Trends, Products, and Best Practices to Help You Create a Work Made Human Experience

The Data Is In: The Modern Workforce Wants Leadership, Values and Progression Opportunities

Tara Lall
Applications Marketing Manager

As HR professionals, it’s our job to track and respond to employee sentiment and engagement within all parts of our organizations. Every day, we strive to onboard employees who add value to our business, empower internal leaders and managers to improve relationships with these employees, and offer all of our employees a variety of learning and development opportunities so they can truly thrive and progress within the organization.

To help us do all of these things effectively, we use the systems and processes we have in place to get a high-level understanding of what makes an engaged employee and how to win and keep that engagement. But over the years, the workforce has become more technologically savvy, and overall, they’ve come to expect more from their leaders and employers.

“Engagement” as a concept has become more abstract, and how we measure and analyze employee engagement has become more complex.

The Oracle Human Capital Management team wanted to fully visualize and explain the science behind employee engagement and explore all of the implications for modern HR professionals and businesses. So we commissioned Kantar TNS to conduct 4,706 online interviews across 20 countries between April 26 and May 11, 2016. All respondents were employed full time by companies with 250 or more personnel.

Then we mined through the thoughts, opinions, and experiences of our respondents, and integrated that feedback into a comprehensive report. This report reveals a new model that will help organizations visualize and understand all of the broader factors that affect employee engagement.

In this blog post, we’ll provide a quick overview of the model and its components. The next article in this two-part series will dive deeper into specific results from the survey.

A New Model for Employee Engagement

While the traditional model of employee engagement may have worked in the past, our new model is aimed at the modern workforce. It’s made up of 11 key factors that each affect employee engagement in a unique way. At the same time, these factors influence each other, and the linkages between factors vary in strength. Next, we identified and analyzed seven core themes, the factors they include, and how these themes influence each other. The seven themes are as follows:

  • Leadership: The executives and managers who oversee operations and manage employee relationships
  • Values: The social, economic, and lifestyle causes that matter most to an organization
  • Performance: How an organization measures and ensures success, and how leaders track and discuss performance and areas of improvement with employees
  • Development and Progression Opportunities: The skills employees need to maintain their role, the guidelines for performance, and the development plans and opportunities for growth within the organization
  • Role Effectiveness: The direction, tools, and responsibilities assigned by leadership that help employees thrive and grow within their current roles and positions
  • Rewards: The financial and non-financial incentives employees receive from leadership when they meet or exceed performance expectations
  • Modern Workforce Experience: The tools and technologies employees can use to improve communication, collaboration, and organizational innovation

Stay tuned for our next blog post to learn more about the seven themes in our engagement model. We’ll also discuss how organizations can use our survey findings to improve employee engagement and workforce experiences. If you can’t wait to get more insights, you can download your copy of the full report now!

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