Category: Workforce diagnostics

Great Gender pay gap report – John Lewis

Love the John Lewis report on its gender pay gap. They have clearly looked at and explained the numbers so clearly that any audience can understand the merits and limits of the methodology currently employed to understand the gender pay

Wellbeing creates 40% improvement in engagement

Workers who feel they can maintain their wellbeing at work are a whooping 40% more likely to feel engaged than other workers.  Our recent workplace wellbeing research found that 66% of people who felt they could maintain their wellbeing were

Does your work environment affect your wellbeing?

For anyone tasked with improving wellbeing at their workplace, it can be difficult to know where to invest time and money. They can find themselves looking at a wide range of issues from mental health support, ergonomic desks, employee safety

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Getting your engagement index right

We often get asked about which indicators to include in an employee engagement index when conducting an employee survey.  The indicators that should be included depend on the organisation’s HR strategy. For example, an organisation seeking growth, performance or change

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Research on the business case for employee engagement

“Despite the difficulties and weaknesses it is hard to ignore the volume of studies which show, to varying degrees, with varying sophistication, a positive relationship between high performance/involvement work practices and outcome measures.” John Purcell in Engaging for Success A

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Linking employee and customer engagement

Employee research has often assumed that higher employee engagement drives higher customer engagement.  Sears employee-profit value chain is an oft cited example of this one-direction analysis. However, research recently published in the Journal of Marketing by Zablah et al. (2012)

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Emotional engagement

Latest research from the CIPD in partnership with Kingston Business School has been evaluating how best to measure employee engagement.  Their research has identified a difference between emotional and transactional engagement and the implications for worker behaviour and attitudes. 

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