This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
This product (Aon Hewitt Employee Engagement Model) is a 21-slide PPT PowerPoint presentation slide deck (PPTX), which you can download immediately upon purchase.
In Talent or HR Strategy, improving Employee Engagement is one of the primary objectives. As a result, many organizations are measuring Employee Engagement in regular employee surveys as an important business performance indicator. The Aon Hewitt Employee Engagement Model is a framework that identifies Engagement Drivers, which directly lead to Engagement Outcomes and ultimately to positive Business Outcomes.
In the model, 6 themes of Engagement Drivers are defined:
1. Brand
2. Leadership
3. Performance
4. The Work
5. The Basics
6. Company Practices
The 3 types of Engagement Outcomes are also defined:
1. Say
2. Stay
3. Strive
This "say, stay, and strive" definition was derived from 1000s of global managerial interviews and focus group discussions conducted by Aon Hewitt.
Eventually, Employee Engagement drives 4 categories of Business Outcomes:
This document also includes templates you can use for your own business presentations.
The Aon Hewitt Employee Engagement Model is built on a robust foundation of research, drawing insights from over 8 million employees globally. This extensive dataset ensures the model's relevance and applicability across diverse organizational contexts. The framework is meticulously designed to help leaders pinpoint specific areas for improvement, making it a practical tool for driving meaningful change in employee engagement.
The model's emphasis on the interconnectedness of engagement drivers highlights the complexity of employee engagement. It underscores that factors such as leadership, company practices, and the work environment do not operate in isolation, but collectively influence employee sentiment and behavior. This holistic approach ensures that interventions are comprehensive and address the root causes of engagement issues.
High employee engagement translates to tangible business benefits, including reduced turnover, enhanced customer loyalty, and improved financial performance. The PPT provides clear, actionable insights and templates that can be customized for your organization's unique needs. Investing in this model equips you with the knowledge and tools to foster a more engaged, productive, and loyal workforce.
Source: Best Practices in HR Strategy, Aon Hewitt, Talent Strategy, Employee Engagement, Aon Hewitt Employee Engagement Model PowerPoint Slides: Aon Hewitt Employee Engagement Model PowerPoint (PPTX) Presentation Slide Deck, PPT Lab
This PPT slide presents an overview of the Engagement Drivers Model, which categorizes key themes influencing employee engagement. It emphasizes that measuring employee satisfaction is not enough; organizations must prioritize areas that significantly impact engagement and overall business performance.
At the center of the model is "The Work Experience," surrounded by 6 critical engagement drivers: Brand, Company Practices, Leadership, Performance, The Work, and The Basics. Each driver is interconnected, highlighting that they do not function in isolation.
The "Brand" driver focuses on the organization's reputation, employee value proposition (EVP), and corporate responsibility. This suggests that how employees perceive the brand can affect their engagement levels. "Company Practices" encompasses communication, customer focus, diversity and inclusion, enabling infrastructure, and talent management. These practices are essential for fostering a supportive work environment.
"Leadership" is broken down into senior and business unit leadership, indicating that effective leadership is crucial for driving engagement. The "Performance" driver includes career opportunities, learning and development, performance management, and recognition, all of which are vital for motivating employees.
"The Work" driver emphasizes collaboration, autonomy, and the nature of work tasks, suggesting that the work environment plays a significant role in engagement. Lastly, "The Basics" covers fundamental employee needs like benefits, job security, safety, and work-life balance.
The slide underscores that these drivers are interrelated, implying that a holistic approach is necessary for enhancing employee engagement and achieving better business outcomes.
This PPT slide presents a detailed analysis of the top ten employment engagement drivers, highlighting their significance in fostering employee engagement across various regions. The data reflects engagement scores from 2014, showing an overall score of 62% with a marginal increase of 1% from the previous year. The slide categorizes the drivers based on positive perception percentages and their changes compared to 2013.
The 3 primary drivers—Career Opportunities, Organization Reputation, and Pay—are emphasized as consistent priorities for employee engagement. Their rankings across different regions, including North America, Europe, Asia Pacific, Latin America, and Africa-Middle East, are provided, illustrating a global perspective on these factors. For instance, Career Opportunities ranks first in North America and globally, while Organization Reputation holds the second position.
The slide also highlights variations in perception changes among the drivers. Notably, Career Opportunities saw a decline of 3%, while Recognition and Senior Leadership showed slight improvements. The consistency of the top 5 drivers across markets suggests that these elements are universally recognized as critical to engagement, regardless of regional differences.
This slide serves as a valuable resource for organizations aiming to enhance their employee engagement strategies. By understanding which drivers are most influential, executives can prioritize initiatives that align with employee expectations and perceptions, ultimately driving better engagement outcomes.
This PPT slide presents findings from extensive research by Aon Hewitt regarding employee engagement outcomes. It emphasizes 5 key elements that are crucial for understanding and measuring engagement within organizations.
The first point highlights the significance of engaged employees who "say, stay, and strive." This triad serves as a strong indicator of overall engagement levels and is linked to critical business outcomes. The implication is clear: organizations should prioritize these behaviors to enhance engagement.
The second point addresses the relevance of the "stay" component. Despite a decline in employee loyalty, the research indicates that retaining employees remains vital. It suggests that organizations must actively work to re-engage top talent rather than accept high turnover as a norm.
The third finding focuses on the "strive" aspect, which is often overlooked in engagement measures. It argues that this element is essential for capturing discretionary effort and goes beyond mere satisfaction. The presence of "strive" can provide unique insights into employee commitment.
The fourth point clarifies that enablement, while sometimes included in engagement discussions, is a distinct measure. It should not be conflated with engagement metrics, as it pertains to different aspects of employee experience.
Lastly, the slide notes that various drivers of engagement are critical and actionable. These drivers, which include factors like brand and work environment, should be integrated into a comprehensive engagement model. This holistic approach can lead to more effective strategies for enhancing employee engagement and, ultimately, organizational performance.
This PPT slide presents a structured overview of business outcomes categorized into 4 key areas: Talent, Operational, Customer, and Financial. Each segment highlights specific benefits that contribute to overall organizational success.
Starting with Talent, the focus is on employee-related metrics. Increased employee retention is emphasized, suggesting that a stable workforce can lead to enhanced productivity and morale. A decrease in absenteeism indicates a healthier work environment, while improved employee wellness points to initiatives that foster a supportive culture.
Operational benefits are next, showcasing how effective employee engagement can lead to heightened productivity and safety. These factors are crucial for maintaining operational efficiency and reducing risks associated with workplace incidents.
The Customer section outlines benefits that directly impact client interactions. Increased customer satisfaction is a primary goal, which can be measured through metrics like the Net Promoter Score (NPS). This score reflects customer loyalty and the likelihood of referrals, which are vital for sustained business growth.
Finally, the Financial benefits illustrate the monetary impact of the aforementioned areas. Increased revenue and sales growth are critical indicators of business health. Improved operational income and margin suggest that efficiencies gained through employee engagement translate into better financial performance. The mention of increased total shareholder return reinforces the importance of aligning employee engagement strategies with broader financial objectives.
This slide effectively encapsulates how investing in employee engagement can yield multifaceted benefits across the organization, ultimately leading to a more robust business model.
This framework is developed by a team of former McKinsey and Big 4 consultants. The presentation follows the headline-body-bumper slide format used by global consulting firms.
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