Oracle released the Global Engagement Study, conducted by global market research firm Kantar TNS, including feedback from approximately 5000 full-time employees from organizations with 250 or more employees. The study indicates that equipping employees with the latest technology, having accessible leaders, and strengthening company values are important factors that can impact employees' success or failure.
digital capability
Technology is enabling companies to connect with employees in more ways than ever before to create a modern, personalized learning experience. However, the study also found that a relatively low number of companies are up to date – only 44% of respondents said their company uses technology effectively to increase the efficiency of their work.
“Employees, like consumers, are increasingly connected to technology via multiple devices (eg mobile devices, tablets and desktops). They expect the same level of accessibility they have in their personal lives with the technology they find at work,” said Gretchen Alarcon, vice president of Oracle's HCM Product Strategy Group. “Cloud technology enables this digital experience for employees through features that help them learn, process and consume information in an easy way. A more modern interface for the user experience also reflects what they are used to at home.”
Leadership
The findings also express that a strong leadership presence is critical for an employee to feel satisfied and engaged. The study indicates that productivity starts with onboarding: employees are dissatisfied with the process, as only 41% believe the company's onboarding practices will lead to growth and success. Managers are not only responsible for an employee's first impressions of the company during the onboarding process, they are also the prime example of direction for new hires. Only 47% of respondents see their leaders as visible and approachable and only 44% expressed confidence in their leadership, which indicates a lack of partnership between management and employees.
“Employees decide whether they want to stay with the company within their first two weeks of employment,” Alarcon said. “That means, it's in the first 14 days that employees start asking themselves 'Do I think I'll make progress here? Do I have a manager who can be a mentor and am I having the ability to network and be introduced to the right people and tools to do my job better?' This is especially important when thinking about developing within a company – candidates want to feel that the company is perfect for them.”
In addition, this study included key indicators for healthy leadership in employee relationships:
· Set examples of how to better communicate with those working under your command
· Remain extremely accessible so people feel connected to the company's goals
· Be actively involved in the work of new employees from the day they start
· Use technology and digital experiences to stay in touch with team members
Values, culture and reward
Additionally, companies are now seeing that shared values between the employee and the company play an immense role in employee engagement. Surprisingly, only 38% say the company they work for is concerned about their overall well-being – indicating that working towards a personally fulfilling goal, while supporting individual values, can carry even more weight than monetary compensation. .
Company culture reflects these feelings as employees are more comfortable and productive within a creative yet flexible work culture. While compensation is often linked to employee satisfaction, we are now seeing that individuals are more interested in joining companies that share the same personal values and form a perfect match. Whether through more flexible work hours, more volunteer opportunities, health and wellness, companies should also be listening and connecting with employees in more ways related to their personal well-being.
To read the full study, click on here.
about the study
Oracle collaborated with Kantar TNS in the Global Engagement Study that surveyed approximately 5000 full-time employees from organizations with 250 or more employees. The study encompassed a total of 4706 interviews that captured opinions, feelings and experiences about a wide range of factors that shape the work environment, including: culture, performance, tangible and intangible rewards, opportunities for development and progress, experiences with collaborative technology , the impact of leadership and how employees feel about their current role. The published percentages consider the two main results of a seven-point agreement scale.
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