Report: Employee Engagement Case Studies: Five I’s in Practice

1305EECaseStudies_CoverWe just published a Temkin Group report, Employee Engagement Case Studies: Five I’s in Practice. It’s a deep dive into how companies are systematically improving employee engagement. Here’s the executive summary:

Engaged employees create engaged customers, kicking off what Temkin Group describes as a virtuous cycle. More and more organizations are paying attention to the connection between employee engagement and customer experience through a variety of efforts spanning five areas that we call that Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve and Incent. We’ve compiled case studies of three organizations that are engaging employees and driving results: BMO Financial, Hampton brand, and Safelite AutoGlass.

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Here is an overview of how the three companies we examine are addressing the FIve I’s of Employee Engagement:

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The bottom line: Employee engagement is worth the effort of learning best practices

Report: Employee Engagement Benchmark Study, 2013

We just published a Temkin Group report, Employee Engagement Benchmark Study, 2013 that updates a similar study we completed last year. Here’s the executive summary:

Using the Temkin Employee Engagement Index, we analyzed employee engagement across more than 2,400 U.S. employees. Employee engagement has increased over last year. Companies that outperform their peers in financial performance and customer experience have considerably more engaged workforces. Why does that matter? Because highly engaged employees try harder, recommend the company, help others, and take less sick time. It turns out that services industries have the most engaged employees while the retail sector has the fewest. We also found that highly engaged employees tend to be: front-line employees, high-income earners, male, African-American, and happy. Since engaged employees are such a valuable asset, we recommend that companies focus on this area using our Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve, and Incent.

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Here are some of the findings from the study:

  • Engaged employees are more than twice as likely to stay late at work if something needs to be done, help someone at work even if they’re not asked, and do something that is good for the company even if it’s not expected of them.
  • Engaged employees are almost three times as likely to make recommendations about an improvement and more than six times as likely to recommend that a friend or relative apply for a job.
  • Fifty-seven percent of U.S. employees are moderately or highly engaged, an increase from 47% that we found last year.
  • Three-quarters of employees in companies with significantly above average financial performance are moderately or highly engaged, compared with less than half of firms with subpar financial results.
  • Nearly twice as many employees at companies with subpar customer experience are looking for a job compared with employees at companies with good customer experience.
  • Professional services and construction companies have the highest level of employee engagement, while travel and retail firms have the lowest.
  • Sixty percent of the workforce at companies with 100 or fewer employees are moderately or highly engaged, compared with only 46% at companies with 10,000 or more employees.
  • Seventy-five percent of senior executives are moderately or highly engaged, compared with only 46% of individual contributors.
  • The most engaged employees tend to be older, male, college educated, and African-American.
  • The most engaged employees tend to be financially secure, healthy, physically fit, and typically happy.

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The bottom line: It’s time to focus on engaging your employees

P.S. Check out these recent related reports: The Five I’s of Employee Engagement and CX Needs More HR Focus on Employee Engagement

Report: The Five I’s of Employee Engagement

We just published a Temkin Group report, The Five I’s of Employee Engagement. While previous Temkin Group research found a strong connection between employee engagement and both productivity and customer experience, only 35% of large firms’ employee engagement efforts received strong ratings. Here’s the executive summary:

Despite the compelling upside to employee engagement, many companies neglect this key area, leaving employees much less than fully engaged. Our research uncovered 25 best practices across what we call the Five I’s of Employee Engagement: Inform, Inspire, Instruct, Involve, and Incent. Among these practices are Symantec’s Customer First News, an online customer experience update “broadcast” for employees, Sprint’s “day in the life of the frontline” experience bringing senior leaders together with call center and retail employees in their locations, Disney Store’s e-learning modules that develop both retail and entertainment skills in cast members, Fidelity Investments’ Voice of the Customer Ambassador program, and BKD’s Hi5 peer recognition campaign. CX professionals cannot drive employee engagement on their own; it requires support from across the organization. We’ve identified some areas for CX to start collaborating with HR.

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Based on interviews with over 20 companies, this report identifies 25 best practices and highlights more than 60 examples of ways in which companies are engaging employees across the Five I’s. There are 13 exhibits providing additional information on a number of the leading practices highlighted in the report.

Here are the 25 best practices across the Five Is of Employee Engagement:

Here’s a video on the Five Is of Employee Engagement

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The bottom line: The 5Is can improve your customer experience and business results