According to the Aon Hewitt Trends in Global Employee Engagement 2012 study, covering 3,100 organisations and 9.7 million employees worldwide, global employee engagement levels have gone up to 58% in 2011 from 56% in 2010

1. 28 June 2012
Trends in Global Employee Engagement 2012
From credit crunch… to talent crunch
Copyright © 2012 Aon Hewitt Limited. All rights reserved.
Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England No. 4396810

2. Agenda
Introductions
The global picture
Focus on Europe
How successful organisations are responding to the ‘crunch’
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3. Global landscape: uneven & slowing growth
Global growth projected at 3.5% in 2012
Over the next 13 years, global growth will be
0.5-1.0% below the growth rate from 1995-2008
Growth rates vary significantly by region:
– Advanced economies* will slow down
from 1.6% in 2011 to 1.3% in 2012
– Emerging economies** will slow down
from 6.3% growth in 2011 to 5.6% in 2012
Click on the image for more information
Source: The Conference Board, Global Economic Look 2012
*Advanced Economies: U.S., Japan and EU prior to 2004
**Emerging Economies: China, India, Latin America, Middle East, Africa, Central and Eastern Europe, Russia and other CIS
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4. European workforce projections
Population projections show increasing age & diversity workforce trends emerging over time
Projected share of the population with foreign background by age group (%)
Source: Lanzieri, G. (2011). “Fewer, older and multicultural? Projections of the EU populations by foreign/national background”, Eurostat
Methodologies and Working Papers.
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5. In this environment organisations need to:
Maintain efficiency
Drive growth
Foster more innovation
Integrate acquired businesses better / faster
Include and involve an increasingly diverse workforce
Protect against talent flight as the economy improves
Respond rapidly to local opportunities while operating globally
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6. The global picture
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7. Aon Hewitt “Trends in Global Employee Engagement 2012” research
Over 3,100 organisations represented
9.7 million employees covered
Regions include: Asia Pacific, Europe, Latin
America and North America
Diverse range of company sizes and
industries
Click on the image for more information
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8. Global engagement trends
• Global engagement increased from 56% (2010) to 58% (2011)
• Four out of ten employees are still not engaged worldwide
• Engagement levels are stabilizing globally but shifting across regions
71% 71%
72%
Global
67%
64% Asia Pacific
64%
60% Europe
59% 56% 58%
Latin America
55%
55%
52% North America
51%
2009 2010 2011
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9. Top engagement drivers
2011 Top 5 Regional Drivers
Global
APAC Europe Latin America North America
2011
Career Opportunities 1 1 1 2 1
Recognition 2 3 5 1 4
Organization Reputation 3 2 3
Communication 4 4 3 5
Managing Performance 5 2
Pay 4 5
Innovation 3
Brand Alignment
People / HR Practices 2
Career Aspirations 5 4
Shaded cells show the top three scores for each region / globally
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10. Focus on Europe
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11. Divergent engagement between Managers & Employees
While engagement for roles with people management responsibility is increasing the
engagement of professional and front line employees is dropping
Engagement scores per Level in Europe
Source: Aon Hewitt Employee Engagement Database 11

12. Zoom in: European markets
• Engagement scores vary strongly between European countries
• Countries with high scores are Russia, Ukraine, Hungary, Romania and Greece
70%
60% 64% 64%
61% 62%
55%
50% 53%
53% 50% 50% 51%
48% 48%
49% 50% 47% 46% 47%
47% 44%
40%
2011
38%
30%
20%
10%
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13. Key driver perceptions in 2011
Europe Asia Pacific North America Latin America
Career Opportunities 36% 47% 52% 57%
Organisational Reputation 47% 56% 60% 68%
Innovation 42% 56% 50% 59%
Communication 40% 46% 38% 46%
Recognition 39% 45% 50% 46%
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14. Responding to the ‘crunch’
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15. Advice from Aon Hewitt Best Employers
Create a culture of engagement through Recognise peoples’ efforts and performance
leadership “Ensure recognition is fair, transparent and goes
“Invest time to obtain top leadership buy-in” beyond the immediate team”
“We established a leadership style program
Create employee growth opportunities
based on hand-picked managers whose teams
have high engagement scores” “Develop more creative or less traditional growth
opportunities”
“We have a role model program with strong people
managers as buddies”
Select employees pre-disposed to engagement
Connect with your employees
Click on the image for
“Listen to your employees, be transparent about more information
why certain business decisions have been made
and ensure timely communications”
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16. Closing messages
Understand the key priorities across your organisation
Focus on 2-3 things that will make a difference
Execute well (and communicate!)
“This is my third company and numerous cycles doing surveys, and I’ve only seen one
really good success story. The entire organisation (11,000 people) dived into action-
planning. They mobilised a lot of people. It became the driving force – every conversation,
everything. It had the attention and focus of leadership.” HR Director
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17. Aon Hewitt Global Footprint
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18. More information
Jenny Merry
jenny.merry@aonhewitt.com
+44 (0)172 788 8395
Laura Heathcock
laura.heathcock@aonhewitt.com
+44 (0)207 086 9184
Click on the images for more information
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19. Copyright © 2012 Aon Hewitt Limited. All rights reserved.
Aon Hewitt Limited, 8 Devonshire Square London EC2M 4PL Registered in England & Wales No. 4396810
To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to
any third parties without the prior written consent of Aon Hewitt Limited.
Aon Hewitt Limited does not accept or assume any responsibility for any consequences arising from any person, other
than the intended recipient, using or relying on this material.
Authorised and regulated by the Financial Services Authority.
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