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AON-2018年全球员工敬业度趋势研究报告英文版-2017-19页-（19页）.pdf

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AON-2018年全球员工敬业度趋势研究报告英文版-2017-19页-（19页）.pdf

1、2018 Trends in Global Employee Engagement Global Employee Engagement Rebounds to Match Its All-Time High Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Employee Engagement Defined . . . . . . . . . . . . . . . . . . . . . . . . . . .2 About the Study . .

2、 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3 Key Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Engagement by Country . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Global Employee Engagement . . . . . .

3、. . . . . . . . . . . . . . . . . . . . . .7 APACs Big Rebound . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 A Softening in Latin America? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 North America: Economic Growth Neutralizes Politi

4、cal/Social Anxiety . . 10 A Clearer Path in Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Africa Surges Forward . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 What Is the Employee Experience That Will Really Drive Engagement

5、? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Final Thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 About Aons Employee Engagement Practice . . . . . . . . . . . . . . .15 Table of Contents Aon 1 After last years dip the

6、first since 2012 employee engagement matched its all-time high . This rebound is driven largely from the biggest markets in Asia and a major surge in engagement in Africa . Continental Europe also saw improvements in engagement, while the United Kingdom represented the biggest decline among the 29 l

7、argest markets examined in this study . That seems to signal a drop in stability in the U .K ., while many markets across Europe have a better understanding of what Brexit means to their economies and workforces . Like a year ago, the Rewards its that engagement declined in some key markets . Mexico

8、, Brazil, Colombia, Argentina, Peru and Chile all experienced drops in engagement . However, these drops were largely offset by strong gains in Costa Rica, the Dominican Republic and Venezuela . Mexico, the regions second-largest economy, saw engagement fall slightly, from 75 percent to 74 percent .

9、 This marks the second consecutive year of engagement decline in the country . Brazil, which had a remarkable eight-point gain last year, effectively sustained that gain with a one-point decline this year . The regions next two largest economies, Argentina and Colombia, had drops of one point and se

10、ven points, respectively . While the Colombia drop is quite large, it is important to keep in mind that it experienced a six-point increase last year, so this drop leaves engagement in Colombia roughly where it was in 2015 . Engagement is not the only dimension that stayed stable in Latin America .

11、Across the 16 dimensions measured, five did not change, five declined and four increased . Of the declines and increases, none moved by more than two points . This represents a significant level of consistency for a region with so many different markets . The regions top drivers of engagement are Se

12、nior Leadership (-1 point), Career we found that in order for companies with below-average engagement to experience double-digit engagement improvement, they need to focus on improving the Enabling Infrastructure, Talent that is indisputable . This is illustrated by the fact that a software company

13、with 1,000 employees and few physical assets can be worth billions of dollars . People are the intangibles . People are also emotional and fickle . They want to be won over . That is why employee engagement can be an organizations great differentiator in times of stability or in times of rapid chang

14、e . When you have a Culture of Engagement, your competitors had better take notice . To discuss how you can create a Culture of Engagement at your organization, please reach out to one of the contacts on the following page . We are passionate about optimizing the employee experience! Aons Global Cul

15、ture & Engagement Team About Aons Employee Engagement Practice Aons Global Culture & Engagement Practice offers an unmatched combination of global consulting and benchmarks, integrated HR measurement technology and tools that include assessments, selection and talent analytics . With millions of emp

16、loyee survey responses, this report contains only a very-high- level set of information about employee engagement and the employee experience . To learn more about how Aon can help accelerate your employees to the extraordinary, talk with one of our experts by reaching out to: humancapitalconsulting

17、aon .com Contacts Ken Oehler, Ph.D. Global Culture & Engagement Practice Leader at Aon Talent, Rewards & Performance Christopher Adair, Ph.D. Senior Consultant at Aon Talent, Rewards & Performance Aon empowers organizations and individuals to secure a better future through innovative talent, retirem

18、ent and health solutions . We advise, design and execute a wide range of solutions that enable clients to cultivate talent to drive organizational and personal performance and growth, navigate retirement risk while providing new levels of financial security, and redefine health solutions for greater

19、 choice, affordability and wellness . Aon is a global leader in human resource solutions, with over 35,000 professionals in 90 countries serving more than 20,000 clients worldwide across 100+ solutions . For more information on Aon, please visit www .aon .com . About Aon About Aon Aon plc (NYSE:AON)

20、 is a leading global professional services firm providing a broad range of risk, retirement and health solutions. Our 50,000 colleagues in 120 countries empower results for clients by using proprietary data and analytics to deliver insights that reduce volatility and improve performance. Aon plc 201

21、7. All rights reserved. The information contained herein and the statements expressed are of a general nature and are not intended to address the circumstances of any particular individual or entity. Although we endeavor to provide accurate and timely information and use sources we consider reliable, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

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AON-2018年全球员工敬业度趋势研究报告英文版-2017-19页-（19页）.pdf

AON-2018年全球员工敬业度趋势研究报告英文版-2017-19页-（19页）.pdf