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Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Template Sample,Hewitt Associates,Wal-Mart China Associates Engagement Survey Result Presentation,Nov.,2005,Agenda,Why Measure Employee Engagement?,Wal-Mart Associate Opinion Survey Introduction,Survey Background:Why Do We Conduct the Survey?,Participant Profile,Survey Methodology,Interpreting the Results,Key Findings,Engagement Results,Positive Areas,Need-to-improved Areas,Benchmarks and Comparison,Suggested Initiatives,Best Practices for Achieving Sustained Engagement Results,What Will Improve if Engagement Score is Increased?,Why Measure Employee Engagement?,Improving Business Results Through Engaging People,Individual Life Goals and Strategies,Individual Capabilities,People Requirements and Talent Strategy,Employment Relationship,People Management Practices,Individual Priorities and Engagement,Engagement,Business Results and Strategies,Business Capabilities,Why Engagement Matters:Business Needs,Service Quality,Features,Problem Resolution,Price/Relative Value,Employee Behavior,Recom-mendation,Retention,Expansion,Business Performance,Customer Satisfaction/Value,Customer Value Drivers,Why Engagement Matters:Employee Needs,Employee Engagement,Employee Behavior,Turnover,Recommend Employees,Recommend Products/Services,Create new Products/Services,Customer Service,Productivity,Opportunity,Quality of Life,Culture,Total Compensation,Leadership,Relationships,Work Activities,Wal-Mart Associate Opinion Survey Introduction,Survey Background:Why Do We Conduct the Survey?,The Associate Opinion Survey is a very important part of the Grass Roots process.,It lets us look,in an objective way,at how associates feel about working at Wal-Mart.,It lets us measure whether weve done a good job over time of helping to make Wal-Mart a better place to work.,It provides a foundation for the Grass Roots meetings,giving managers direction for their discussions.,And it tells us where to concentrate our resources in order to raise our associate engagement the most over time.,Participants Profile By Division,Participant Profile By Grade,Engagement,Satisfaction,EngagementBackground,Consistentlyspeakpositivelyabouttheorganizationtocoworkers,potentialemployees,andmostcritically,customers(currentandpotential),Say,Anintensedesiretobeamemberoftheorganization,Stay,Exertextraeffortandengageinworkthatcontributestobusinesssuccess,Strive,WhatisEngagement?,Engagementisthestateofemotionalandintellectualinvolvementorcommitmentofanemployeetoanorganization.,SignificantresearchandexperienceshowstrongevidencethathigherlevelsofEngagementcombinedwithappropriatecapabilityproducestrongerbusinessresultsandsustainablecompetitiveadvantage.,Engagedemployeesareproductive,innovativeandtakeownershipoftheirresults.ThreekeybehavioursindicatestrongEngagement.,TheEngagementModel,Procedures,Policies,Processes,Valuing People,Processes,Compensation,Pay,Benefits,People,Senior Management,Business Unit Manager,Immediate Manager,Coworkers,Diversity,Opportunities,Career Opportunities,Recognition,Training,Quality of Life,Work/Life Balance,Physical Work Environment,Safety,Location,Engagement,Work,Intrinsic Motivation,Influence,Work Tasks,Resources,IntheEngagementSurvey,employeesrespondedtoeachitembyindicatingtheirlevelofagreement/disagreementwithparticularattributesandbehavioursintheorganization.,AnoverallEmployeeEngagementiscalculatedfromemployeeresponsestoasetnumberofquestions(seebelow).Thesequestions,indicatethedegreetowhichemployeeswill,“,“Say,”,”,“,“Stay,”,”and,“,“Strive”atthecompany:,IwouldrecommendWal-Marttoafriendseekingemployment.,Giventheopportunity,ItellothersgreatthingsaboutworkingatWal-Mart.,ItwouldtakealottogetmetoleaveWal-Mart.,IrarelythinkaboutleavingWal-Marttoworksomewhereelse.,Wal-Martinspiresmetodomybestworkeveryday.,Wal-Martmotivatesmetocontributemorethanisnormallyrequiredtocomplete,mywork,TheEmployeeEngagementscoreisthepercentageofemployeeswhoindividuallyscoredanaverageof=4.5onSay,StayandStrivequestions,InterpretingtheEngagementScore,Say,Stay,Strive,SamsClub,Thecombinedproportionofresponsesfor,5and,6(,Agreeand,StronglyAgree,),Resultsshownonthegraphicchartinthereportinclude:,Thecombinedproportionofresponsesfor 1and,2,(,Strongly Disagreeand,Disagree).,The proportionof responses aseither 3,where,3 is Slightly Disagree,onthe 6point scale.,The proportionof responses aseither 4,where,4 is Slightly Agree on the6 point scale.,The combined proportion of responses for,5and 6(,Agree and Strongly Agree).,HomeOffice,Store,The proportionof responses aseither 3,where,3 is Slightly Disagree,onthe 6point scale,The proportionof responses aseither 4,where,4 is Slightly Agree on the6 point scale,Interpreting the DetailedResultsGraphs,The combined proportion of responses for,1and 2(,StronglyDisagreeand Disagree),Logistics,Reading the SummaryReports,TeamEngagement:Home Office Report,My Department,My Division,Top 20%of departments*,Overall Results(Percentage of Engaged Employees),62%,54%,62%,Engag
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