

1. Importance of Employee Engagement and Customer-Centric Culture
2. Support For Customer-Centric Activities
3. Employee Engagement Measurement
4. Overview of Employee Engagement Activities
5. Employee Engagement Obstacles, 2016 to 2018
6. Employee Engagement Competencies and Maturity Levels
7. Employee Engagement Competency & Maturity Assessment
8. Results From Employee Engagement Competency Assessment
9. Results From Employee Engagement Competency AssessmentBetween 2016 and 2018
10. Highest Performing Employee Engagement (EE) Competency Elements
11. Lowest Performing Employee Engagement (EE) Competency Elements
12. Customer Experience and Financial Results: Employee Engagement Leaders Versus Laggards
13. Organizational Culture: Employee Engagement Leaders Versus Laggards
14. Executive Priorities: Employee Engagement Leaders Versus Laggards
15. Overview of Employee Engagement Activities: Employee Engagement Leaders Versus Laggards
16. Employee Engagement Measurement: Employee Engagement Leaders Versus Laggards
17. Support For Customer-Centric Activities: Employee Engagement Leaders Versus Laggards
18. Employee Engagement Obstacles: Employee Engagement Leaders Versus Laggards
19. Percentiles of Results From Temkin Group Employee Engagement Competency Assessment

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We just published a Temkin Group report, Employee Engagement Benchmark Study, 2017. This is the sixth year that we’ve published the benchmark of U.S. employees. The research is based on an online survey on Q3 2016. (Take a look at our Employee Engagement Resource Page).

For the sixth year in a row, Temkin Group used the Temkin Employee Engagement Index to analyze the engagement levels of more than 5,000 U.S. employees. We found that:

• Sixty-three percent of U.S. employees are “highly” or “moderately” engaged – the highest level we’ve seen in the six years we’ve conducted this study.
• Companies that outperform their competitors in both financial results and customer experience have more engaged workers.
• Compared to disengaged employees, highly engaged employees are almost five times more likely to recommend the company’s products and services, they are over four times more likely to do something that is good, yet unexpected, for the company, they are three times more likely to stay late at work if something need to be done, and they are over five times more likely to recommend an improvement at the company.
• Companies with 501 to 1,000 employees have the highest percentage of engaged employees, while companies with 10,000 or more employees have the lowest.
• On an individual level, our research shows that the most highly engaged employees tend to be those who regularly interact with customers, who are highly educated, who earn a high income, and who are executives.
• Forty-nine percent of construction employees are highly engaged, the highest level of any industry. At the other end of the spectrum, only 20% of employees in public administration are highly engaged.
• Given the significant value of engaged employees, we recommend that companies improve engagement levels by mastering our Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve, and Incent.

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Here’s what we found when we examined year-over-year results for the Temkin Employee Engagement Index:

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Report Outline:

• Employee Engagement Is On The Rise
• Which Employees Are Most Engaged?
• Master the Five I’s of Employee Engagement

Figures in the Report:

1. Temkin Employee Engagement Index(TEEI)
2. Engaged Employees Are Valuable Assets
3. Engaged Employees Try Harder
4. Customer Experience Leaders Have More Engaged Employees
5. Temkin Employee Engagement IndexBy Industry
6. Temkin Employee Engagement IndexBy Industry (2014 to 2016)
7. Temkin Employee Engagement Index(TEEI) By Sie of Company
8. Temkin Employee Engagement Index(TEEI) BY Amount of Customer Contact and Role Within Organization
9. Temkin Employee Engagement Index(TEEI) By Organizational Role
10. Temkin Employee Engagement Index(TEEI) By Age
11. Temkin Employee Engagement Index(TEEI) By Income Level
12. Temkin Employee Engagement Index(TEEI) By Education Level
13. Results From Employee Engagement Competency Assessment

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Here are previous employee engagement benchmark studies: 2016, 2015, 2014, 2013, 2012.

We just published a Temkin Group report, State of Employee Engagement Maturity, 2016. Here’s the executive summary of this annual review of employee engagement activities, competencies, and maturity levels for large companies:

Engaged employees are critical assets for any customer experience effort. As engaged employees are critical assets, it’s not surprising our data shows that customer experience leaders have more engaged employees than their peers. To understand what companies are doing to engage their employees, we surveyed more than 150 large companies and compared their responses with similar studies we’ve conducted in previous years. We found that two-thirds of companies survey their employees at least once a year, but that less than half of executives consider it a high priority to act on the results of that survey. We used Temkin Group’s Employee Engagement Competency & Maturity (EECM) Assessment to gauge the maturity levels and efforts of these companies across our five competencies, called the “Five I’s of Employee Engagement:” Inform, Inspire, Instruct, Involve, and Incent. We found that only 12% of companies have reached the top two levels of maturity, Enhancing and Maximizing, which is a drop from 2015. The lack of a clear employee engagement strategy remains the number one obstacle that companies face. We also compared companies with above average employee engagement maturity to those with lower maturity and found that employee engagement leaders enjoy better financial results than their counterparts with less engaged workforces.

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Here’s one of the 17 graphics:

Here’s a link to the 2015 study.

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The bottom line: Companies should invest more in employee engagement.