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Hewitt AssociatesWal-Mart China Associates Engagement Survey Result PresentationNov.,2005第一页，共四十六页。Hewitt AssociatesAgendaWhyMeasureEmployeeEngagement?Wal-MartAssociateOpinionSurveyIntroductionSurveyBackground:WhyDoWeConducttheSurvey?ParticipantProfileSurveyMethodologyInterpretingtheResultsKeyFindingsEngagementResultsPositiveAreasNeed-to-improvedAreasBenchmarksandComparisonSuggestedInitiativesBestPracticesforAchievingSustainedEngagementResultsWhatWillImproveifEngagementScoreisIncreased?第二页，共四十六页。Hewitt AssociatesWhy Measure Employee Engagement?第三页，共四十六页。Hewitt AssociatesImproving Business Results Through Engaging PeopleIndividual Life Goals and StrategiesIndividual CapabilitiesPeople Requirements and Talent StrategyEmployment RelationshipPeople Management PracticesIndividual Priorities and EngagementEngagementBusiness Results and StrategiesBusiness Capabilities第四页，共四十六页。Hewitt AssociatesWhy Engagement Matters:Business NeedsService QualityFeaturesProblem ResolutionPrice/Relative ValueEmployee BehaviorRecom-mendationRetentionExpansionBusiness PerformanceCustomer Satisfaction/ValueCustomer Value Drivers第五页，共四十六页。Hewitt AssociatesWhy Engagement Matters:Employee NeedsEmployee EngagementEmployee BehaviorTurnoverRecommend EmployeesRecommend Products/ServicesCreate new Products/ServicesCustomer ServiceProductivityOpportunityQuality of LifeCultureTotal CompensationLeadershipRelationshipsWork Activities第六页，共四十六页。Hewitt AssociatesWal-Mart Associate Opinion Survey Introduction第七页，共四十六页。Hewitt AssociatesSurvey Background:Why Do We Conduct the Survey?TheAssociateOpinionSurveyisaveryimportantpartoftheGrassRootsprocess.Itletsuslook,inanobjectiveway,athowassociatesfeelaboutworkingatWal-Mart.ItletsusmeasurewhetherwevedoneagoodjobovertimeofhelpingtomakeWal-Martabetterplacetowork.ItprovidesafoundationfortheGrassRootsmeetings,givingmanagersdirectionfortheirdiscussions.Andittellsuswheretoconcentrateourresourcesinordertoraiseourassociateengagementthemostovertime.第八页，共四十六页。Hewitt AssociatesParticipants Profile By Division第九页，共四十六页。Hewitt AssociatesParticipant Profile By Grade第十页，共四十六页。Hewitt AssociatesEngagement Satisfaction第十一页，共四十六页。Hewitt AssociatesEngagement BackgroundConsistentlyspeakpositivelyabouttheorganizationtocoworkers,potentialemployees,andmostcritically,customers(currentandpotential)SaySayAnintensedesiretobeamemberoftheorganizationStayStayExertextraeffortandengageinworkthatcontributestobusinesssuccessStriveStriveWhatisEngagement?Engagementisthestateofemotionalandintellectualinvolvementorcommitmentofanemployeetoanorganization.SignificantresearchandexperienceshowstrongevidencethathigherlevelsofEngagementcombinedwithappropriatecapabilityproducestrongerbusinessresultsandsustainablecompetitiveadvantage.Engagedemployeesareproductive,innovativeandtakeownershipoftheirresults.ThreekeybehavioursindicatestrongEngagement.第十二页，共四十六页。Hewitt AssociatesThe Engagement ModelProceduresPoliciesProcessesValuing PeopleProcessesCompensationPayBenefitsPeopleSenior ManagementBusiness Unit ManagerImmediate ManagerCoworkersDiversity OpportunitiesCareer OpportunitiesRecognitionTrainingQuality of LifeWork/Life BalancePhysical Work EnvironmentSafety LocationEngagementWorkIntrinsic MotivationInfluenceWork TasksResources 第十三页，共四十六页。Hewitt AssociatesIntheEngagementSurvey,employeesrespondedtoeachitembyindicatingtheirlevelofagreement/disagreementwithparticularattributesandbehavioursintheorganization.AnoverallEmployeeEngagementiscalculatedfromemployeeresponsestoasetnumberofquestions(seebelow).Thesequestions,indicatethedegreetowhichemployeeswill“Say,“Stayand“Striveatthecompany:IwouldrecommendWal-Marttoafriendseekingemployment.Giventheopportunity,ItellothersgreatthingsaboutworkingatWal-Mart.ItwouldtakealottogetmetoleaveWal-Mart.IrarelythinkaboutleavingWal-Marttoworksomewhereelse.Wal-Martinspiresmetodomybestworkeveryday.Wal-MartmotivatesmetocontributemorethanisnormallyrequiredtocompletemyworkTheEmployeeEngagementscoreisthepercentageofemployeeswhoindividuallyscoredanaverageof=4.5onSay,StayandStrivequestionsInterpreting the Engagement ScoreSaySayStayStayStriveStrive第十四页，共四十六页。Hewitt AssociatesSamsClubThecombinedproportionofresponsesfor5and6(AgreeandStronglyAgree)Results shown on the graphic chart in the report include:Thecombinedproportionofresponsesfor1and2(StronglyDisagreeandDisagree).Theproportionofresponsesaseither3,where3isSlightlyDisagreeonthe6pointscale.Theproportionofresponsesaseither4,where4isSlightlyAgreeonthe6pointscale.Thecombinedproportionofresponsesfor5and6(AgreeandStronglyAgree).HomeOfficeStoreTheproportionofresponsesaseither3,where3isSlightlyDisagreeonthe6pointscaleTheproportionofresponsesaseither4,where4isSlightlyAgreeonthe6pointscaleInterpreting the Detailed Results GraphsThecombinedproportionofresponsesfor1and2(StronglyDisagreeandDisagree)Logistics第十五页，共四十六页。Hewitt AssociatesReading the Summary ReportsTeam Engagement:Home Office ReportMy DepartmentMy DivisionTop 20%of departments*Overall Results(Percentage of Engaged Employees)62%54%62%Engaged Associates are committed to doing their best work for Wal-Mart.They:SAY great things about Wal-Mart and their facility,Want to STAY at Wal-Mart,and STRIVE to go above and beyond to help Wal-Mart and their facility succeedTaking Action!These are areas that have the highest potential to increase your associate engagement in your facility.Youll want to focus on these.3 Areas For ActionTo Best Motivate My Team(in order of importance)Career Opportunities:I feel I can have a great career at Wal-MartRecognition:I receive appropriate recognition(beyond my pay)for my contributions and accomplishmentsStore/Club/Department Management:I see strong evidence of effective leadership from my Management team.Maintain These!These are areas that have high potential to decrease engagement in your facility.Youll want to maintain what youre currently doing right.3 Areas to MaintainKeep Up the Good Work in These Areas(in order of importance)Meaningful Work:I get a sense of accomplishment from my work.Company Reputation:I am proud of what Wal-Mart gives to my local community.Work Tasks:I truly enjoy my day-to-day work tasks.第十六页，共四十六页。Hewitt AssociatesReading the Detail ReportThe score of the question is the percentage of the employees who mark the response as favorable.第十七页，共四十六页。Hewitt AssociatesKey Findings第十八页，共四十六页。Hewitt AssociatesEngagement Result China OverallHome OfficeStoresSamsClubLogistics FacilityNormsEngagement Score54%54%54%50%46%52%1.IwouldrecommendWal-Marttoafriendseekingemployment60%61%61%57%51%55%6.Giventheopportunity,Itellothersgreatthingsaboutworkinghere64%68%64%60%57%60%2.IrarelythinkaboutleavingWal-Marttoworksomewhereelse40%37%42%35%34%43%5.ItwouldtakealottogetmetoleaveWal-Mart81%84%80%79%73%59%3.Wal-Martinspiresmetodomybestworkeveryday49%47%50%46%46%63%7.Wal-Martmotivatesmetocontributemorethanisnormallyrequiredtocompletemywork.44%43%45%40%35%47%SAYSTAYSTRIVE第十九页，共四十六页。Hewitt AssociatesPositive AreasCompanyReputationIwouldrecommendWal-Marttoafriendseekingemployment.IbelieveWal-Martisagoodcitizeninmycommunity.Wal-Martprovidesgoodjobsforpeopleinthisarea.IamproudofwhatWal-Martgivestomylocalcommunity.GiventheopportunityItellothersgreatthingsaboutworkinghere.ProcessWal-Martspoliciesandproceduresallowmetoprovidegreatcustomerservice.第二十页，共四十六页。Hewitt AssociatesNeed-to-improve AreasCareerOpportunityIfeelIcanhaveagreatcareeratWal-Mart.IhaveenoughtimeforcareerdevelopmentPromotionsaregivenfairly.PayIunderstandhowpaychangesaredetermined.IampaidfairlyforthecontributionsImaketothecompanyssuccess.Myperformancehasasignificanceimpactonmypay第二十一页，共四十六页。Hewitt AssociatesNeed-to-improve AreasManagementIfIhaveanissuewithbeingtreatedunfairlyintheworkplaceIamconfidentthatourmanagementteamwilltakeappropriateaction.OurmanagementteamspendsenoughtimewithAssociates.Ourmanagementteamactsconsistentlywithwhattheysay.第二十二页，共四十六页。Hewitt AssociatesBenchmarks and Comparison第二十三页，共四十六页。Hewitt AssociatesHewitts Normative Database ProfileNormativedatafromtheChina sectionofHewittsBest Employers in AsiaDatabase(2005)(BEA)isprovided.Wal-MartsresultshavebeenbenchmarkedagainsttheChinamarketdataoftheoveralldatabase,whichincludestheresponsesfromemployees.Thisdatabasecontainsdatafrom78companiesrepresenting16industries.第二十四页，共四十六页。Hewitt AssociatesThe Best Employers in China 20051.The Portman Ritz-Carlton,Shanghai 2.Johnson&Johnson Medical(China)Ltd.3.ASIMCO Technologies Limited 4.China Hotel,A Marriott Hotel Guangzhou 5.Beijing Novartis Pharma Ltd.6.China Hewlett-Packard Co.,Ltd.7.Federal Express DTW Co.,Ltd.8.TNT China(Holding)Co.,Ltd.9.Guangdong Nanfang Lee Kum Kee Health Products Co.,Ltd.10.Intel China Ltd./Intel Products(Shanghai)Ltd./Intel Products(Chengdu)Ltd./Intel China Research Center 第二十五页，共四十六页。Hewitt AssociatesHewittconductedastudyofthe1,500organisationsfromitsglobalEngagementclientandBest EmployerdatabasetoexploretherelationshipbetweenEngagementandTotalShareholderReturn(TSR).Engagement and Shareholder Value*Source:Hewitt Associates Employee Engagement and Best Employer Database.*Best Employers China 2005(75%)DestructiveZoneUncertainty ZonePerformance Zone(Avg.TSR=20.2%)25%40%60%100%Benchmark Averages*0%(Avg.TSR=-9.6%)IndifferenceZone(Avg.TSR=5.6%)Rest of China in BEC 2005 Study (50%)High Performers(61%)Total Shareholder Return(TSR 20%from 1999-2002)$Hewitt Engagement Database(52%)*Wal-Mart(54%)54%第二十六页，共四十六页。Hewitt AssociatesEngagement Score Comparison:Wal-Mart,Best Employers and China NormsWal-Mart China OverallBest EmployersNormsEngagement Score54%75%52%1.IwouldrecommendWal-Marttoafriendseekingemployment60%75%55%6.Giventheopportunity,Itellothersgreatthingsaboutworkinghere64%78%60%2.IrarelythinkaboutleavingWal-Marttoworksomewhereelse40%62%43%5.ItwouldtakealottogetmetoleaveWal-Mart81%86%59%3.Wal-Martinspiresmetodomybestworkeveryday49%79%63%7.Wal-Martmotivatesmetocontributemorethanisnormallyrequiredtocompletemywork.44%66%47%SAYSTAYSTRIVE第二十七页，共四十六页。Hewitt AssociatesEngagement Score ComparisonSayStayStrive第二十八页，共四十六页。Hewitt AssociatesWhat Makes The Best,Best?Best Employersdemonstratethreebasiccharacteristicsacrossallmarkets,includingChina:Consistently inspire great performance from their peopleManage their business in ways that build long-term success and sustainabilityGo out of their way to ensure employees feel valued第二十九页，共四十六页。Hewitt AssociatesInspiring Great PerformanceInspirationandsupportfromthemanagement.Seniorleadersandimmediatemanagersactasrolemodel,andpassionatelyandconsistentlyprovidesupporttothestaff.%Employees Who Agree and Strongly AgreeThe BestThe RestI see strong evidence of effective leadership from my management team.73%40%I trust our management team to act ethically and honestly.75%49%I get enough good information about our organizations results and performance83%49%My direct Supervisor/Manager provides the support I need to do a good job.75%49%第三十页，共四十六页。Hewitt AssociatesInspiring Great PerformanceMotivatinghighperformanceachievementthroughrewards.%Employees Who Agree and Strongly Agree The BestWal-MartI receive adequate recognition(beyond compensation)for my contributions and accomplishments 68%36%My performance has a significant impact on my pay 62%27%This organization motivates me to contribute more than is normally required to complete my work66%44%第三十一页，共四十六页。Hewitt AssociatesInspiring Great PerformanceBest Employersbetterdefineandimplementstructure,policies,andresourcesthatenhanceproductivityandsupportachievementofbusinessobjectives.%Employees Who Agree and Strongly Agree The BestWal-MartThe organizations policies and procedures allow me to provide great customer service.The tools and resources I have allow me to be as productive as possible63%35%第三十二页，共四十六页。Hewitt AssociatesEnsuring Employees Feel ValuedBest Employerscreateemployeeownershipthroughtrustandempowerment.Leaderswalkthetalk.%Employees Who Agree and Strongly AgreeThe BestWal-MartI have the authority to make the decisions necessary to do my job well 61%49%第三十三页，共四十六页。Hewitt AssociatesEnsuring Employees Feel ValuedBest Employerscreateamorecompellingemploymentrelationshipbetweenemployeesandemployersbytreatingemployeesasvaluedassetsandpartners.%Employees Who Agree and Strongly AgreeThe BestWal-MartI am made to feel like a valued member of this organization 56%40%I get a sense of accomplishment from my work 74%49%Training opportunities are available to help me build new skills.76%58%第三十四页，共四十六页。Hewitt AssociatesSuggested Initiatives第三十五页，共四十六页。Hewitt AssociatesNeedWal-Martsinputtodevelop第三十六页，共四十六页。Hewitt AssociatesBest Practices for Achieving Sustained Engagement Results第三十七页，共四十六页。Hewitt AssociatesWhat Makes The Best,Best?TheBest Employers in AsiastudyrevealsthatBestEmployersdemonstratethreebasiccharacteristicsacrossallmarkets,includingChina:Best Employersconsistentlyinspiregreatperformancefromtheirpeople;Best Employersgooutoftheirwaytoensureemployeesfeelvalued;andBest Employersmanagetheirbusinessinwaysthatbuildlong-termsuccessandsustainability.第三十八页，共四十六页。Hewitt AssociatesBest Employers Inspire Great PerformanceHaveinplaceanorganizationalstructure,policiesandprocedures,andthetoolsandresourcesto:Enhanceemployeeproductivity,Createapositiveworkenvironment,andHelpthecompanyachieveitsgoalsCareaboutEmployeeperceptionsaboutthefairnesswithwhichtheyarerewarded.Leaderscountininspiringagreatperformancefrompeople:howleadersbehave,howtheirbeliefsshapetheirownactions,andhowwelltheycreateasenseofpassionandprideamongtheirpeopleareimportant.第三十九页，共四十六页。Hewitt AssociatesBest Employers Value Their EmployeesEmploymentdealgoesfurtherthanisnormallyexpectedsuchasfairandequitablerewards,opportunitiesforcareeradvancement,andasensethatemployeeinterestsaretakenintoaccount.Focusmoreeffectivelyonputtingsystemsandstructuresinplacethatsupportlearninganddevelopment.BeabletoattracttalentsbetterthanThe Rest.RetaintheirtalentsbetterthanThe Rest.第四十页，共四十六页。Hewitt AssociatesBest Employers Build Sustainability for Long Term SuccessBuildstrong,successfulandsustainablebusinessesbyUsingbalancedscorecardorstrategicmeasurestomanagebusinessandforincentiveComp.;MeasuringtheeffectivenessofHRprogramsagainstemploymentbrandandrecruitmentprocedures;Usemorestrategicmeasurestomanagebusinessandforincentivecomp.incurrentcase.Takemoreeffortoneffectivelyattractingandretainingthesuitabletalents,whichwillalwayskeepthemwithcompetitiveadvantagesinthemarket第四十一页，共四十六页。Hewitt AssociatesBecoming a Best Employer BecomingaBest Employerisnoteasy,butitissimple:LeadersBuildTrustCreateaHighPerformanceCultureEnsureaPipelineofContinuousTalentProvideOutstandingCustomerService第四十二页，共四十六页。Hewitt AssociatesWhat Will Improve if Engagement Score is Increased?第四十三页，共四十六页。Hewitt AssociatesBottom Line:25%revenuegrowthand75%netincomegrowthoveratwoyearperiod,exceedingtargets.Results:LargeincreaseinemployeeEngagement(47%to62%intwoyears)20%decreaseinemployeeturnover.Year2100%retentionofallkeytalent.Hewitt Case Study#1:Professional Services FirmBackgroundAsianbusinessoflargeglobalprofessionalservicesfirmstrugglingtomeetearningstargetswithhighemployeeturnoverandrelativelylowemployeeEngagement.Leadership,developmentandrecognitionidentifiedaskeydriversofEngagement.GoalImproveemployeeperceptionswithleadershipandmanagementtodriveincreaseinEngagementandtherebyincreaseemployeeinitiativeandaccountabilityforperformance.ApproachNewmanagementteamthatfocusedeffortsonemployeesanddevelopmentofleadersandmanagers.ActionsIncreasedformaldevelopmentopportunitiesforemployeeswithparticularfocusonpreparingemployeesforchangingbusinessrequirements360degreefeedbackforallleadersandtargeteddevelopmentplans.360feedbacklinkedtoEngagementdatatodriveaccountabilityforEngagementtoallleaders.CoachingforleadersLeadersshort-termincentivepartiallylinkedtoEngagementresultsManagementtoolsandresourcesmademoreaccessibletomanagersandmanagerexpectationsmadeclearer.第四十四页，共四十六页。Hewitt AssociatesBottomLine:IncreasedretentionofhighlyskilledandexperiencedstaffCostreductionduetolowerrecruitingandtrainingcostsResults:Turnoverreducedby5%Hewitt Case Study#2:Information Systems DepartmentBackgroundISDepartmentinHRconsultingfirmexperiencinga30%turnover.ITstaffiscontinuallypreyeduponbyrecruiterswhorecruitkeyindividuals.GoalReduceturnoverandmaintainkeyandexperiencedstaff.ApproachConductedgroupandone-on-oneinterviewswithemployeestoidentifyfactorsthatinfluenceemployeeengagementandwouldincreasetheirresistancetocompetitiveoffersActionsRemovedobstaclesaroundpayadministration,increasedcommunicationaroundpay,andtiedcompensationdirectlytoperformanceAssessedeffectivenessofmanagersandputinplace“peoplemanagersversus“technicalmanagers;establishedmanagertrainingprogramsIncreasedvisibilityanddirectlinesofcommunicationwithseniormanagementandendcustomerIncreasedopportunitiesforISstafftomovethroughoutfirm第四十五页，共四十六页。内容(nirng)总结Wal-Mart China Associates Engagement Survey Result Presentation。Need-to-improved Areas。Create new Products/Services。Need-to-improve Areas。(Avg.TSR=-9.6%)。Actions第四十六页，共四十六页。
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