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    AON Hewitt

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    Rutuja Kshirsagar Handa
    This document discusses employee engagement and its drivers according to research by Aon Hewitt. Employee engagement is measured by how positively employees speak about the organization ("say"), their desire to stay with the organization ("stay"), and their willingness to work hard ("strive"). Aon Hewitt identified six key drivers that impact employee engagement: people, work/values, opportunities, processes and procedures, quality of life, and total rewards. Addressing these drivers through appropriate actions can positively influence employee engagement levels.

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    AON Hewitt

    Uploaded by

    Rutuja Kshirsagar Handa
    78 views2 pages
    This document discusses employee engagement and its drivers according to research by Aon Hewitt. Employee engagement is measured by how positively employees speak about the organization ("say"), their desire to stay with the organization ("stay"), and their willingness to work hard ("strive"). Aon Hewitt identified six key drivers that impact employee engagement: people, work/values, opportunities, processes and procedures, quality of life, and total rewards. Addressing these drivers through appropriate actions can positively influence employee engagement levels.

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    This document discusses employee engagement and its drivers according to research by Aon Hewitt. Employee engagement is measured by how positively employees speak about the organization ("say"), their desire to stay with the organization ("stay"), and their willingness to work hard ("strive"). Aon Hewitt identified six key drivers that impact employee engagement: people, work/values, opportunities, processes and procedures, quality of life, and total rewards. Addressing these drivers through appropriate actions can positively influence employee engagement levels.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    78 views2 pages

    AON Hewitt

    Uploaded by

    Rutuja Kshirsagar Handa
    This document discusses employee engagement and its drivers according to research by Aon Hewitt. Employee engagement is measured by how positively employees speak about the organization ("say"), their desire to stay with the organization ("stay"), and their willingness to work hard ("strive"). Aon Hewitt identified six key drivers that impact employee engagement: people, work/values, opportunities, processes and procedures, quality of life, and total rewards. Addressing these drivers through appropriate actions can positively influence employee engagement levels.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
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    AON Hewitts Drivers of Engagement

    Employee engagement is a measure of the emotional and intellectual commitment of the workforce. Engaged employees go beyond just being satisfied with their job; they actually want to and do improve business results. The concept of employee engagement is operationalized by three observable behaviours: say, stay and strive. The element of "Say" indicates how much an employee speaks positively about the organization to his or her co-workers, potential employees, and customers. "Stay" measures how much an employee wants to be a member of' the organization, and "Strive" measures how willing an employee is to exert extra effort and how dedicated he or she is to doing the very best job possible. The more dedicated the employee is, the greater the contribution he or she can make to the success of the organization.

    Hewitt has completed extensive research on employee engagement data, and they have identified the following engagement drivers that impact employees' perceptions or work experience and their engagement levels. Although each company has unique people issues to address within todays business climate, typically employee engagement is driven by a combination of six factors, as described below: 1. People this includes the people an employee works with such as, senior leaders, managers, coworkers, and customers.

    2. Work/Values this includes an employee's intrinsic motivation and value, availability of resources at work, and the extent to which an organization values being a good corporate citizen. 3. Opportunities this includes the opportunities for training and development and career advancement. 4. Processes and Procedures this includes work processes, work flow, and the people practices and programs e.g. performance management. 5. Quality of Life this includes work/life balance and the physical work environment. 6. Total Rewards this includes pay, benefits, and financial and non-financial recognition. Its possible to model how engagement will change by taking (or not taking) actions to address the key engagement drivers. The impact that each factor has on overall engagement differs by company (and often by demographics and role).

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