怡安翰威特员工敬业度调研介绍（精).pptVIP

* * 怡安翰威特坚信这些工具的有效性，也在身体力行，比如：考核Engagement Score, 每年一次；作为公司的KPI； 领导力调研的发现也应用到管理中 * * 强调08年不可比 * While our consistent message is that The Best have higher levels of Engagement than The Rest, care needs to be used when reviewing this slide. The markets within the study were different in each study, only China, Singapore and Hong Kong have featured in all four studies. The differences in these scores using common markets are shown in the next slide. * * 和谐号火车的案例 * V2: This data is the same as represented in the previous slide, but is a better graphical presentation of the overall trend in Engagement levels by organization level by age. This version should be used more often in generic client or external presentations, in seminars and the like. As in previous years, The Best are better able to maintain Engagement levels amongst employees of all ages. In The Rest, Engagement level drops by from age 20 to age 34 and only starts to increase from 34 onwards. * 蜜月曲线 * 期望管理，尤其是高学历员工的期望 * 过去的女性员工高于男性，今年发生了变化 * 研发人员的特点 * We do not create an impact model at a market level as it would be statistically invalid. Instead we create driver impact graphs to show the key drivers of opportunity and threats in a market. To explain: When calculating the positive perception scores for an individual organization, we do so using the scores for that individual company. The impact model created for an individual organization is also based on its own data. When calculating the positive perception scores for benchmark scores, we calculate the positive perception score for each organization in the sample and take an average to calculate for Best or Rest. This is done to avoid bias due to sample size. These scores are not useful for creating an impact model as they are averages, not individual scores. We don’t calculate market or regional Impact models, because if we tried to create the scores using consolidated data from all organizations, we would simply have an average of all the impac