What’s Working™ Around the World Global insights on employee engagement
What’s Working™ Around the World Over the past 18 months, Mercer has updated its What’s Working™ survey findings in 17 markets around the world, capturing the views of nearly 30,000 employees and shedding new light on their attitudes toward work and their employers. The research provides a compelling look at current levels of employee engagement and how workers feel about the changing employment value proposition. This report provides an overview of the survey findings by region – Asia Pacific, Europe, Latin America and North America – and by individual country. It also shares insights about generational differences in workforce views. Turn the page or click a location on the table of contents below to get started.
Table of contents
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Region
Region
North America..... 6 Canada...................8 US..........................9
Latin America.... 10 Argentina.............12 Brazil....................13 Mexico.................14
What’s Working™ Around the World
Region
Region
Europe............... 16 France..................18 Germany..............19 Ireland..................20 Italy......................21 Netherlands.........22 Spain....................23 UK........................24
Asia Pacific........ 26 Australia...............28 China...................29 Hong Kong...........30 India.....................31 Singapore.............32
Global insights on employee engagement
What’s Working™ global highlights Mercer’s What’s Working™ survey, conducted among nearly 30,000 employees in 17 markets over the past 18 months, confirms a trend that has been developing over the past decade: Around the world, employee engagement is eroding. The global economic downturn that started in 2008 accelerated this trend, as employees in many countries faced layoffs, cuts in pay and benefits, reduced job security, and more limited training and advancement opportunities. The reality is that many organizations are making smaller overall investments in their workforces today – and employees are not happy about it. But even in countries with historically higher engagement levels and countries less affected by the economic turmoil, there has been a profound shift in employee attitudes and opinions. Our survey findings show a significant, acrossthe-board increase in the number of employees who are seriously considering leaving their employers at the present time. Equally alarming, about 20% to 25% of the employees in each
Engagement is an underlying psychological state in which employees feel a vested interest in their organization’s success and are both willing and motivated to perform to levels that exceed the stated job requirements. It is the result of how employees feel about the overall work experience – the organization, its leaders, the work, the work environment, and the recognition and rewards they receive for their efforts.
Why engagement matters
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country have no definite plans to leave but are apathetic and even more negative about work than employees who are considering an exit. Given these developments, employers must now address a critical question: How do you redesign the employee value proposition – the “deal” – to meet today’s business requirements and employee needs? Without question, employees liked the “old deal” of more generous benefits and pensions, steady pay increases and lifetime job security. They have – reluctantly – accepted that it is not coming back and are even willing to take tradeoffs, such as more training instead of job security (to keep them employable in case they are laid off) and pay for performance (in lieu of tenure-based annual pay increases) to reward their good performance. But the perception that came through clearly in our survey results is that employees believe employers are not living up to their revised promises and are not delivering on this “new deal.”
Engagement drives discretionary behavior, eliciting employees’ highest productivity, their best ideas and their genuine commitment to the success of the organization. So it can contribute significantly to an organization’s performance. All other factors being equal, it also serves the individual, fulfilling a basic human need to be connected to worthwhile endeavors and to be able to make a significant contribution. In short, engagement is good for both the employer and the employee.
What’s Working™ Around the World
This contributes to the drop in engagement and growing sense of frustration among employees. Today’s low engagement levels come with an unusual twist. In economic boom times, employers typically want to increase engagement in order to boost retention. Reducing unwanted turnover has been the primary goal. Now, however, we’re seeing the consequences of having turnover that is too low. In the current economic climate, there’s a lack of natural “churn” in many parts of the world. With nowhere else to go, disengaged employees are staying with their current employers. This situation is not healthy for organizations or employees, and it is having a multiplier effect. Employees are “stuck” and can’t move on to new roles or out of the organization. This, along with flattened organizational structures, creates fewer upward opportunities for everyone. And tighter budgets mean that employers have fewer resources to put toward these growing problems.
Global insights on employee engagement
Beyond hoping for improved economic circumstances that will increase opportunities for employers and employees alike, employers need to consider how to protect and enhance engagement when traditional methods are not available or no longer effective. Based on their own business strategy and unique workforce requirements, employers need to determine how best to invest their limited resources and creatively identify the next generation of value proposition elements that will appeal to and motivate the workforce and build levels of engagement that each organization needs for future success.
Patrick Gilbert, PhD (London) Global Leader, Employee Research Mercer
Pete Foley, PhD (Atlanta) Americas Leader, Employee Research Mercer
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North America regional summary Declining levels of employee engagement dominate Mercer’s What’s Working™ survey findings for North America, with one-third of employees throughout the US and Canada looking to leave their organization – an increase of approximately 10 points in both countries since their last surveys.
• One-fifth of employees in each country are indifferent about whether to stay or go – a disaffected group with the lowest levels of motivation and engagement, and the potential to stall productivity and breed even greater apathy within the ranks.
While the US endures a sluggish economic recovery, marked by continued high unemployment, a troubled financial system and shaken consumer confidence, Canada has weathered the downturn with far fewer adversities, boasting low unemployment, little government debt and strong economic growth.
Given the uneven global economy and the related apprehension felt throughout much of the world, organizations in both countries may be focused more on bottom lines and business goals than on people management and investments in rewards, training and career opportunities. Workers feel marginalized, and their sense of insecurity has the potential not only to drive down engagement levels, but also to paralyze those who otherwise would have left their jobs.
Despite the differing economic landscapes, a closer look reveals other troubling trends among the engagement scores shared by both: • A mong employees age 16–34, four in 10 have an eye on the door. Yet, this nascent talent is also the most positive and consistently shows a higher level of commitment – an unfortunate paradox for employers seeking to build a strong pipeline for the future.
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At the same time, if struggling economies shift into more robust recovery, new job opportunities are sure to increase, threatening existing pools of valuable talent and fueling productivity and morale issues among remaining workers. And while growth and profitability dominate the corporate agenda, ongoing financial pressures greatly limit investments in potential solutions.
What’s Working™ Around the World
Percentage of employees seriously considering leaving their organization
32%
enefits scores decline: While two-thirds of • B employees in both countries rate their benefits as good or very good, Canadian and US employees generally have a less favorable view of their benefits today compared with five years ago.
US
imited career opportunities: Just half of the • L employees in the region are confident they will achieve their long-term career objectives in their organization; only slightly more believe they have a long-term future there.
60% 36%
40% 20% 0%
• P ay for performance jumps up: Workers in both countries say their employers are doing a better job matching pay to performance.
Canada
Source: Mercer’s What’s Working™ survey Indeed, employers must dig deeper to understand the causes specific to their organizations and regions. Mercer’s What’s Working survey sheds light on the issues that matter most to employees, illuminating a number of similarities found among workers in North America, as well as a few differences:
hared values: Base pay is the most important • S value proposition element for employees in both Canada and the US, followed by retirement 60 savings/pension plan and type of work.
ot ready for retirement: While the majority of • N employees in the region are satisfied with their retirement savings or pension plan; far fewer believe both they and their organization are doing enough to prepare for retirement. aving what it takes: Canadian workers made • H a strong statement that they now have less flexibility to provide good service, less access to necessary job information and less authority to be effective on the job.
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Canada
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English
French
Date of current survey: 2010 Number of respondents: 2,058 Date of prior survey: 2006
Employees increasingly disengaged, voice serious job-related concerns • More than one in three employees seriously considering leaving • Workers concerned about ability to provide good service, authority to be effective • Few employees feel financially prepared for retirement
My Engagement Overall, 36% of Canadian workers are seriously considering leaving their organization (up from 26% in 2006), with another 22% uncertain about whether they’ll stay or go. The number is higher among younger workers: 43% of employees age 25–34 and 45% age 24 and younger are contemplating a departure.
My Career Nearly half (49%) say their organization does a good job of developing people to their full potential, up from 43% in 2006. But just 42% believe promotions go to the most qualified individuals. Only 54% of Canadian workers expect to achieve their long-term career objectives in their current organization.
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My Benefits Nearly half (48%) say benefits play a significant role in their decision to stay with their organization. Sixty-six percent rate their overall benefits as good; 53% say their benefits are as good, or better, than those of others in their industry, down sharply from 65% in 2006.
My Company About half (53%) believe their organization as a whole is well managed, down from 56% in 2006; 71% are confident in their organization’s future success. However, 57% say job security at their company is as good as or better than other organizations in their industry, down from 69%.
My Pay
My Retirement A good retirement savings or pension plan today ranks as the second most important element of the value proposition for Canadian employees. However, only 43% believe they are doing enough to prepare financially for retirement, and 40% say their organization is doing enough to help them prepare.
Base pay ranks as the most valued element of the employment “deal,” yet only 53% are satisfied with base pay and 58% feel they are paid fairly given their performance and contributions. Far fewer employees today understand how their pay is determined (74%, compared with 82% in 2006).
My Life
My Job Type of work is the third most important element of the employment “deal”; 78% of Canadian employees enjoy the work they do. The most significant drops in overall survey scores are around having flexibility to provide good service, access to necessary job information and authority to be effective on the job.
Two-thirds of Canadian employees say their workload is reasonable and they can strike a healthy balance between work and their personal life. More than half (54%) say they have some work flexibility – an opportunity that is valued slightly more among female and younger workers.
What’s Working™ Around the World
US
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English
Date of current survey: 2010 Number of respondents: 2,419 Date of prior survey: 2005
Loyalty has dropped, but employees cite improvements in several areas • One in three employees seriously considering leaving • Scores improve for pay, careers and management but decline for benefits • Few employees feel financially prepared for retirement
My Engagement The number of workers seriously considering leaving jumped from 23% in 2005 to 32% in 2010, with workers younger than 35 the most likely to be pondering an exit. Another 21% didn’t commit to staying or leaving but are the least satisfied and engaged. Scores dropped slightly on several other engagement measures.
My Career Organizations are doing a better job today of developing people, but only 42% of employees believe promotions go to the most qualified. About the same number say they have sufficient opportunity for growth and development (51%) and expect to achieve their long-term career objectives in their organization (53%).
My Benefits Benefits factor more into employee decisions to join an organization (45%, up from 35% in 2005) and stay (53%, up from 48%). Sixty-eight percent now rate their overall benefits as good or very good, down from 76%; satisfaction with health care benefits also dropped, from 66% to 59%.
My Company Employees says senior management does better at confronting issues early and explaining the rationale for business decisions, and more employees trust senior management to communicate honestly. Half (54%) believe their organization as a whole is well managed, though 70% believe their organization will succeed in the future.
Global insights on employee engagement
My Retirement A good retirement savings or pension plan today ranks as the second most important element of the value proposition for US employees. Just four in 10 say neither they (43%) nor their employers (41%) are doing enough to help them prepare financially for retirement.
My Job Type of work is the third most important element of the “deal” for US employees; 79% like work they do (down from 84% in 2005). Managers get improved marks for setting work objectives, understanding employee problems and providing regular feedback. Workers say teamwork is more likely to be recognized than rewarded.
My Pay Base pay ranks as the number one element of the “deal.” But satisfaction with it has dropped – from 58% in 2005 to 53%. While employees give employers generally improved marks for differentiating and paying for performance, only 40% today say they are rewarded for doing a good job.
My Life Two-thirds of US employees say their workload is reasonable (69%, up from 64% in 2005) and that they can strike a healthy balance between work and their personal life (68%, up from 65%). The majority (59%) says they have some work flexibility; younger workers value flexibility most.
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Latin America regional summary The Latin American region is vast geographically and diverse economically, yet strikingly, workers from Argentina to Brazil to Mexico hold similar views and perceptions on their roles, wants, motivations and company leadership. In the wake of the global economic downturn, these three Latin American stalwarts enjoyed modest growth while many Western markets were hit hard and Eastern markets thrived. As a result, employee survey scores – derived from Mercer’s What’s Working™ survey of 3,400 Latin American employees – often fall between those from the rapidly growing emerging markets and the stalled mature markets. Four key components of the employee value proposition figure prominently in Argentina, Brazil and Mexico: career advancement, training, base pay and bonus/incentives pay. Overall, employees in these countries say they place a high value on these four elements but do not believe their organizations are doing enough in these areas.
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This dissonance is leading to a high number of workers who are seriously considering leaving their organizations at the present time. In Brazil and Mexico, these figures are up significantly from the prior survey in 2004. (2011 was the first year Argentina participated in the survey.) Other trends are equally concerning: Throughout Latin America, loyalty is eroding; the youngest employees may be leading the way to the exit door; apathy is a serious hidden problem with a large portion of the workforce not committed to staying or leaving; and workers hold their managers and senior leaders in low regard. In Brazil, much of this can be explained by the downside of recent economic gains and the resulting double-edged sword: The improved economic environment has led to greater employee possibilities elsewhere, higher turnover, higher wages and a workforce that’s increasingly calling the shots. A further dichotomy is that while employees are looking to leave their organizations, they actually are quite satisfied with their current jobs, their employers and their pay. In sum, they like most aspects of their organizations, but they still are considering an exit.
What’s Working™ Around the World
Percentage of employees seriously considering leaving their organization 60%
56%
56%
Brazil
Mexico
40%
40%
20%
0%
Argentina
Source: Mercer’s What’s Working™ survey In Argentina, high inflation rates have diminished employees’ relative pay, which has had a negative impact on their overall satisfaction levels. Additionally, in this highly unionized market, there are increasing labor demands that companies cannot always fulfill. These market conditions, plus economic and political instability, have led to decreasing organizational investment, reducing
employee opportunities to find other viable work options. Therefore, a turnaround in just a few of these conditions could open the floodgates of employee attrition. Recent economic woes in Mexico have had a profound effect on employee sentiment: Today, workers there are less engaged but more tied to their employers, due mostly to the inability to change companies. When the economy improves, and employees become more mobile, organizations here also may see a substantial outflow of talent. These mixed readings highlight just how complex talent management has become in today’s environment and the importance of employers getting a better understanding of what’s inside their employees’ minds. This challenge presents an opportunity for organizations in Latin America to fix broken perceptions and enhance value propositions of greatest interest to their workers.
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Global insights on employee engagement
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Argentina
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English
Spanish
Date of current survey: 2011 Number of respondents: 1,006 Date of prior survey: NA
Retention an issue; scores low for pay, benefits and careers • Four in 10 employees seriously considering leaving • Workers doubt benefits competitiveness, retirement readiness • Satisfaction low with key elements of value proposition – pay and careers
My Engagement Forty percent of workers in Argentina – and 61% of those age 24 and under – are seriously considering leaving their organization. Overall, 66% say they have a strong sense of commitment to their organization, and 74% are willing to go beyond their job requirements to help their organization succeed.
My Career Career advancement is the most important value proposition element in Argentina, with training opportunities ranking third. However, fewer than half (46%) say their organization is doing a good job of developing its people to their full potential, and 41% feel promotions generally go to the most qualified employees.
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My Benefits Half (50%) say their benefits meet their needs, and slightly more (57%) rate their overall benefits package as good. However, only 44% believe their benefits are competitive within their industry, and fewer (41%) say their organization gives them enough information to make informed benefit decisions.
My Company While 68% are confident their organization will be successful in the future, only 52% say their organization is well managed. About the same number (54%) trust senior management to always communicate honestly, and 47% say management behaviors are consistent with the organization’s values.
My Pay
My Retirement Just 46% of employees in Argentina (50% men, 42% women) say they are confident they are doing enough to financially prepare for retirement; only 36% say their organization is doing enough to help them prepare. The youngest employees (age 16–24) are much more likely to agree with both statements.
Base pay is the second most important value proposition element in Argentina, with bonus or other incentives at sixth. While 57% understand how their pay is determined, only 44% are satisfied with base pay and even fewer (40%) say their organization does an adequate job of matching pay to performance.
My Life
My Job Type of work ranks fourth among value proposition elements, and 79% are satisfied with the type of work they do. Scores for managers are lower: 56% say their department/work group is well managed, 55% say their manager does a good job of setting work objectives, and 43% say managers show concern for employees’ well-being.
Sixty-two percent say their workload is reasonable, 69% say they are able to maintain a healthy balance between work and their personal life, and 56% say their organization provides them the opportunity to work flexibly. The latter – a flexible work schedule – ranks sixth among value proposition elements.
What’s Working™ Around the World
Brazil
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Portuguese
Date of current survey: 2011 Number of respondents: 1,213 Date of prior survey: 2004
Pay and career scores increase, but loyalty and management scores decline • More than half of employees seriously considering leaving • Benefits scores stable, but men and women split regarding views on retirement • Scores for pay, careers improve, but management scores generally decline
My Engagement More than half (56%) of Brazilian workers are seriously considering leaving their organization, up from 12% in 2004. This figure varies among men (59%) and women (51%) and is the highest for employees age 34 and younger (60%). Fewer today (71%, up from 80%) feel a strong sense of commitment to their organization.
My Career Career advancement and training opportunities rank first and third, respectively, among value proposition elements in Brazil. Today, 61% say promotions generally go to the most qualified employees, up sharply from 46% in 2004, and 65% say their organization does a good job of developing its people, up from 61%.
My Benefits Today, 63% rate their overall benefits package as good, up from 61% in 2004. Other scores are similar: 60% say their benefits meet their needs, 61% say benefits play a big role in their staying with their organization, and 68% say their organization does a good job of communicating about benefits.
My Company Working for a respectable organization is important in Brazil, ranking fourth among value proposition elements. Scores for top management have declined: 66% believe their organization is well managed, down from 70% in 2004; 62% say senior management does a good job of establishing clear objectives, down from 72%.
Global insights on employee engagement
My Retirement A retirement savings or pension plan is the eighth most important value proposition element. Overall, 61% believe they are doing enough to prepare financially prepare for retirement, with a big split between men (66%) and women (53%); 57% say their organization is doing enough to help them (62% men, 50% women).
My Job Type of work is the fifth most important value proposition element; 81% are satisfied with the type of work they do. However, fewer today say managers in their organization show concern for employees’ well-being (58%, down from 60% in 2004) or do a good job of setting work objectives (60%, down from 72%).
My Pay Base pay ranks second among value proposition elements, with bonus or other incentives in sixth place. Most pay-related scores are up: 64% say they understand how pay is determined, versus 61% in 2004, while 57% say they are paid fairly given their performance and contributions, up from 50%.
My Life Three-quarters of Brazilian workers (74%) say they are able to maintain a healthy balance between work and their personal life, up from 59% in 2004, while 68% say their workload is reasonable, up from 65%. Nearly as many (65%) say their organization gives them the opportunity to work flexibly.
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Mexico
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Spanish
Date of current survey: 2011 Number of respondents: 1,200 Date of prior survey: 2004
Engagement drops, along with scores for organizations and management • More than half of employees seriously considering leaving • Scores mixed for benefits, pay and careers – some up and some down • Confidence in the organization and management generally declined
My Engagement Fifty-six percent of workers in Mexico – and 62% of those age 24 and younger – are seriously considering leaving their organization. The overall score is up dramatically from 28% in 2004. Three-quarters (74%) now say they are proud to work for their organization, down from 84% in 2004.
My Career Career advancement and training opportunities ranked second and third in importance, respectively, among value proposition elements. Sixty-nine percent say their organization does a good job of developing its people, down from 71% in 2004, and 65% say promotions go to the most qualified employees, up from 63%.
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My Benefits Broad coverage medical insurance ranks sixth in importance among value proposition elements. Two-thirds (65%) rate their overall benefits package as good, up from 49% in 2004, while 63% say their benefits meet their needs and 77% say their organization does a good job of communicating about benefits.
My Company Confidence in the organization and top management generally declined in Mexico: 78% are confident their organization will be successful in the future, down from 86% in 2004, while 73% says senior management does a good job of confronting issues before they become major problems, down from 76%.
My Pay
My Retirement A good retirement savings plan/pension plan is the fifth most important element of the value proposition in Mexico. More than six in 10 are confident that they are doing enough to prepare financially for retirement (65%) and that their organization is doing enough to help them prepare (61%).
Base pay is the most important value proposition element, with bonus or other incentives at fourth. Pay scores vary: 71% (down from 78% in 2004) understand how their pay is determined, but only 60% are satisfied with it; 68% say their organization does an adequate job of matching pay to performance, up from 66%.
My Life
My Job Type of work ranks seventh among value proposition elements, and 84% are satisfied with the type of work they do. Scores for managers dipped: 63% say managers show concern for employees’ well-being, down from 67% in 2004, while 71% say their manager does a good job of setting work objectives, down from 75%.
Three-quarters (76%) say they are able to maintain a healthy balance between work and their personal life, up from 73% in 2004, but 72% say their workload is reasonable, down from 79%. Seventyone percent say their organization provides them the opportunity to work flexibly.
What’s Working™ Around the World
Global insights on employee engagement
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Europe regional summary Throughout Europe, loyalty to employers is eroding and worker apathy is widespread. In all seven European markets that participated in Mercer’s global What’s Working™ survey (with responses from a total of more than 13,000 workers), the number of employees who lack commitment has increased, with about one-third overall saying they are seriously considering leaving their organization at the present time.
Percentage of employees seriously considering leaving their organization 60% 40% 30%
33%
35%
40% 28%
30%
36%
20% 0%
nce many eland r Fra Ir Ge
s n ly Ita rland Spai e th Ne
Source: Mercer’s What’s Working™ survey
UK
Among the youngest workers, the number is even higher: Of those age 16–24, approximately four in 10 overall are looking to leave (with numbers for individual countries jumping to as high as 47% in Germany, 48% in Ireland and 52% in Italy). Yet this nascent talent, so important to the long-term vitality of organizations’ workforces, is also the most positive and consistently shows a higher level of commitment – an unfortunate paradox for employers seeking to build a strong pipeline for the future. Perhaps even more insidious, one-fifth of employees in each country are indifferent about whether to stay with their employer or go – a disaffected group that shows the lowest levels of motivation and engagement overall and has the potential to stall productivity and breed even greater apathy within the ranks. With continued economic uncertainty in the region and an evolving employment deal that workers view as a series of takeaways (including more recent recession-based cuts in pay, benefits, and training and development opportunities), their shared sense of apathy comes as no surprise. Perhaps less obvious, but equally serious, are the significant business consequences employers face due to the ongoing erosion in employee sentiment.
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What’s Working™ Around the World
Especially if the economy shifts more strongly into recovery and new job opportunities emerge, organizations risk losing valued talent and likely face performance and morale issues among remaining workers – all at a time when growth and profitability dominate the corporate agenda. Yet, ongoing financial pressures limit companies’ investments in potential solutions. The problem for today’s employers is actually two-fold. As a result of the recession, managers have become increasingly business- and taskfocused, rather than people-focused, tending more to bottom lines and business goals than to people management and investments in rewards, training and career opportunities. Employees feel somewhat marginalized, and their sense of insecurity not only drives down engagement levels, but also paralyzes those who otherwise would have left their jobs. Failure to re-establish an affinity with employees not only poses serious consequences for the talent pools of individual employers in terms of turnover costs and lost productivity, but also leaves a pervasive malaise unchecked among a growing population of disaffected workers
Global insights on employee engagement
throughout the region. Adding to the challenge are differing expectations, work styles and financial considerations among the multiple generations that comprise today’s workforce, making a one-sizefits-all solution unlikely to generate much-needed levels of engagement and performance. Mercer’s What’s Working survey provides insight into possible reasons for the growing discontent among today’s employees and sheds light on the issues that really matter to them, with a surprising number of consistencies found among workers throughout the region. Indeed, the commonalities go beyond lack of commitment and loyalty. Of particular interest, European workers share the same views when it comes to the elements of the employment deal they value most, as well as the top factors that drive their motivation and engagement at work. These findings can inform strategies that recognize today’s budget constraints and combine existing approaches with innovative, new ideas to improve engagement, performance and productivity.
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France Date of current survey: 2010 Number of respondents: 2,041 Date of prior survey: 2007
Engagement, job-related scores decline, while others present a mixed picture • Nearly one in three employees seriously considering leaving • View of benefits competitiveness drops sharply; pay and career scores mixed • Biggest declines related to authority on the job, ability to provide good service
My Engagement Nearly one-third (30%) of French workers are seriously considering leaving their organization, up from 19% in 2005. In addition, fewer feel a sense of commitment to their organization (50% do today, down from 61% in 2005) or are proud to work for their organization (58%, down from 66%).
My Career Career advancement ranks fourth among value proposition elements; training opportunities are seventh. Forty-six percent of French workers, up from 38% in 2005, say they are given the information and assistance they need to manage their careers, but only 42%, down from 45%, believe they have sufficient opportunity for growth and development. 18
My Benefits Workers in France are slightly less satisfied with their overall benefits package today (46% satisfied, down from 49% in 2005). Half (52%) believe their organization does a good job of communicating about benefits, but only 41% today, down sharply from 70% in 2005, believe their benefits are competitive in their industry.
My Company More than half (57%, up from 45% in 2005) are confident their organization will be successful in the future, and 42%, up from 37%, trust senior management to always communicate honestly. However, scores for job security relative to the industry and organizational support for diversity dropped 12 and 13 points, respectively.
My Pay
My Retirement Forty-two percent of French workers are satisfied with their retirement savings/ pension plan, with slightly more men (44%) than women (41%) expressing satisfaction.
Base pay is the most important value proposition element in France, with bonus/ incentives ranked third. Overall, 54% (same as 2005) understand how their pay is determined, but only 34% are satisfied with base and incentive pay, and 29%, up from 22%, say their organization adequately matches pay to performance.
My Life
My Job Type of work ranks as the second most important value proposition element in France, and 70% are satisfied with their work. Among the largest declines were having enough flexibility to provide good customer service (60%, down from 81%) and having sufficient authority to be effective on the job (61%, down from 82%).
Half of French workers (48%) say that having the opportunity to work flexibly is very important to their motivation and engagement at work; 49% say they are given the opportunity to work flexibly. Slightly more (56%) say their workload is reasonable, up from 53% in 2005.
What’s Working™ Around the World
Germany
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German
Date of current survey: 2011 Number of respondents: 2,016 Date of prior survey: 2004
Employees report diminished commitment, satisfaction with work • One in three employees seriously considering leaving • Benefits scores mixed, but scores for pay, careers generally improve • Views of senior, immediate management rise, but many scores remain low
My Engagement
My Benefits
Overall, 33% of German workers are seriously considering leaving their organization (up from 31% in 2004), with another 21% uncertain about whether to stay or go. They also report diminished feelings of personal accomplishment at work (58% versus 69%) and a reduced sense commitment to their organization (55% versus 85%).
Half (51%) rate their overall benefits package as good, up from 39% in 2004, while 46% today are satisfied with their health care benefits and 45% say the benefits provided by their organization meet their needs. However, fewer (51%, down from 64%) believe their benefits are competitive within their industry.
My Career
My Company
While career advancement ranks low (ninth place) in the employee value proposition, many career scores improved: 42% of workers (up from 23% in 2004) say they are provided with information and assistance to manage their career, and 49% (up from 35%) say their organization does a good job of developing people.
Fifty-four percent of German workers say their organization is well managed, up from 48% in 2004. About the same number (55%) believe their organization’s current strategy/direction will make it more competitive in the future, and 54% trust senior management to always communicate honestly (up from 36%).
Global insights on employee engagement
My Retirement A good retirement savings or pension plan ranks as the eighth most important value proposition element in Germany, and only 44% say they are satisfied with their retirement plan. Just 41% believe their organization is doing enough to help them prepare financially for retirement; 54% of workers believe they are doing enough on their own to prepare for retirement. My Job Type of work is the second most important element of the employee value proposition for German workers, and 75% are satisfied with their job. Most (82%) say their job makes good used of their skills/abilities, up from 66% in 2004, but only 41% say managers show concern for employees’ well-being (up from 31%).
My Pay Base pay ranks as the most important element of the employee value proposition, yet only half of workers (52%) are satisfied with their base pay. Fortysix percent say they are paid fairly given their performance and contributions (up from 39% in 2004), and 55% understand how their pay is determined (up from 50%).
My Life Sixty-four percent of German employees say their workload is reasonable (the same percentage as 2004); however, 61%, up sharply from 49%, say they are able to maintain a healthy balance between work and their personal life. Fifty-nine percent say their organization provides them with the opportunity to work flexibly.
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Ireland
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English
Date of current survey: 2011 Number of respondents: 1,006 Date of prior survey: 2004
Sense of job security shaken; engagement levels drop sharply • More than one in three employees seriously considering leaving • Job security is highly important, but perceptions of security drop sharply • Many scores for pay, benefits decline, but management scores rise
My Engagement Overall, 35% of Irish workers are seriously considering leaving their organizations, up from 22% in 2004. This figure is much higher among younger workers: 48% of those age 16–24 are seriously considering leaving, along with 41% of employees age 25–34. Far more men (40%) than women (30%) are considering an exit.
My Benefits Half (54%) rate their overall benefits program as good or very good (down from 57% in 2004), but only 47% say their benefits are as good as, or better than, those offered by other organizations in their industry (down sharply from 71%). Half (50%) say their current benefits choices meet their needs.
My Career
My Company
Career advancement is the eighth most important element of the value proposition. Only 50% of Irish workers say they have sufficient opportunity for growth and development at their organization, and the same number are confident that they will be able to achieve their long-term career objectives in their organization.
Half (54%) of Irish employees say their organization as a whole is well managed, but 71% are confident in the organization’s future success. They credit senior management for improvements in always communicating honestly (50%, up from 46%) and in confronting issues before they become problems (50%, up from 45%).
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My Pay
My Retirement Having a good retirement savings or pension plan ranks ninth in importance among value proposition elements. Just half (53%) say they are satisfied with their retirement savings/ pension plan, and only four in 10 say they and their employers are doing enough to help them prepare financially for retirement.
Base pay ranks as the most important element of the employee value proposition among Irish workers by a wide margin. Yet only 46% are satisfied with their base pay. Fewer today believe they are paid fairly, given their performance and contributions to the organization (53%, down from 62% in 2004).
My Life
My Job Job security is the second most important element of the value proposition, but a sense of job security, compared with other organizations in their industry, dropped sharply to 57% from 75% in 2004. Most say they are given the equipment/tools (83%) and information (75%) needed to do their job well.
Sixty-four percent of Irish workers say their workloads are reasonable (down from 74% in 2004); the same number say they are able to maintain a healthy balance between work and their personal life (no change). Also, 56% say their organization provides them with the opportunity to work flexibly.
What’s Working™ Around the World
Italy
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Italian
Date of current survey: 2011 Number of respondents: 2,018 Date of prior survey: NA
Engagement, satisfaction low; youngest, oldest workers most likely to leave • Four in 10 employees seriously considering leaving • Satisfaction low with most important elements of value proposition • Less than half hold positive views of senior, immediate management
My Engagement Overall, 40% of Italian workers are seriously considering leaving their organization, with another 26% uncertain about whether they’ll stay or go. The number considering an exit is highest among the youngest (52% of those age 16–24) and oldest workers (50% of those age 55–64).
My Benefits Forty-seven percent of Italian employees rate their overall benefits package as good, but just 34% are satisfied with it; the youngest and oldest workers are the most satisfied. Half (50%) say their organization has done a good job of communicating about benefits, and 39% say their benefits meet their needs.
My Career
My Company
Career advancement ranks third in importance among value proposition elements; training opportunities rank sixth. However, only four in 10 say their organization does a good job of developing people to their full potential (42%) or that promotions are generally given to the most qualified employees (40%).
Nearly half say their organization is well managed (46%) and the current strategy and direction will make it more competitive in the future (47%). About the same number say senior management does a good job of establishing clear objectives (48%), and 47% trust senior management to always communicate honestly.
Global insights on employee engagement
My Retirement A good retirement savings or pension plan ranks as the fifth most important element of the value proposition for Italian employees; however, only 41% are satisfied with their retirement plan. Just 38% believe their organization is doing enough to help them prepare financially for retirement; 44% believe they are doing enough on their own.
My Job Although type of work is the second most important element of the value proposition for Italian workers, only 64% percent are satisfied with the type of work they do. Just 40% say their managers understand the problems employees face, and half (52%) say their department/work group is well managed.
My Pay Base pay ranks as the most important element of the value proposition, yet only 44% of employees are satisfied with their base pay. Sixty-three percent say they understand how their pay is determined, but just 39% say their organization does an adequate job of matching pay to performance.
My Life Fifty-five percent of Italian employees say their workload is reasonable, and 61% say they are able to maintain a healthy balance between work and their personal life. Fifty percent say their organization provides them with the opportunity to work flexibly – something that is valued more by women than men.
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Netherlands
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Dutch
Date of current survey: 2011 Number of respondents: 1,839 Date of prior survey: 2006
Scores drop consistently across many aspects of work experience • Employees less committed today; more are considering leaving • Scores decline for benefits, careers, views of company and management • Only half feel financially ready for retirement
My Engagement Currently, 28% of Dutch employees are seriously considering leaving their organization, up from 15% in 2006. This figure is highest for younger employees (16–24 years) at 36% and lowest (23%) for employees age 45–54. Fifty-nine percent now feel a strong sense of commitment to their organization, down from 73%.
My Career Career advancement is the eighth most important element of the value proposition for Dutch workers; training opportunities rank sixth. Half (52%) believe they have sufficient opportunity for growth and development, down from 59% in 2006. Just 35% today believe promotions generally go to the most qualified employees.
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My Benefits More than half (57%) rate their overall benefits package as good, and 59% say their organization has done a good job of communicating about benefits (down from 65% in 2006). Fiftyone percent say their benefits meet their needs (down from 61%), while 42% feel their benefits are competitive within their industry today.
My Company Working for a respectable company ranks fourth among value proposition elements. While 61% are confident their organization will be successful in the future (down from 67% in 2006), only 45% believe their organization as a whole is well managed and 44% (down from 51%) trust senior management to always communicate honestly.
My Pay
My Retirement A good retirement savings or pension plan is the third most important element of the value proposition for Dutch workers; 56% say they are satisfied with their pension plan. However, only 51% say they are doing enough to prepare financially for retirement, and 45% believe their employer is doing enough.
Base pay is the most important element of the value proposition for Dutch workers; bonus/incentive pay ranks lower at tenth. However, only 45% are satisfied with their base pay. Most (60%) today understand how their pay is determined, and 48% believe they are paid fairly, given their performance and contributions.
My Life
My Job Type of work is the second most important element of the value proposition for Dutch workers, and 76% are satisfied with the type of work they do. While 80% say they have access to the tools and equipment they need to do their jobs, far fewer (47%) say managers show concern for employees’ well-being.
Having a flexible work schedule ranks ninth in importance among value proposition elements, and 54% say their organization gives them the opportunity to work flexibly. Six in 10 say their workload is reasonable (62%) and they are able to achieve a healthy balance between work and their personal life (64%).
What’s Working™ Around the World
Spain
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Spanish
Date of current survey: 2011 Number of respondents: 2,071 Date of prior survey: 2004
Mixed views of work experience leads to lower engagement, commitment • Nearly one in three workers seriously considering leaving • Scores for benefits, pay, careers, management improve but remain low • Perception of organizational support for diversity drops dramatically
My Engagement One in three workers in Spain (30%) is seriously considering leaving his or her organization, up from 21% in 2004, with the youngest workers (under age 25) the most likely to be considering an exit (38%). While pride in their organization increased from 56% to 58% since 2004, commitment to the organization dropped from 63% to 58%.
My Benefits Today, 44% rate their overall benefits package as good, and 37% (up from 20% in 2004) say their benefits meet their needs. In addition, 47% (up from 33%) say their organization does a good job of communicating about benefits, but only 37% believe their benefits are competitive within their industry.
My Career
My Company
Training opportunities rank fourth in importance and career advancement ranks fifth among value proposition elements. Forty-four percent, up from 38% in 2004, believe they have sufficient opportunity for growth and development, and 40%, up from 25%, say promotions go to the most qualified employees.
A majority (60%) believes their organization will be successful in the future, up from 53% in 2004, and 45%, up from 36%, say their organization is well managed. Half (48%) trust senior management to always communicate honestly, up from 32%, but perceptions of organization support for diversity dropped 20 points to 45%.
Global insights on employee engagement
My Retirement A retirement savings or pension plan ranks only eighth in importance among Spanish workers. However, only 41% (45% of men and 36% of women) believe they are doing enough to prepare financially for retirement, and 32% (35% men, 27% women) say their organization is doing enough to help them.
My Job Type of work is the second most important element of the value proposition for Spanish workers; 80% are satisfied with the type of work they do. Forty percent, up from 27% in 2004, say managers demonstrate concern for employees’ wellbeing, and 41%, up from 24%, say their manager regularly coaches them on performance improvement.
My Pay Base pay is the most valued element of the value proposition in Spain, and 58% are satisfied with their pay. While 56% understand how their pay is determined, only 38% believe they are paid fairly given their performance and contributions, and 38% say their organization adequately matches pay to performance.
My Life A flexible work schedule ranks as the third most important value proposition element; 46% say they have the opportunity to work flexibly. Fewer workers (63%, compared with 70% in 2004) say they are able to maintain a healthy balance between work and their personal life, but 52%, up from 47%, say their workload is reasonable.
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UK
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English
Date of current survey: 2010 Number of respondents: 2,402 Date of prior survey: 2005
Post-recession environment yields increasingly disengaged workforce • More than one in three employees seriously considering leaving • Workers less positive about career prospects, management performance • Few employees feel financially prepared for retirement
My Engagement UK employees today feel less committed to their employers. More than one in three (36%) are seriously looking to leave. Among workers under 35, the ratio is four in 10. Indifference is also a concern: The 23% who didn’t commit to staying or leaving are the least engaged of all.
My Career More than half view long-term career potential (56%) and learning and development opportunities (52%) as very important to their motivation and engagement. Fifty-three percent see a longterm future with their organization (down from 64% in 2005); 54% are given good opportunities to learn and improve (down from 62%).
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My Benefits Thirty percent say benefits were key to joining their organization (up from 25% in 2005), while 36% (same as 2005) say benefits are key to staying. Thirty percent want to reduce the value of some benefits and increase the value of others and are personally willing to pay for improved benefits.
My Company Seventy percent say the quality of leadership of the organization is highly important to their motivation and engagement. However, fewer than half credit leaders for explaining reasons behind important business decisions (43%) or believe management behaviors are consistent with company values (44%).
My Pay
My Retirement A good retirement savings or pension plan today ranks as the fourth most important element of the value proposition for UK employees. Just one in three (35%) says his or her employer is doing enough to help employees prepare financial for retirement, while 38% say they personally are doing enough.
Base pay ranks as the most important element of the employment “deal,” and 61% say they are motivated by incentive or bonus pay. Fortynine percent believe performance for a good job is recognized, but less than one-third (30%) believe they are rewarded for that same good job.
My Life
My Job Type of work is the second most important element of the “deal”; 73% of UK employees are satisfied with the work they do. Fortynine percent believe their level of job security is as good as or better than that of other organizations in their industry (down from 61%).
Nearly three-quarters (73%) say work/life balance is highly important to their motivation and engagement at work; 61% say their workload is reasonable. Sixty percent are able to maintain a healthy work/life balance (down from 64%), and 49% have opportunities to work flexibly (down from 54%).
What’s Working™ Around the World
Global insights on employee engagement
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Asia Pacific regional summary In a time when most of the world’s economies are under tremendous pressure, most Asia Pacific markets continue to excel. Across the region, with few exceptions, currencies remain strong, financial systems are intact, and GDPs are solid. At the same time, economic success has bred unprecedented talent concerns that are perplexing organizations and putting employees in command.
Percentage of employees seriously considering leaving their organization 60%
40%
34%
39%
42%
20%
0%
Australia China Hong Kong India Singapore
Source: Mercer’s What’s Working™ survey
• Strong growth has led to wage inflation, employees who are setting the terms, and increased demand for talent, which threaten growth. • Overall, employees are satisfied with many aspects of their work, yet an increasing percentage wants to leave.
54% 40%
With strong growth, companies are finding it difficult to attract, motivate and retain key employees, who are enjoying the position of being in short supply and high demand. The current situation in the Asia Pacific region is full of contradictions, which organizations are finding difficult to resolve. Among the top contradictions:
From Mercer’s What’s Working™ survey, six overarching trends have surfaced, which help to paint a clear picture of current talent challenges in the Asia Pacific region. These are outlined below:
eneration X, the forgotten segment: • G Sandwiched between Generation Y and baby boomers, Generation X comprises the bulk of the managerial ranks and future senior leaders. However, organizations recently have focused on the younger and older workers. Are
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What’s Working™ Around the World
organizations missing the mark by devoting insufficient time, attention and resources to this important group? • Gender issues: Women are somewhat less engaged than men and, especially in certain countries, less satisfied with the work experience. Yet they are less likely than men to consider leaving their organizations. Are organizations adequately prepared to offer diversity and inclusion programs to ensure that this vital talent segment remains engaged?
ash is king: Throughout the Asia Pacific region, • C and especially in Hong Kong, base pay is a key motivator and top employee value proposition element. Are employers placing sufficient emphasis on base pay and incentive pay in markets that so highly demand it? • Reverse correlation between satisfaction and engagement: By gender, age group and overall population, there are many instances of high satisfaction with low loyalty. In fact, many satisfaction scores have increased in the past seven years, yet a higher percentage of employees are disengaged, with as many as half or more in some markets looking to
Global insights on employee engagement
exit from their places of employment. What can organizations do to reverse this trend, especially in light of the uphill battle against talent flight?
ow confidence in leadership: A common • L theme across Asia Pacific is workers’ declining satisfaction scores pertaining to direct managers and senior management. Scores on other issues were quite divergent across Asia Pacific, but workers resoundingly agreed that they have lower regard for their leaders. It’s commonly thought that when managers lose respect from a direct report, they’ve lost that employee. In this market of dwindling supply of critical talent, organizations must mend unnecessary gaps between leadership performance and employee perceptions. isengaged workers not contributing: The survey • D shows that those most likely to leave and those most likely to stay both remain largely engaged and satisfied. However, those who were noncommittal about leaving or staying consistently had the lowest favorable scores for most items on Mercer’s survey. This group, which may be somewhat hidden within an organization, is likely to be the least productive.
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Australia
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Date of current survey: 2011 Number of respondents: 1,019 Date of prior survey: 2003
Employee attitudes have improved, but workers still likely to leave • Four in 10 employees seriously considering leaving • Benefits and retirement plans important but don’t meet most workers’ needs • S cores for senior management generally improve
My Engagement
My Benefits
Overall, 40% of Australian workers are seriously considering leaving their organization, up from 25% in 2003. However, this figure is even higher among younger workers: 52% of those age 25–34 are seriously considering leaving, despite reporting the highest level of satisfaction with their organization (72%).
Most Australian workers (84%) say benefits are important to them, but only 47% say their current benefits meet their needs. Thirty-four percent say benefits played a significant role in their decision to join their organization, while 39% say benefits play a significant role in their decision to stay.
My Career
My Company
While career advancement is the seventh most important reward element for Australian workers overall, it ranks most important among those age 16–44. Half (53%) say their organization does a good job of developing people to their full potential; fewer (45%) say promotions go to the most qualified employees.
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While scores for senior management still hover around the midpoint, they represent improvements from 2003: 52% say senior management does a good job confronting issues before they become problems, up from 35%, and 58% say senior management communicates a clear vision, up from 47%.
My Pay
My Retirement A good retirement savings or pension plan ranks only as the ninth most important value proposition element. Just 42% feel they are doing enough to prepare for retirement, and even fewer (38%) say their organization is doing enough. Overall, 40% are satisfied with their organization’s retirement plan.
Base pay is the most important element of the value proposition for Australian workers, with incentive pay ranking fifth. Most (74%) understand how their pay is determined, but just 42% say they are rewarded for doing a good job. Half (51%) are satisfied with their base pay and 39% with incentive pay.
My Life
My Job Australian workers say “type of work” is their second most important value proposition element, and 78% are satisfied with type of work they do. About half (56%) say their manager understands their problems, up from 52% in 2003, and 56% say their manager does a good job of building teamwork.
Australian workers value a flexible schedule, and 61% say they have the opportunity to work flexibly. Two-thirds say their workload is reasonable (69%, up from 67% in 2003), and they are able to maintain a healthy balance between work and their personal life (67%, up from 54%).
What’s Working™ Around the World
China
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Chinese
Date of current survey: 2011 Number of respondents: 2,033 Date of prior survey: 2004
Career advancement highly valued; engagement drops along with management scores • One in three employees seriously considering leaving • Workers give improved scores for career advancement opportunities • Scores for senior and immediate management drop consistently
My Engagement Overall, 34% of Chinese workers are seriously considering leaving their organization, up from 18% in 2004. This figure is highest (39%) among workers age 16–24. Another concern: The 23% who didn’t commit to staying or leaving are the least satisfied and engaged of all.
My Benefits Benefits rank sixth in importance among value propositions elements, but 50% of Chinese workers today rate their overall benefits package as good/very good, down from 58% in 2004. On a positive note, 66% say their organization has done a good job of communicating about benefits, up from 61%.
My Career
My Company
More Chinese workers say they have sufficient opportunity for growth and development (68%, up from 55% in 2004) and are confident in achieving long-term career objectives with their current organization (69%, up from 63%). However, fewer believe promotions go to the most qualified employees (63%, down from 67%).
While 71% recommend their organization as a good place to work, up from 62% in 2004, scores for senior management dropped consistently: 68% say their organization as a whole is well managed, down from 75%, and 67% say management does better at confronting issues before they become problems, down from 74%.
Global insights on employee engagement
My Retirement A supplemental retirement savings plan is the third most important element of the value proposition in China and is especially valued by older workers. More than half of all workers (57%) say they are doing enough to financially prepare for retirement, but only 41% feel their organization is doing enough.
My Job Nearly all Chinese workers say they have the tools/equipment to do their jobs well (91%, up from 86% in 2004). But they are less pleased with their managers today: 68% say their department/ work group is well managed, down from 77%, and 59% say managers demonstrate concern for employees, down from 72%.
My Pay Base pay ranks as the second most important element of the value proposition. However, Chinese employees cite low satisfaction with base pay (52% are satisfied) and incentive pay (51%). Most (79%) understand how their pay is determined, but fewer (65%) say they are rewarded for doing a good job.
My Life Sixty percent of Chinese employees say their organization provides them the opportunity to work flexibly; 71% say they are able to maintain a healthy balance between work and their personal life, down from 75% in 2004; and 66% agree that their workload is reasonable, down sharply from 81%.
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Hong Kong
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English
Date of current survey: 2011 Number of respondents: 1,022 Date of prior survey: NA
Employees voice dissatisfaction with work; benefits scores especially low • Four in 10 employees seriously considering leaving • Satisfaction low with most important elements of value proposition • Less than half hold positive views of senior, immediate management
My Engagement Overall, 39% of Hong Kong’s workers are seriously considering leaving their organization. This figure is even higher among younger workers: 46% of employees age 25–34 are seriously considering leaving, along with 41% of those age 24 and younger. Only 48% feel a strong sense of commitment to their organization.
My Benefits Hong Kong employees are generally dissatisfied with benefits. Only 39% rate their overall benefits package as good, and similar numbers (40%) say the benefits provided by their organization meet their needs or are as good as, or better than, those offered by other organizations in their industry (39%).
My Career
My Company
Career development ranks as Hong Kong workers’ third most important reward element. However, only 53% say they are provided with the information and assistance to manage their career, 52% say promotions generally go to the most qualified employees, and 46% say their organization does a good job of developing its people.
Half (52%) say senior management communicates a clear vision of the future direction of the organization, and slightly more (55%) are confident the organization will be successful in the future. Only 47% trust senior management to always communicate honestly and believe management actions are consistent with organizational values.
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My Pay
My Retirement A good retirement savings or pension plan ranks as the fourth most important element of the value proposition for Hong Kong employees. However, they lack confidence in their ability to retire. Just 41% feel they are doing enough to prepare financially for retirement, and 33% say their organization is doing enough.
Base pay ranks as the most important element of the value proposition, yet only 42% of employees are satisfied with their base pay. Half say they are paid fairly, given their performance and contributions (52%), and that their organization does an adequate job of matching pay to performance (50%).
My Life
My Job Three-quarters of Hong Kong workers (75%) say their job makes good use of their skills and abilities, and 54% are satisfied with the type of work they do. However, only 47% say managers show concern for the well-being of employees, and 50% say their manager does a good job of setting work objectives.
Nearly half (48%) say having flexible work arrangements is very important to their motivation at work, and 47% say their organization provides the opportunity to work flexibly. Just over half say their workload is reasonable (56%) and they are able to maintain a healthy balance between work and their personal life (55%).
What’s Working™ Around the World
India
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English
Date of current survey: 2011 Number of respondents: 2,008 Date of prior survey: 2004
Employees less happy with work experience; half are considering leaving • Half of all workers and two-thirds of young workers seriously considering leaving • Scores for benefits, careers decline but remain relatively strong • Views of senior management and especially immediate managers drop sharply
My Engagement Overall, 54% of India’s workers are seriously considering leaving their organization, a substantial jump from 26% in 2004. Women may be leading the exodus, with 58% considering leaving versus 53% for men. In addition, 66% of workers under age 24 are looking to leave, despite having the highest satisfaction with their organization (82%).
My Career Career advancement is the most important element of the employment deal, with training opportunities at number three. But scores have slipped: 71% say their organization does a good job of developing its people, down from 80% in 2004; 71% say they are given the information and assistance to manage their career, down from 79%.
My Benefits Benefits satisfaction has declined. Today, 67% of workers rate their benefits package overall as good, down from 73% in 2004. And just 61% believe their benefits are competitive with other organizations in their industry, down from 78% in 2004. However, 76% say their organization does a good job communicating about benefits.
My Company Working for a respectable organization is important to Indian workers, who rank it fifth among value proposition elements. However, fewer (74% today versus 83% in 2004) trust senior management to communicate honestly, and 71% say senior management does a good job of establishing clear objectives, down from 83%.
Global insights on employee engagement
My Retirement A retirement savings plan ranks seventh among 13 value proposition elements common in India, but confidence in retirement readiness is relatively high among respondents. Sixtyone percent say they are doing enough to prepare financially for retirement, and 57% say their organization is doing enough to help them.
My Job Type of work is important to Indian workers, and 84% are satisfied with the type of work they do. But views on managers dropped sharply: 69% say managers show concern for employees’ well-being, down from 81% in 2004, and 70% say their manager does a good job of setting work objectives, down from 83%.
My Pay Base pay ranks as the second most important element of the employment deal, and bonus or incentives comes in sixth; 59% are satisfied with base pay and 56% are satisfied with incentive pay. Seventy-three percent understand how their pay is determined, and 68% say their organization does an adequate job of matching pay to performance.
My Life Overall, 61% say it is very important to have a flexible working arrangement, and 72% say they have the opportunity to work flexibly. Three-quarters (76%) say their workload is reasonable, down from 82% in 2004, and 75% say they are able to maintain a healthy balance between work and their personal life, down from 83%.
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Singapore
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Date of current survey: 2011 Number of respondents: 942 Date of prior survey: 2004
Retention a concern despite improved satisfaction; dramatic gender gap emerges • More than four in 10 employees seriously considering leaving • Views of men and women differ widely on most work-related issues • Scores for jobs, careers and management improve, but many remain low
Engagement Forty-two percent of Singaporean workers are seriously considering leaving their organization, up from 38% in 2004. Although women responded much less positively on most survey questions, they are also less likely to leave their organization (35%), as compared with their male counterparts (46%).
My Benefits Nearly half of workers (49%, up from 36% in 2004) rate their overall benefits package as good, with women (42%) scoring lower than men (54%). Fiftynine percent (63% men, 54% women) say their organization does a good job of communicating about benefits, and 50% (55% men, 43% women) say their benefits meet their needs.
My Career
My Company
More than half (56%) say they are given information and assistance to manage their career, up from 43% in 2004, and 50% say their organization does a good job of developing people, up from 39%. Overall, 49% (53% men, 43% women) say promotions go to the most qualified employees, up from to 37%.
Scores here show consistent improvement: 55% of Singaporeans would recommend their organization as a good place to work (up from 40% in 2004), 55% believe their organization is well managed (up from 47%), and 53% trust senior management to always communicate honestly (up from 39%).
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My Pay
My Retirement The gender divide is also stark regarding retirement plans. Today, 45% of Singaporean workers (53% men, 34% women) say they are doing enough to prepare financially for retirement. However, only 35% (41% men, 25% women) say their organization is doing enough to help them prepare.
Workers in Singapore place a high value on their pay. However, only 42% (46% men, 36% women) are satisfied with base pay and 43% (48% men, 36% women) are satisfied with incentive pay. Sixty-eight percent of men, compared with 50% of women, say they understand how their pay is determined.
My Life
My Job Overall job satisfaction is up (62% versus 45% in 2004), 67% are satisfied with the type of work they do, and 78% have access to the equipment/tools for their job, but views of managers – though improved – are still quite low. Only half (52%) say managers demonstrate concern for employees (up from 44%).
Overall, 62% of Singaporean workers are able to maintain a healthy balance between work and their personal life, up from 41% in 2004, and 58% say their organization allows them to work flexibly. Sixty-one percent say their workload is reasonable, although far more men (65%) than women (54%) agree.
What’s Working™ Around the World
Global insights on employee engagement
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Generational insights According to the survey findings, workers age 34 and younger are more likely than their older colleagues in all 17 markets to be pondering an exit. In response to the statement, “At the present time, I am seriously considering leaving my organization,” agreement scores for the youngest workers (age 16–24) average 10 points higher than the overall workforce globally, while scores for workers age 25–34 average five points higher.
View our video – New on the job: Portraits of millennials at work Mercer’s What’s Working survey provides an intriguing view of the youngest workers – Generation Y, or millennials – a group that tends to have wholly different views and expectations regarding work. The survey analysis uncovered two compelling insights about these young workers and the implications for their current and future employers. The youngest members Generational insight #1: of the global workforce Younger workers represent a perplexing represent a challenging contradiction: contradiction for Compared with the employers overall workforce, they tend to be more satisfied with both their organizations and their jobs. They are even more likely to recommend their organization as a good place to work. Yet, despite these positive signs, workers age 34 and younger – and especially those younger than 25 – are far more likely to be seriously considering leaving their organizations at the present time.
Historically, cultural norms have had a Generational insight #2: powerful influence Youngest workers on worker views and have more in common attitudes. Over the across borders than years, Mercer’s What’s older colleagues Working survey has shown that workforce views and attitudes are very specific to a given county and will vary dramatically across countries – even countries within the same region. But analysis of Mercer’s latest What’s Working survey data suggests that this may be changing globally – at least among the youngest members of the workforce. Today, employees age 24 and younger are more likely today to view work similarly to their sameage counterparts in other countries than they are to view work like their older colleagues in the same country. Mercer found that workers age 16–24 are the only age group more likely to think and act like their peers around the world, whereas all other age cohorts (25–34, 35–44, 45–54 and 55–64) are more likely to think and act within the established cultural norms of their country. This important distinction was not seen in previous Mercer What’s Working survey data.
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What’s Working™ Around the World
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