The 2014/2015 HRM Recruit – Employee Engagement Report brings insight into the primary engagement drivers of over 13,000 professionals in Ireland across 12 functional areas. In the report we look at and weight the factors that have most impact and highlight those, that for some functions, do not give the engagement advantage one might expect.

1. attracting &
retaining employees
Employee Engagement Report 2014/2015

2. contents:
How to make the best use of this document 3
Further Information 4
Functional Verticals:
Science 5
Engineering 6
IT 7
Human Resources 8
Accountancy 9
Banking 10
Legal 11
Supply Chain & Manufacturing 12
Marketing 13
Sales 14
General & Operational Management 15
Administration 16
Recommend Responses 17
Bonus Responses 18
Frequency Responses 19
How easy do you find it to bring discerning talent into your
organisation? Is employee turnover consistently acceptable across
all functions in your firm? Who leads engagement in your
organisation, Line Managers or Human Resources?
Employee Engagement has long since moved from being about an
annual survey to becoming a central talent philosophy embraced
and acted upon by all leaders and supervisors in an organisation.
Or at least it should have. A recent Bain & Co. report highlights the
extraordinary performance advantage that true engagement
delivers and how wrong some employers get it.
The 2014/2015 HRM Recruit – Employee Engagement Report
brings insight into the primary engagement drivers of over 13,000
professionals in Ireland across 12 functional areas. We look at and
weight the factors that have most impact and highlight those, that
for some functions, do not give the engagement advantage one
might have expected.
Knowledge is our differentiator at HRM Recruit and we hope the
information in this report helps your organisation gain its own
competitive edge.
HRM Recruit have delivered the very best talent into our customers’
critical Senior Executive and Middle Management, Specialist and
Senior Support appointments for over 20 years. We are a single-
source for a wide range of talent acquisition services including
Permanent Contingency and Retained Search, Contract and Interim
Solutions and Recruitment Outsourcing.
dublin: 47 Fitzwilliam Square, Dublin 2 t: (+353 1) 632 1800
cork: Building 1000, City Gate, Mahon, Cork t: (+353 21) 240 9200 e: info@hrmrecruit.com
galway: Galway Technology Centre, Mervue Business Park, Galway t: (+353 91) 399 090 w: www.hrmrecruit.com
The results of this survey are throughout 26 counties of Ireland.
Parsed survey results by region are available through relevant
HRM Recruit offices in Dublin, Cork or Galway.
While the following pages give the three most and the three
least influential factors under each Employee Engagement
heading, further analysis and data outside of the top and
bottom three are available through each HRM Recruit selection
team.
science & technology selection
Life Science Recruitment
Engineering Recruitment
Technology Recruitment
professional services selection
Human Resources Recruitment
Financial Recruitment
Legal Recruitment
commercial operations selection
Supply Chain Operations Recruitment
Marketing Recruitment
Sales Recruitment
Executive Support Recruitment
how did your employees feel about coming to work this morning?
2

3. 3
The results of this survey are based on responses from 13,208
professionals in the first six months of 2014 and working in one
of twelve occupational areas:
Science
Engineering
IT
Human Resources
Accountancy
Banking
Legal
Supply Chain & Manufacturing
Marketing
Sales
General & Operations Management
Administration
Under the heading of Employee Engagement, survey participants
responded to an online questionnaire, with follow up sample
interviews and were asked to address a series of questions under
six general Employee Engagement headings:
1. What matters to me most and least in Reward
2. The factors that are most important to me in my career
development
3. What draws me to your employer brand
4. How to keep me engaged
5. The environment that encourages my discretionary effort
6. How to get my attention in your recruitment process
how to make the best use of this document
The points below will help to give you a greater understanding of the data and formatting of the information in this report.
1
survey focus
The questions evaluated the importance of each element under
the six headings. Respondents rated these against each other and
the impact that the presence or absence of an element would
represent.
The data is presented by occupational area, one per page over
twelve pages and includes the three most impactful and the
three least impactful factors under each Employee Engagement
heading. A full list of the options provided to respondents in each
case is given overleaf. If you would like to know the full response
order for any particular occupation under any heading, please do
not hesitate to ask your contact at HRM Recruit or our Market
Research Team by emailing: eereport2014@hrmrecruit.com. Data
by region is also available through our Dublin, Cork or Galway
offices.
Three further pages are included at the end of the survey around
points of additional interest. These reveal participant responses
by occupational area to three further questions:
1. Would the respondent recommend their organisation as an
employer?
2. The percentage of respondents in each occupational area
that do not receive any bonus as part of their compensation?
3. The appropriate frequency respondents felt to receive formal
feedback on their performance?
A fourth question rating various attributes of the managers of
respondents was asked but appears in a separate standalone
release.
2
data presentation
It is important to note, that the figures given throughout the
report are not percentages, but ratings of importance, where the
maximum possible is a rating of 100.
While the rating gives an order of importance for each
occupation and Engagement element, the rating itself has a
second significance. It also highlights the seriousness of that
Engagement element to the responding occupational area. The
survey and validation interviews give the additional
interpretation guide:
A score of 90 or above is most likely to be a “make or break”
factor in the relationship with a candidate in that occupation, for
that Engagement element.
A score of 80 to 89 is a highly influential factor with a candidate
in that occupation. Presence/Absence of a number of these
factors in an employment relationship, can combine to become a
“make or break”point. (Note by implication while an element
with a rating in the 80’s might be the most influential factor in
any set, it may not in itself be a make or break issue on its own).
A score of 70 to 79 indicates that the Engagement element has
some importance but no great significance.
A score of 60 to 69 suggests the element is barely relevant to
their Engagement.
A score of 59 or below implies that the factor is simply not a
consideration, because it does not feature in that vertical. It may
also indicate a neutral position in Employee Engagement and if a
cost to an organisation, suggest a waste of resource.
3
rating scores

4. 4
recipients by career level:
Company Director 640
Function Head 1200
Senior Manager 1816
Middle Manager 2624
Supervisor/New Manager 1440
Specialist 4592
Early career stages 896
13208
recipients by market segment:
Accountancy Practice 408
Advertising/Marketing/PR 336
Aviation 144
Banking 624
Call Centre 152
Charity/Voluntary 112
Chemical 48
Consumer Goods/Services 560
Distribution & Logistics 640
Education 328
Energy/Environmental 280
Engineering/Construction 704
Food Production 632
Government 216
Healthcare 584
Insurance/Life/Pensions 320
IT Services 976
IT Development 528
IT Hardware 200
Leasing 48
Legal 424
Manufacturing (Heavy) 248
Manufacturing (Light) 552
Management Consultants 248
Media 112
Medical Devices 736
Pharma/Biopharma 1568
Retail 352
Scientific Services 144
Shared Services 152
Staffing/Training 160
Telecommunications 448
Tourism/Hospitality/Leisure 224
13208
13208
participants
7200 Male
6008 Femalehow to keep me engaged
The opportunity to travel as part of my role
The level of innovation encouraged in my role
My role's influence on decision making
The leadership being calm under pressure
The leadership listening to employees opinions when making decisions
My personal interest in the responsibilities of my role
The location of where my role is based
The work/life balance my role offers
The level of recognition provided to employees in my role
The person to whom I report or would be reporting to
My belief in the overall mission or purpose of the organisation
the environment that encourages my discretionary
effort
A team-orientated work environment
The quality of co-workers
The reputation of the senior leadership team
The quality of the organisation's managers
The camaraderie amongst the company's workforce
A strong social element to the workplace
Formal policies, environment and dress code
Informal policies, environment and relaxed dress code
how to get my attention in your recruitment
process
My immediate feelings when I arrive at the company for first interview
The interview being held at the time agreed and without delay
The interview process being described clearly to me from the outset
Being met by a relevant senior executive at the first meeting
The rapport between me and my likely new manager
Timely communication throughout the recruitment process
Regular communication from the hiring manager throughout the
recruitment process
The level of interest shown at interview by the interviewers
Gaps in the communication and delays throughout the recruitment process
The use of non-traditional interview methods (group assessment, case study
analysis, role plays etc.)
what matters to me most & least in reward
Basic Salary
Health Insurance
Life Assurance
Provision of Sick Pay
Amount of Annual Leave
Car or Car Allowance
Performance Bonus
Share Options/Equity Participation
Flexitime
Employer Pension Contribution
the factors that are most important to me in my
career development
Formal Career Planning
Provision of Study Support
Organisation Commitment to Learning & Development
Allocation of a Senior Executive as Mentor
Company with Policy to Promote Internally
Clear Career Paths
Organisation's Growth Rate
Organisational Stability
Performance Feedback
what draws me to your employer brand
The company's reputation with customers
The diversity of the company's workforce
The level of employee empowerment that is encouraged
The company's approach to environmental responsibility
The company's approach to corporate social responsibility
The company's approach to ethics
The company's recognition as a "Great Employer"
The company's informal working environment
The company's market share and position
The company's approach to quality standards
The use of current and emerging technology
The size of the organisation
The industry sector the company belongs to
The awareness of the organisation's brand
How the company shows respect for employees
The level of risk encouraged by the company
The organisation's reputation for innovation
The opinion held by my friends or family of the organisation
The company's ability to attract top talent
The company's ability to retain top talent
The company's approach to flexible working
list of response options under each employee engagement heading

5. Basic Salary 90
Amount of Annual
Leave 82
Flexitime &
Employer Pension
Contribution 80
Car or Car
Allowance 50
Share Options/Equity
Participation 64
Life Assurance 66
How the company shows
respect for employees 92
The company's ability to
retain top talent 85
The company's approach to
quality standards 84
The opinion held by my
friends or family of the
organisation 58
The size of the
organisation 59
The company's market
share and position 63
Performance
Feedback 84
Organisation’s
Commitment
to Learning
& Development 84
Company with Policy to
Promote Internally 82
Allocation of a Senior
Executive as Mentor 66
Provision of Study
Support 74
Organisation's Growth
Rate 76
The quality of
co-workers 88
The quality of the
organisation's
managers 88
The reputation of the
senior leadership
team 83
Formal policies,
environment
and dress code 58
Informal policies,
environment and
relaxed
dress code 65
A strong social element
to the workplace 69
The leadership listening
to employees opinions
when making
decisions 91
The work/life balance
my role offers 90
My personal interest in
the responsibilities of my
role 89
The opportunity to travel
as part of my role 60
The level of innovation
encouraged in my role 81
My belief in the overall
mission or purpose of the
organisation 82
The level of interest shown
at interview by the
interviewers 87
The rapport between me
and my likely new manager 84
Timely communication
throughout the recruitment
process 79
The use of non-traditional
interview methods (group
assessment, case study
analysis, role plays etc.) 57
The interview being held
at the time agreed and
without delay 64
Being met by a relevant
senior executive at the
first meeting 66
what matters
to me most
& least
in reward
what draws
me to your
employer
brand
the factors that
are most
important to me
in my career
development
the environment
that encourages
my discretionary
effort
how to
keep me
engaged how to get my
attention in your
recruitment
process
5employee engagement report 2014/2015
1560
60% female
science

6. Basic Salary 89
Employer Pension
Contribution 81
Flexitime 80
Car or Car Allowance 53
Life Assurance 66
Share Options/Equity
Participation 68
How the company shows
respect for employees 90
The use of current and
emerging technology 84
The level of employee
empowerment
that is encouraged 82
The opinion held by my
friends or family of the
organisation 57
The size of the
organisation 63
The diversity of
the company's
workforce 64
Performance Feedback 85
Organisation’s Commitment
to Learning
& Development 84
Organisational Stability 81
Allocation of a Senior
Executive as Mentor 68
Provision of Study
Support 74
Formal Career Planning 76
The quality of the
organisation's managers 88
The camaraderie amongst
the company's workforce 86
The quality of co-workers 85
Formal policies,
environment and dress code 57
Informal policies, environment
and relaxed dress code 66
A strong social element
to the workplace 67
The leadership listening
to employees opinions
when making decisions 91
The leadership being
calm under pressure 89
My personal interest in
the responsibilities of my
role 88
The opportunity to travel
as part of my role 59
My role's influence on
decision making 77
The level of innovation
encouraged in my role 79
The level of interest shown at
interview by the interviewers 86
The rapport between me and
my likely new manager 85
Timely communication
throughout the recruitment
process 78
The use of non-traditional
interview methods (group
assessment, case study analysis,
role plays etc.) 60
The interview being held
at the time agreed and without
delay 68
The interview process being
described clearly to me from
the outset 68
what
matters to
me most &
least in
reward
what
draws me
to your
employer
brand
the
factors that
are most
important to me
in my career
development
the
environment
that encourages
my
discretionary
effort
how to
keep me
engaged
how to
get my
attention in
your
recruitment
process
employee engagement report 2014/2015
936
90% male
engineering
6

7. what matters
to me most &
least in
reward
Basic Salary 91
Amount of Annual Leave 81
Flexitime 79
Car or Car Allowance 47
Life Assurance 64
Share Options/Equity
Participation 65
what draws me
to your employer
brand
How the company shows
respect for employees 91
The use of current and
emerging technology 84
The company's ability to
retain top talent 83
The opinion held by my
friends or family of the
organisation 54
The company's informal
working environment 59
The size of the organisation 61
the factors that
are most
important to me
in my career
development
Clear Career Paths 81
Organisation’s Commitment
to Learning &
Development 81
Organisational
Stability & Performance
Feedback 81
Allocation of a Senior
Executive as Mentor 65
Organisation's
Growth Rate 74
Provision of Study
Support 75
the environment
that encourages
my discretionary
effort
The quality of the
organisation's managers 84
The quality of co-workers 84
The reputation of the
senior leadership team 80
Formal policies, environment
and dress code 51
A strong social element
to the workplace 63
Informal policies,
environment and relaxed
dress code 66
The opportunity to travel
as part of my role 57
My belief in the overall
mission or purpose of the
organisation 76
The level of innovation
encouraged in my role 79
how to keep
me engaged
how to get my
attention in your
recruitment process
The level of interest shown
at interview by the interviewers 83
The rapport between me
and my likely new manager 83
Timely communication
throughout the recruitment
process 80
The use of non-traditional
interview methods (group
assessment, case study analysis,
role plays etc.) 57
Being met by a relevant senior
executive at the first meeting 66
The interview being held at the
time agreed and without delay 68
My personal interest in the
responsibilities of my role 89
The work/life balance
my role offers 88
The leadership listening to
employees opinions when
making decisions 88
7employee engagement report 2014/2015
1256
70% male
it

8. what matters
to me most &
least in
reward
Basic Salary 89
Amount of Annual
Leave 84
Employer Pension
Contribution 80
Car or Car
Allowance 54
Share Options/Equity
Participation 59
Life Assurance 69
what draws
me to your
employer
brand
How the company shows
respect for employees 95
The company's approach
to ethics 86
The company's ability to
retain top talent 85
The size of the
organisation 63
The industry sector the
company belongs to 63
The opinion held by my
friends or family of the
organisation 64
the factors
that are most
important to me
in my career
development
Performance
Feedback 90
Organisation’s
Commitment
to Learning
& Development 85
Organisational
Stability 83
Provision of Study
Support 71
Allocation of a Senior
Executive as Mentor 72
Organisation's
Growth Rate 76
the environment
that encourages
my discretionary
effort
The quality of
co-workers 87
The reputation of the
senior leadership
team 87
The quality of the
organisation's
managers 87
Informal policies,
environment and
relaxed dress code 66
Formal policies,
environment
and dress code 66
A strong social element
to the workplace 67
how to get my
attention in your
recruitment
process
The rapport between me and
my likely new manager 92
The level of interest shown at
interview by the
interviewers 87
Timely communication
throughout the
recruitment process 82
The use of non-traditional
interview methods (group
assessment, case study
analysis, role plays etc.) 61
The interview being held
at the time agreed and
without delay 67
Being met by a relevant
senior executive at the
first meeting 70
how to keep me
engaged
The person to whom
I report or would be
reporting to 91
My personal interest in
the responsibilities of
my role 91
The leadership listening
to employees opinions
when making
decisions 91
The opportunity to travel
as part of my role 54
The level of innovation
encouraged in my
role 77
The location of where
my role is based 80
8 employee engagement report 2014/2015
1264
almost 80% female
human resources

9. Basic Salary 91
Amount of Annual Leave 85
Employer Pension Contribution 81
Car or Car Allowance 51
Share Options/Equity Participation 60
Life Assurance 68
Allocation of a Senior
Executive as Mentor 71
Provision of Study Support 74
Formal Career Planning 76
The work/life balance my role offers 90
The person to whom I report or would
be reporting to 89
The leadership being calm under pressure 88
The opportunity to travel as part of my role 56
The level of innovation encouraged in my role 73
My belief in the overall mission or
purpose of the organisation 78The quality of the organisation's managers 87
The reputation of the senior leadership team 85
The quality of co-workers 85
Formal policies, environment and dress code 64
Informal policies, environment and relaxed dress code 68
A strong social element to the workplace 69
The rapport between me and my likely new manager 88
The level of interest shown at interview by the interviewers 86
Timely communication throughout the recruitment process 83
The use of non-traditional interview methods (group assessment,
case study analysis, role plays etc.) 60
Being met by a relevant senior executive at the first meeting 70
The interview being held at the time agreed and without delay 71
what matters
to me most
& least in
reward
the environment that
encourages
my discretionary effort
what draws me to your
employer brand
How the company shows respect for employees 91
The company's ability to retain top talent 82
The company's approach to flexible working 82
The opinion held by my friends or family of the
organisation 62
The industry sector the company belongs to 66
The size of the organisation 66
how to keep me engaged
the factors that are most important
to me in my career development
Organisational Stability 86
Performance Feedback 85
Company with Policy to
Promote Internally 83
how to get my attention in your
recruitment process
+ x
=
%
€
9employee engagement report 2014/2015
1272
split evenly between male and female
accountancy 1280
split evenly between male and female

10. €€€€ €€
€€
€€ €€ €€
€€what matters
to me most &
least in
reward
Basic Salary 94
Employer Pension
Contribution 85
Amount of Annual
Leave 84
Car or Car
Allowance 55
Share Options/Equity
Participation 62
Flexitime 65
what draws me
to your employer
brand
How the company shows
respect for employees 93
The level of employee
empowerment
that is encouraged 87
The company's approach to
flexible working 82
The size of the
organisation 61
The company's market
share and position 62
The opinion held by my
friends or family of the
organisation 63
the factors that
are most
important to me
in my career
development
Clear Career Paths 88
Performance Feedback 85
Organisation’s Commitment
to Learning
& Development 83
Allocation of a Senior
Executive as Mentor 68
Provision of Study
Support 74
Organisation's Growth
Rate 76
the environment
that encourages
my discretionary
effort
The quality of the
organisation's
managers 90
The quality of
co-workers 86
The reputation of the
senior leadership
team 84
Informal policies,
environment and relaxed
dress code 62
Formal policies,
environment
and dress code 63
A strong social element
to the workplace 70
how to keep
me engaged
The person to whom I
report or would be
reporting to 91
The leadership
listening to employees
opinions when making
decisions 88
The level of recognition
provided to employees in
my role 88
The opportunity to travel
as part of my role 56
The level of innovation
encouraged in
my role 80
My belief in the overall
mission or purpose of the
organisation 81
how to get my
attention in your
recruitment process
The rapport between me
and my likely new
manager 88
The level of interest shown
at interview by the
interviewers 84
Timely communication
throughout the recruitment
process 80
The use of non-traditional
interview methods (group
assessment, case study analysis,
role plays etc.) 57
The interview process
being described clearly to
me from the outset 69
Being met by a relevant senior
executive at the first
meeting 69
10 employee engagement report 2014/2015
352bankingbanking almost 60% male

11. what matters
to me most &
least in reward
The company's informal working environment 58
The size of the organisation 61
The company's market share and position 61
the factors that are
most important to
me in my career
development
the environment
that encourages
my discretionary
effort
The leadership being calm under
pressure 91
The leadership listening to employees
opinions when making decisions 91
My personal interest in the
responsibilities of my role 90
Basic Salary 92
Amount of Annual Leave 85
Employer Pension Contribution 82
Car or Car Allowance 52
Share Options/Equity Participation 60
Life Assurance 66
Formal policies, environment and dress code 59
Informal policies, environment and relaxed
dress code 62
A strong social element to the workplace 67
The quality of co-workers 87
The reputation of the
senior leadership team 87
The quality of the
organisation's managers 87
How the company shows respect
for employees 91
The company's ability to retain top
talent 87
The company's approach to flexible
working 83
what draws me
to your employer
brand
Allocation of a Senior Executive as Mentor 66
Organisation's Growth Rate 74
Provision of Study Support 76
Organisation’s Commitment
to Learning & Development 84
Organisational Stability 83
Clear Career Paths 82
how to get my
attention in your
recruitment
process
The use of non-traditional interview methods
(group assessment, case study analysis,
role plays etc.) 64
The interview being held at the time agreed
and without delay 65
The interview process being described
clearly to me from the outset 68
The level of interest shown at
interview by the interviewers 90
The rapport between me and
my likely new manager 86
Timely communication
throughout the recruitment
process 77
The opportunity to travel as part of my role 55
The level of innovation encouraged in my role 73
My belief in the overall mission or purpose
of the organisation 76
how to keep
me engaged
11employee engagement report 2014/2015
432
75% female
legal

12. what matters
to me most
& least
in reward
Basic Salary 88
Employer Pension
Contribution 82
Health Insurance 78
Car or Car
Allowance 54
Share Options/Equity
Participation 64
Life Assurance 66
what draws
me to your
employer
brand
How the company shows
respect for
employees 92
The company's ability to
retain top talent 85
The company's approach
to quality standards 83
The size of the
organisation 59
The opinion held by my
friends or family of the
organisation 59
The industry sector the
company belongs to 66
the factors
that are most
important to
me in my career
development
Performance Feedback 86
Organisational
Stability 84
Organisation’s Commitment
to Learning
& Development 82
Allocation of a Senior
Executive as Mentor 66
Provision of Study
Support 74
Formal Career
Planning 74
the environment
that encourages
my discretionary
effort
The quality of the
organisation's
managers 89
The reputation of the
senior leadership
team 86
The quality of
co-workers 84
Formal policies,
environment
and dress code 58
Informal policies,
environment and relaxed
dress code 63
A strong social element
to the workplace 66
how to keep
me engaged
My personal
interest in the
responsibilities of
my role 89
The leadership listening
to employees opinions
when making
decisions 89
The leadership being
calm under
pressure 88
The opportunity to travel
as part of my role 58
The location of where my
role is based 78
The level of innovation
encouraged in my
role 81
how to get my
attention in your
recruitment process
The level of interest shown
at interview by the interviewers 87
The rapport between me
and my likely new manager 82
Timely communication
throughout the recruitment
process 82
The use of non-traditional
interview methods (group
assessment, case study analysis,
role plays etc) 58
The interview being held
at the time agreed and
without delay 70
My immediate feelings when
I arrive at the company for
first interview 70
12 employee engagement report 2014/2015
1376supply chain & manufacturing almost 75% male

13. what matters to
me most & least
in reward
Basic Salary 92
Amount of Annual Leave 86
Performance Bonus 82
Car or Car Allowance 54
Share Options/Equity
Participation 59
Life Assurance 69
what draws me to your
employer brand
How the company shows respect
for employees 94
The company's ability to
retain top talent 87
The level of employee empowerment
that is encouraged 84
The size of the organisation 61
The opinion held by my friends or
family of the organisation 61
The company's informal
working environment 64
the factors that
are most
important to me
in my career
development
Performance Feedback 89
Clear Career Paths
Organisation’s Commitment
to Learning 84
& Development 84
Provision of Study
Support 74
Allocation of a Senior
Executive as Mentor 75
Formal Career Planning 77
the environment
that encourages
my discretionary
effort
The quality of the organisation's
managers 90
The quality of co-workers 89
The camaraderie amongst
the company's workforce 86
Formal policies, environment
and dress code 57
A strong social element
to the workplace 66
Informal policies, environment
and relaxed dress code 66
how to keep me engaged
The leadership listening to employees opinions
when making decisions 93
The person to whom I report or would be reporting to 91
The leadership being calm under pressure 90
The opportunity to travel as part of my role 60
The level of innovation encouraged in my role 81
The location of where my role is based 82
how to get my
attention in your
recruitment process
The rapport between me
and my likely new
manager 91
The level of interest shown
at interview by the
interviewers 88
Timely communication
throughout the recruitment
process 83
The use of non-traditional
interview methods (group
assessment, case study analysis,
role plays etc.) 60
The interview being held at the
time agreed and without delay 70
The interview process being
described clearly to me from
the outset 73
13employee engagement report 2014/2015
944
70% female
marketing

14. Basic Salary 92
Amount of
Annual Leave 79
Car or Car
Allowance 79
what draws me to
your employer brand
How the company shows respect for
employees 91
The company's reputation with
customers 86
The company's ability to retain
top talent 85
The opinion held by my friends or family of the
organisation 61
The size of the organisation 63
The diversity of the company's workforce 64
the factors that are
most important to me in
my career development
Organisational Stability 85
Performance Feedback 84
Clear Career Paths 82
Provision of Study Support 70
Allocation of a Senior Executive
as Mentor 72
Organisation's Growth Rate 78
The use of non-traditional
interview methods (group
assessment, case study
analysis,role plays etc.) 58
Being met by a relevant senior
executive at the first
meeting 60
The interview being held at
the time agreed and without
delay 61
The rapport between me and
my likely new manager 90
The level of interest shown
at interview by the
interviewers 87
Timely communication
throughout the
recruitment process 85
how to
keep me
engaged
what matters to
me most & least
in reward
The quality of the
organisation's managers 89
The quality of co-workers 86
The reputation of the
senior leadership team 85
Informal policies, environment
and relaxed dress code 58
Formal policies, environment
and dress code 61
A strong social element to
the workplace 65
how to get my
attention in your
recruitment
process
My personal interest in the responsibilities of
my role 90
The leadership being calm under pressure 88
The leadership listening to employees opinions
when making decisions 88
the environment
that encourages
my discretionary
effort
Flexitime 64
Life Assurance 67
Share Options/Equity
Participation 69
The opportunity to travel
as part of my role 62
The location of where my
role is based 79
The level of innovation
encouraged in my role 81
14 employee engagement report 2014/2015
912
70% male
sales

15. the environment
that encourages my
discretionary effort
The rapport between me and my likely new manager 89
The level of interest shown at interview
by the interviewers 87
Timely communication throughout the
recruitment process 81
Performance Feedback 86
Organisational Stability 83
Organisation’s Commitment to Learning &
Development 82
The quality of the organisation's
managers 89
The reputation of the senior
leadership team 88
The quality of co-workers 87
Basic Salary 88
Performance Bonus 81
Amount of Annual Leave 80
How the company shows respect for employees 93
The company's ability to retain top talent 84
The level of employee empowerment
that is encouraged 84
The leadership listening to employees
opinions when making decisions 91
My personal interest in the responsibilities of my role 90
The leadership being calm under pressure 89
how to get my
attention in
your recruitment
process
The use of non-traditional interview methods (group
assessment, case study analysis, role plays etc.) 63
My immediate feelings when I arrive at the
company for first interview 69
The interview being held at the time agreed and without delay 70
Formal policies, environment and dress code 60
Informal policies, environment and relaxed dress code 62
A strong social element to the workplace 64
what matters to
me most & least
in reward
Car or Car Allowance 59
Share Options/Equity Participation 67
Life Assurance 68
the factors that are
most important to me in
my career development
Allocation of a Senior Executive as Mentor 70
Provision of Study Support 72
Company with Policy to Promote Internally 76
what draws
me to your
employer brand
The opinion held by my friends or
family of the organisation 60
The size of the organisation 61
The diversity of the company's workforce 67
how to keep
me engaged
The opportunity to travel as part of my role 61
The location of where my role is based 78
The level of innovation encouraged in my role 81
15employee engagement report 2014/2015
1840
75% male
general & operations management

16. the factors
that are most
important
to me
in my career
development
Organisational Stability 88
Performance Feedback 84
Organisation’s Commitment to Learning & Development 80
Allocation of a Senior Executive as Mentor 64
Formal Career Planning 70
Provision of Study Support 70
what matters
to me most
& least in
reward
Basic Salary 90
Amount of Annual Leave 84
Provision of Sick Pay 83
Car or Car Allowance 49
Share Options/Equity
Participation 59
Life Assurance 66
how to
get my
attention
in your
recruitment
process
Gaps in the communication
and delays throughout the
recruitment process 86
The rapport between
me and my likely
new manager 84
Regular communication
from the hiring manager
throughout the
recruitment process 83
The use of non-traditional
interview methods (group
assessment, case study
analysis, role plays etc.) 57
Being met by a relevant senior
executive at the
first meeting 69
The interview being held
at the time agreed and
without delay 69
how to
keep me
engaged
The leadership listening to employees opinions
when making decisions 91
The work/life balance my role offers 90
My personal interest in the responsibilities
of my role 88
The opportunity to travel as part of my role 59
My role's influence on decision making 77
The level of innovation encouraged in my role 79
the
environment
that
encourages
my
discretionary
effort
The quality of the organisation's managers 89
The reputation of the senior leadership team 87
The quality of co-workers 87
Formal policies, environment and dress code 60
Informal policies, environment and relaxed dress code 69
A strong social element to the workplace 74
what draws
me to your
employer
brand
How the company shows respect for employees 92
The company's approach to flexible working 85
The company's recognition as a "Great Employer" 84
The opinion held by my friends or family of the
organisation 59
The industry sector the company belongs to 60
The company's approach to quality standards 65
16 employee engagement report 2014/2015
1056administration 70% female

17. sales
66% | 28% | 6%
banking 67% | 28% | 5%
human resources
71% | 20% | 9%
marketing 63% | 31% | 6%
general &
operations
management
61% | 24% | 15%
legal
48% | 38% | 14%
accountancy
59% | 34% | 7%
administration
51% | 36% | 13%
science
61% | 25% | 14%
supply chain &
manufacturing
61% | 30% | 9%
engineers
70% | 18% | 12%
it 64% | 30% | 6%
17employee engagement report 2014/2015
1272recommend responses
% of participants who would recommend their organisation as an employer
yes | no | no comment

18. banking 28%
human
resources
37%
marketing 25%
general &
operations
management
25%
legal
27%
accountancy
30%
administration
46%
science
34%
supply chain &
manufacturing
23%
engineers
37%
it 39%
sales
13%
0%
100%
5%
10%
90%
5%
20%
80%
5%
30%
70%
4%
40%
60%
3%
50%
50%
17%
60%
40%
3%
70%
30%
5%
80%
20%
3%
90%
10%
2%
100%
0%
5%
performance
split
is
arbitary
7%
my bonus
is not
performance
based
5%
personal
company
basis
of how
bonus is
calculated
incidents of
occurence
18 employee engagement report 2014/2015
bonus responses
% of participants in each occupational area who state they do not receive any bonus

19. weekly
monthly
quarterly
bi-annually
annually
none
human
resources
5%
1%
25%
39%
24%
6%
accountancy
13%
1%
37%
33%
15%
1%
administration
18%
4%
28%
24%
20%
5%
banking
10%
0
22%
50%
16%
2%
engineers
21%
1%
28%
33%
14%
3%
general &
operations
management
15%
0
30%
37%
14%
3%
it
20%
1%
27%
31%
20%
1%
legal
27%
0
27%
37%
8%
2%
supply chain &
manufacturing
12%
2%
28%
36%
19%
4%
science
17%
1%
31%
38%
12%
1%
marketing
9%
2%
32%
36%
19%
2%
1%
sales
27%
43%
21%
1%
7%
19employee engagement report 2014/2015
frequency responses
% of participants and frequency of formal performance feedback

20. employee engagement report 2014/2015
hrm recruit
dublin 47 Fitzwilliam Square, Dublin 2 t: (+353 1) 632 1800
cork Building 1000, City Gate, Mahon, Cork t: (+353 21) 240 9200
galway Galway Technology Centre, Mervue Business Park, Galway t: (+353 91) 399 090
e: info@hrmrecruit.com
w: www.hrmrecruit.com