WIDE ANGLE Follow the leader


Five levels of employee engagement Level


Description


Engaged: High contribution and high satisfaction


Almost engaged: Medium to high contribution and satisfaction


Honeymooners & hamsters: Medium to high satisfaction, but low contri- bution


Crash & burners: Medium to high contribution, but low satisfaction


Disengaged: Low to medium contri- bution and satisfaction


Source: BlessingWhite Levels of engagement


A global perspective 100%


17% 90% 14% 18% 18% 19% 16% 29% 80% 11% 70% 12% 60% 10% 10% 11% 16% Source: 2011 Hays Salary Guide - Asia 50% 23% 40% 22% 30% 33% 23% 26% 24% 25% Show them the money 14% 20% 37% 10% 36% 33% 30% 29% 26% 17% 0%


Australia & New Zealand


Engaged Source: BlessingWhite India North America UK & Ireland Almost engaged


Continental Europe


Honeymooners & hamsters Southeast Asia Crash & burners China Disengaged


How much companies intend to increase salaries in 2011 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%


33%


13% 5%


4% 7%


31% 59% 51% 58%


7% 9%


China Nil to 3% Source: 2011 Hays Salary Guide - Asia China Economic Review • May 2011 13 23%


Hong Kong 3% to 6%


Japan 6% to 10% Greater than 10% 62%


15% 5%


15% 18% 13% 15% 16% 13% 10% Extra care


No. 1 benefit provided by companies in China 30


25 20 15 10 5 0


Health Housing allowance Life assurance Pension


These employees are at 'the apex' where personal and organizational interests align. They contribute fully to their or- ganization's success and find satisfaction in their work. They are known for their discretionary effort and commitment. When recruiters call, they cordially cut the conversation short. Organizations need to keep them engaged, because they can transition over time to any of the three adjacent segments.


A critical group, these employees are among the high performers and are reasonably satisfied with their jobs. They may not have consistent 'great days at work,' but they know what those days look like. Organizations should invest in them for two reasons: They are highly employable, and more likely to be lured to greener pastures. They have the shortest distance to travel to reach full engagement, promising the biggest payoff.


Honeymooners are new to the organization or their role – and happy to be there. They have yet to find their stride or clearly understand how they can best contribute. It should be a priority to move them out of this temporary holding area to full engagement and productivity. Hamsters may be working hard, but are in effect 'spinning their wheels': working on non-essential tasks, contributing little to the success of the organization. Some may even be hiding out, content with their position ('retired in place'). If organizations don't deal with them, other employees may grow resentful, or have to pick up the slack.


Disillusioned and potentially exhausted, these employees are top producers who aren't achieving their personal defini- tion of success and satisfaction. They can be bitterly vocal that senior leaders are making bad decisions or that col- leagues are not pulling their weight. If left alone, they are likely to slip down the contribution scale to the "disengaged" category. Or, they may leave.


Most disengaged employees didn't start out as bad apples. They still may not be. They are the most disconnected from organizational priorities, often feel under-utilized, and are clearly not getting what they need from work. They're likely to be skeptical, and can indulge in contagious negativity. If left alone, disengaged employees are likely to be a financial drain on the organization. If they can't be coached or aligned to higher levels of engagement, their exit benefits every- one, including them.


18% Singapore


% of companies surveyed


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