1. EMPLOYEE ENGAGEMENT
THE EVIDENCE
A high-level task force of some of the UK’s Analysis of the evidence shows that:
most recognisable organisations is calling
for every leader and manager across the Only around a third of UK employees
economy to play their part in tackling the say they are actively engaged at work.
UK’s employee engagement deficit.
20 million workers are not delivering
their full capability or realising their
potential at work.
64
CEOs call on UK to deliver
%
of people said they have
£26bn GDP growth
more to offer in skills
and talent than they are
currently being asked to
by better engaging demonstrate at work.
employees at work. UK productivity was 20% lower than
the rest of the G7 in 2011.
STATISTICS AND CASE STUDIES
2.5
12%
TWICE
NET REVENUE CUSTOMER
PROFIT PROFIT GROWTH SATISFACTION
Companies with Organisations in the top Companies with top
engagement scores in the quartile of engagement scores quartile engagement
top quartile had twice the demonstrated revenue growth scores average
annual net profit of those 2.5 times greater than those in 12% higher customer
in the bottom quartile. the bottom quartile. advocacy.
18% higher
productivity
40% lower
59% INNOVATION
PRODUCTIVITY 59% of engaged
Organisations in the top employees said that their
quartile of employee engagement job brings out their most EMPLOYEE TURNOVER
scores had 18% higher productivity creative ideas against 3% Companies with high levels of engagement show turnover rate
than those in the bottom quartile. of those less engaged. 40% lower than companies with low levels of engagement.
EFFICIENCY
35% An insurance company found that teams
with higher engagement had 35% less
down time between calls – equivalent to
one ‘free of charge’ employee to every HEALTH & SAFETY
eight engaged employees. Organisations with engagement in the bottom quartile
average 62% more accidents than those in the top.
Full report with references available here