What Is Employee Engagement?

The research on employee engagement originates from Gallup Consulting Co., Ltd. in the United States, through their nearly 40 years of intensive research on the relationship between the success factors of healthy companies, they have established a model of "Gallup Path", which describes the individual performance of the employee and the company The path between operating performance and the company's overall value-added. The "Gallup Path" can be expressed as: the enterprise is only applicable based on its own development advantages-under the leadership of outstanding managers to drive employee engagement-dedicated employees develop loyal customers-loyal customers drive sustainable development Sustainable development drives real profit growth Corporate real profit growth drives stock growth

Employee Engagement

Employee engagement research originated from Gallup Consulting Co., Ltd. in the United States, they have established

• Yi'an

  1. From a business perspective

  (1) Planning the career development of employees

  (2) With

  Five important features:

  SatisfactionEmployees who expect to be fulfilled are most satisfied. These expectations are related to their job, the organization they work in, and their immediate superiors. Satisfied employees will not be frustrated in pursuing their personal goals.

  Understanding-dedicated employees care about not only their own happiness and satisfaction. Highly dedicated employees

  Here are ten top ways to enhance employee professionalism:

  Approach 1: Performance-related reward system

  The primary motivation for high professionalism is related to compensation. However, research shows that what matters is not what employees get

  In November 2013, Gallup released the latest survey report. The results show that only 13% of employees in the world are considered professional, and 87% of employees are not very engaged and are unlikely to be rich. effectiveness. At the same time, the level of dedication of Chinese employees is far lower than the world level, with only 6% of dedicated employees.

  The survey responded to 12 questions by the interviewees, and divided the interviewees' professionalism into dedication, indifference, and idleness. The survey found that only 13% of employees worldwide are considered professional. This means that very few people are enthusiastic about their work and spend their working hours promoting innovation and the advancement of employed organizations. The majority of people who are indifferent to work (63%) have no enthusiasm for work and basically sleepwalk every day. Another 24% of employees are in the worst state of idle work. These people not only hate their work, but also secretly undermine the work results of their colleagues to vent their unhappiness.

  Among the countries and regions that have published the relevant results, Panama, Costa Rica, and the United States have the highest levels of employee engagement, with 37%, 33%, and 30% of respondents' working status at the professional level, respectively. The world's least engaged employees are in Syria, Croatia, and Tunisia, with only 0%, 3%, and 5% of engaged employees, and 45%, 32%, and 54% of those who are idle.

  The engagement of Chinese employees has improved compared to the 2009 survey, but it is still at the worst level in the world. The results of the 2009 survey showed that only 2% of employees in China are dedicated to work, and by 2012 this number had risen to 6%. The proportion of idle workers also decreased from 31% to 26%. However, both are different from the world average (dedicated: 13%, idle: 24%).

  In a survey, Gallup also found that worldwide, with the improvement of the educational background and professionalism of workers, their professionalism has also increased. The proportion of employees with higher education is 22%, which is much higher than 7% of the education level below junior high school. Similarly, the figure for senior management is 18%, while only 4% -7% of manual workers are dedicated.

  But China does not follow this pattern. Regardless of the educational background or field of employment of the workers, the level of dedication of Chinese employees is not much different, and they are among the least engaged employees in the world. The proportion of highly educated Chinese employees is only 7%, which is only 2% higher than that of workers with junior high school education or below. From the perspective of the work area, the least dedicated are not the manual workers with the lowest level of specialization, but the office workers in the office-not only the lowest proportion of dedicated workers, but also the highest proportion of idle workers. ^[2]