According to this report, companies now have the tools to establish how happy a work force is with their work and their employer. Once they have established this, they can then make improvements, increase employee engagement and boost performance.
Rapid economic change and uncertainty in many markets makes such measures more relevant than ever. Levels of engagement are even beginning to be perceived by some investors as an important indicator of a company’s financial health and sustainability.
The report shows how companies can plot levels of engagement for an entire work force by looking at data relating to resignation levels, absence rates, employee attitudes, training hours per full-time employee, performance related pay and incidence of grievance. These range from the high levels of engagement that produce positive behaviours such as flexibility and innovation to the other end of the scale where companies experience resignations, absence, pilfering, theft, oppositional solidarity, even sabotage.
Also charted in this report is the rise of a new kind of offshoring - Knowledge Process Offshoring (KPO) - where traditionally sacrosanct knowledge or judgment services such as research and sales and marketing are run from other countries.
The report also looks in detail at financial performance, productivity, outsourcing, leadership, innovation, talent management, diversity, work/life balance and the growing concept of work place wellness, all through the lens of PricewaterhouseCoopers' extensive human capital database, Saratoga. The report is published every two years.
