Executive Summary1
Employee Engagement Defned2
About the Study3
Key Findings 4
Engagement by Country 6
Global Employee Engagement 7
APAC’s Big Rebound8
A Softening in Latin America9
North America: Economic Growth Neutralizes Political/Social Anxiety 10
A Clearer Path in Europe 11
Africa Surges Forward 12
What Is the Employee Experience That Will Really Drive
Engagement 13
Final Thoughts15
About Aon’s Employee Engagement Practice15
Table of Contents
Aon 1
After last year’s dip – the frst since 2012 – employee engagement
matched its all-time highThis 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 largest 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 & Recognition dimension was the strongest
driver of engagement globally, followed by Senior Leadership, Career &
Development, Employee Value Proposition and Enabling Infrastructure
The biggest surprise in this year’s report is the overwhelming importance
of “the future ” Employees want more exposure to senior leadership and
strategyStrengthening of skills and gaining relevant knowledge that can be
applied later in their tenure are also in high demand among employees
Global Employee Engagement Returns to All-Time High
Executive Summary
Global Trends in Employee Engagement
Global Engagement
En
ga
ge
me
nt
Sco
re
Year
70%
75%
65%
60%
55%
50%
2011201420132012201520162017
65%65%
62%63%
59%58%60%
Employee engagement reached its apex in 2015, dropped in 2016 and matched the previous peak in 2017.
2 2018 Trends in Global Employee Engagement
Employee Engagement Defned
The concept of employee engagement is often confused with satisfaction or
happiness, but the true defnition is deeper in meaningEmployee engagement
is defned as “the level of an employee’s psychological investment in their
organization ” The Trends in Global Employee Engagement Study measures
employee engagement with a “Say, Stay, Strive” modelEmployees are asked:
If they Say positive things about their organization and act as advocates
If they intend to Stay at their organization for a long time
If they are motivated to Strive to give their best eforts to help the organization succeed
The Aon Engagement Model
The Aon Employee Engagement model below provides a complete picture
of the business impact of engagement, employee engagement itself and
the factors of the work experience that lead to higher engagement
In addition to measuring employee engagement, this study also measures 16
work-experience dimensions: Career & Development, Collaboration,
Customer Focus, Decision-making, Diversity & Inclusion, Empowerment/
Autonomy, Enabling Infrastructure, Employee Value Proposition (EVP),
Manager, Mission/Values, Performance Management, Rewards & Recognition,
Senior Leadership, Talent & Stafng, Work Tasks and Work/Life Balance
The Aon Engagement Model
Business
Outcomes
Engagement
Outcomes
Fo
un
da
tio
n
The Basics
PerformanceBrand
The Work
Leadership
The
Work
Experience
The Basics
Job security
Risk
Safety
Survey follow-up
The Work
Empowerment/Autonomy
Work tasks
Work/Life Balance
Job Satisfaction
Agility
Collaboration
Customer focus
Decision-making
Diversity & Inclusion
Enabling Infrastructure
Enaging Leadership
Senior Leadership
The Manager
Talent Focus
Brand
Career & Development
Performance Management
Rewards & Recognition
Talent & Staang
Retention
Absenteeism
Wellness
Revenue/sales growth
Op. income/margin
Total shareholder return
Satisfaction
NPS
Retention
Productivity
Safety
Talent
Operational
Customer
Financial
Strive
Say
Stay
The Basics
TalentFocusAgility
EngagingLeadership
The
Work
Experience
The Work。。。