Research Roundup photo numbers

Employee engagement continues to be a top issue for today’s leaders. Below, we’ve rounded up some of the latest research on the topic.

Deloitte’s 2015 Global Human Capital Trends Report

What is it?

These are the results of Deloitte’s survey of more than 2,500 leaders in more than 90 countries, identifying key trends driving human capital in the coming year.

Key findings

• This year, “culture and engagement” was rated the most important issue overall, slightly edging out leadership.

• 87% of organizations cite “culture and engagement” as one of their top challenges, and 50% call the problem “very important.”

• The proportion of respondents citing “culture and engagement” as a “very important” issue almost doubled this year, from 26% to 50%.

• Only 12% of respondents believe their organizations are excellent at effectively driving the desired culture.

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Deloitte’s 2015 Global Human Capital Trends Report

Gallup — Various 2015 Articles on Engagement

What is it?

Gallup studies the American workplace on an ongoing basis and conducts daily tracking interviews with thousands of adults working for employers in all 50 states. Recent articles note their latest findings.

Key findings

• In June, the percentage of U.S. workers engaged in their jobs continued to hold steady at 31.9%.

• Engagement remains higher than 2011-2013 levels.

• Workers with advanced degrees are the least engaged in their jobs.

• Managers, executives and officers consistently show higher levels of engagement.

• Managers’ skills to inspire employees account for at least 70% of the variance in employee engagement scores across business units.

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Employee Engagement Unmoved in June – Gallup article

Employee Engagement Holds Steady – Gallup article

Managers Account for Variance in Employee Engagement – Gallup article

Society of Human Resource Management’s 2015 Employee Job Satisfaction and Engagement Report

What is it?

The report is based on findings from SHRM’s Employee Job Satisfaction and Engagement Survey of 600 U.S. employees, conducted in November 2014.

Key findings

• In 2014, 86% of U.S. employees reported overall satisfaction with their current job, an improvement of five percentage points since 2013.

• Respectful treatment of all employees at all levels was rated as “very important” by 72% of employees in 2014, making it the top contributor to overall employee job satisfaction.

• 79% of employees were satisfied with their relationships with co-workers.

• 76% of employees had a clear understanding of their organization’s vision/mission.

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SHRM 2015 Job Satisfaction and Engagement Report

ManpowerGroup’s 2015 U.S. Talent Shortage Survey

What is it?

The tenth annual Talent Shortage Survey of ManpowerGroup surveyed 5,000 hiring managers in the United States.

Key findings

• Over the past 10 years, the percentage of employers reporting talent shortages has fluctuated between 14% and 52%.

• In 2015, 32% of employers in the U.S. reported difficulties filling jobs in 2015.

• 43% of employers indicated that talent shortages reduce their ability to serve clients. 41% indicated that talent shortages reduce competitiveness/productivity. 32% expect an increase in employee turnover, anticipate lower employee engagement and morale and believe talent shortages may lead to higher compensation costs.

• One in five employers indicated that they expect reduced innovation and creativity in their organization due to talent shortages.

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ManpowerGroup’s 2015 U.S. Talent Shortage Survey

CareerBuilder’s April 2015 Survey of U.S. CEOs

What is it?

On behalf of CareerBuilder, Harris Poll surveyed 88 executives with a company revenue of at least $50 million through an online poll in April 2015.

Key findings

• 60% of CEOs indicated the inability to find enough qualified candidates limits their company’s potential.

• Almost one fourth (23%) of CEO respondents indicated the pressure to raise wages is among issues that keep them up at night.

• Nearly half of CEO respondents (48%) indicated their companies have lost money due to inefficient recruiting.

• Nearly three fourths (73%) indicated that their HR leader has provided data that they have incorporated into their business strategy.

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CareerBuilder’s April 2015 Survey of U.S. CEOs

Glassdoor’s Best Places to Work in 2015

What is it?

The Glassdoor Employees’ Choice Awards, based entirely on employee feedback, honor various companies throughout the world as Best Places to Work. Award winners are determined using feedback that employees share on Glassdoor during the yearlong period of eligibility combined with Glassdoor’s proprietary algorithm.

Key findings

• Google ranked #1 and is one of only five companies to win an Employees’ Choice Award all seven years the Glassdoor awards have been around.

• Most companies on the list received high rankings for work-life balance.

• Glassdoor’s CEO indicated that well-ranking companies tend to be those that actively communicate their mission and values to employees and job seekers.

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Glassdoor’s Best Places to Work in 2015

2014 Survey of Inc. 500 CEOs

What is it?

This is Inc.’s annual check-in with the nation’s top private-company CEOs.

Key findings

• 50% of Inc 500 leaders cite “attracting and retaining skilled employees” as their biggest challenge today.

• In response to “What’s the biggest contributor to your company’s ability to innovate?” 41% say recruiting talent.

• Respondents noted of finding good staff: “It’s a problem not just at startup but throughout a company’s lifespan.”

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2014 Survey of Inc. 500 CEOs

Deloitte’s 2014 Core Beliefs & Culture Survey

What is it?

This is the third annual survey Deloitte has put out exploring workplace culture as a business driver.

Key findings

• 82% percent of respondents who work for an organization with a strong sense of purpose indicate they are confident that their organization will grow this year, compared to 48% within organizations that do not have a strong sense of purpose

• 81% of respondents working for organizations with a strong sense of purpose say their stakeholders trust their leadership team; 74% say their investors are confident in the company’s growth prospects over the next year.

• Respondents who say their organizations have a strong sense of purpose are much more optimistic about their ability to stay ahead of industry disruptions (83% vs. 42%) and to outperform their competition (79% vs. 47%).

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Deloitte’s 2014 Core Beliefs & Culture Survey

Right Management’s Global Career Aspiration Survey

What is it?

The Global Career Aspiration Survey was commissioned by Right Management in Q3 2014 to better understand career motivations and how perceptions and motivations are shifting in the workplace. The survey included results from 1,225 respondents in Canada, U.S.A., Belgium, France, Germany, Switzerland, U.K., Australia, India and Singapore.

Key findings

• Only 10% of employees define career success as high performance and productivity.

• 45% of respondents ranked work/life balance as their number one career aspiration.

• 53% of respondents indicated that respect for their knowledge and experience is their top expectation of leadership.

• 26% of employee respondents define success in the workplace as enjoyment/happiness.

• Respondents indicated desire for work/life balance and higher compensation are the top motivations for changing jobs.

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Right Management’s Global Career Aspiration Survey

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