The needs and interests of employers have changed in the past twenty years. At the beginning, conditions and projects were created to make employees satisfied with salary, benefits and working environment. Now, it is to let employees maintain a high degree of loyalty to the enterprise, truly "devote themselves" to the work of the enterprise and complete the mission of the enterprise.
What is the motivation for employees to participate?
In the past few years, Mercer has launched a global activity called "What is a job". Investigation, hoping to understand and track employees' understanding and attitude towards work; Find out the factors that can best stimulate employee engagement in different countries/regions; Develop reliable standard data or comparative data to help employers evaluate the employee engagement level of their enterprises with reference to national or regional benchmarks.
Through this study, Mercer not only understands employees' understanding of work and its differences between countries or regions, but more importantly, Mercer can identify and quantify the specific factors that stimulate employees' engagement. CEO, HR director and other executives in charge of global HR management can use the rich information provided by this research to improve employee engagement, customer service, productivity and turnover rate.
National factors that motivate employees' engagement
Research shows that employees' understanding of work experience varies from country to country. The national/regional culture determines the experience of employees, which in turn determines their engagement. Because, for those employers who want to expand their global business, as the cultural background of employees tends to be more diverse, the question of what factors stimulate employee engagement becomes more and more complicated and important.
Although What' s work research has determined that six or seven factors that motivate employees' engagement vary from country to country, the actual situation is not as expected. Even under the same working environment, such as when English is the main communication language, cultural differences, economic development and market environment between countries/regions will have a great impact on employee engagement. For example, in Britain and the United States, there is only one main incentive factor for employee engagement, that is, the sense of self-achievement, ranking first in Britain and second in the United States. However, among the main incentive factors of UK participation, six factors are consistent with those of China (Asian market).
Global factors that motivate employees' engagement.
Although the main motivating factors of employee engagement will be different in different countries, industries and enterprises, Mercer's "How to Work" research has found four relatively consistent global factors that motivate employee engagement. Including:
Work itself, including development opportunities.
Confidence and trust in the leadership
Commendation and reward
Organizational communication
In the absence of other additional information, multinational companies can significantly improve employee engagement by paying attention to these four incentive factors. Nevertheless, the enterprises in practice are aware of the influence of national culture and regional culture on employees' understanding, thus effectively combining national/regional factors with global factors.
Use standard data to interpret internal employee survey data.
Because every enterprise is different, it is necessary to evaluate employees' views through internal employee surveys. If the enterprise intends to use meaningful enlightenment to formulate human capital strategy, it is not enough to rely solely on the internal investigation conducted by the enterprise itself. Enterprises must analyze the survey results according to standard data and even historical data (if any) in order to make a more comprehensive evaluation of employee engagement.
Although employee surveys can provide valuable information about employees' understanding of their work, multinational companies that try to compare the survey results in different regions or evaluate their performance as a whole may misunderstand the survey results without referring to local and global data. For example, even if the survey shows that the employees in a certain country/region have a "low" evaluation of the performance of the enterprise in a certain field, the enterprise director can't determine whether this situation is normal for the country only based on this information.
By combining specific employee survey results and standard reference data, enterprises can find problems and take intervention measures, which will affect employee engagement and even final performance.
Fully understand employee engagement.
Through the research and cooperation with enterprises all over the world, Mercer has identified four stages to improve the level of enterprise engagement on behalf of employees and meet the specific mentality. Generally speaking, no matter which stage employees are in the engagement continuum, enterprises must optimize the working relationship between employees and employers through management, so as to promote employee engagement to enter the next stage.
Satisfied employees perform their duties and are satisfied with the terms and conditions of employment. At the same time, they are not necessarily all-out team members, and often do not make greater efforts.
Self-motivated employees are full of energy and pay attention to individual contributions to the enterprise. However, on the whole, they pay more attention to the realization of personal goals than team goals or enterprise goals.
Dedicated employees completely make the values and behaviors represented in the initial stage of the dedication model become their subjective consciousness, and also form a strong recognition of the enterprise. They are conscientious to the enterprise and optimistic about its future.
Employees who support the enterprise can win glory for the enterprise with * * *. They spare no effort to invest, strive to meet the standards, and fully integrate the spirit of innovation into their own and team work. They will take the initiative to find ways to help achieve the company's goals. They praised the company's products and services and recommended them to others as ideal companies. It is found that it is at this stage of dedication that employee performance is related to enterprise performance.
Important insights
When multinational companies and managers use research derived from employees' understanding of work to improve performance and enhance employee participation, enterprises should keep in mind the following valuable experiences:
Enterprises must look at global human resources decision-making in combination with national/regional culture. Corporate executives can't take it for granted that the global economy means similar labor resources.
Stereotypes of countries/regions are not conducive to the formulation of human resources strategies. Enterprises must make use of correct research results, rather than informal impressions or beliefs, to formulate human resources strategies for nationals of specific countries/regions.
Standards vary from country to country. When analyzing the employee survey results, the business must make the data conform to the national/regional standards so as to correctly interpret the business performance of different countries/regions.
Employee engagement is related to employer brand. It is the enterprise factors that produce employee engagement that create employer brand, and vice versa.
Culture plays an irreplaceable role in improving employee engagement. The management mode of an enterprise is a reflection of its culture-the way it treats employees and the way employees treat colleagues and customers, and the management mode cannot be separated from the professionalism of employees.
Attachment: The factors that stimulate employee engagement vary greatly in different countries:
United States:
1. I believe I can achieve my career goals.
2. Self-achievement
3. Believe that the enterprise will succeed.
4. Quality first
5. Development/promotion opportunities
6. Career management knowledge/help
7. Flexibility required to provide excellent customer service
Britain:
1. Self-achievement
2. Trust executives
3. Training opportunities
4. Pay wages fairly according to performance.
5. Good reputation for customer service
6. Regular performance feedback
7. Corresponding interests of industries
8. Cooperation between different groups
China:
1. Self-achievement
2. Pay wages fairly according to performance.
3. Corresponding interests of the industry
4. Trust executives
5.IT system supports business needs
6. Training opportunities
7. Regular performance feedback