Employee Engagement Insights from the 2013 Edelman Trust Barometer
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The 2013 Edelman Trust Barometer reveals a significant crisis of leadership, where employees are viewed as more credible than executives, particularly regarding working conditions and ethical practices. The survey, which included over 31,000 respondents, highlights a gap between employee expectations and actual company performance in treating employees well. To rebuild trust, organizations should foster inclusive management, utilize storytelling to showcase integrity, and leverage employees as credible ambassadors.
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Employee Engagement Insights from the 2013 Edelman Trust Barometer
- 1. ALL CONTENTS OF THIS PRESENTATION REMAIN THE INTELLECTUAL PROPERTY OF EDELMAN AND MAY NOT BE REPLICATED WITHOUT PRIOR PERMISSION Employee Insights from the 2013 Edelman Trust Barometer Employee Engagement Practice
- 2. © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact [email protected]. About the 2013 Edelman Trust Barometer 13th annual survey and the largest global exploration of trust, with 31,000+ respondents in 26 countries This year’s data reveals a crisis ofcrisis of leadership,leadership, indicating the need for organizations to rebuild executives’ internal credibility, reinforce ethical behavior and adopt an inclusive managementinclusive management approach 2
- 3. © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact [email protected]. Employees with technical expertise are far more trusted than top executives Employees continue to be a steady, reliable source of information, especially compared to the CEO 20132012 3
- 4. © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact [email protected]. Regular employees have three times the credibility of the CEO on working conditions Who is Trusted MOST to provide you with credible and honest information about: Company’s CEO Company’s Employee Activist Consumer Academic Media Spokesperson A company’s employee programs, benefits & working conditions 21% 63% 16% 13% 11% How a company serves its customers and prioritizes customer needs ahead of company profits 19% 30% 44% 16% 15% A company’s situation in a time of crisis 30% 35% 18% 22% 23% A company’s innovation efforts and new product development 31% 31% 27% 25% 13% How a company uses its resources and influence to support the environment 21% 26% 34% 27% 13% How a company supports programs that positively impact the local community 22% 27% 35% 20% 23% Partnerships with NGO’s and effort to address societal issues 25% 20% 25% 23% 15% A company’s financial earnings & operational performance 34% 27% 23% 23% 12% A company’s business practices, both positive & negative 23% 36% 29% 21% 15% Accomplishments about a company’s senior leadership 35% 34% 17% 19% 19% Employees are one of the most credible voices on a variety of topics, especially work environment 4
- 5. © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact [email protected]. Companies are largely perceived as failing to treat employees well GapImportance Performance Biggest gap in survey between expectations vs. performance in study 5 -22 -32 -37 -36 -30 -33 -31 -33 -27 -23 -24 -11 -15 -16 -10 -18
- 6. © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact [email protected]. Executives and regular employees disagree on the importance of treating employees well 1 Listens to customer needs and feedback 56% 1 High quality products or services 56% 3 Has ethical business practices 54% 3 Takes actions to address issue or crisis 54% 5 Places customers ahead of profits 53% 5 Treats employees well 53% 7 Communicates frequently and honestly 51% 7 Has transparent and open business 51% 7 Works to protect/improve environment 51% 10 Addresses society's needs 47% 10 Positively impacts the local community 47% 12 Innovator of new products 45% 13 Highly regarded, top leadership 44% 14 Delivers consistent financial returns 40% 15 Ranks on a global list 38% 16 Partners with third parties 35% 1 High quality products or services 63% 2 Listens to customer needs and feedback 62% 3 Treats employees well 61% 4 Places customers ahead of profits 58% 5 Has ethical business practices 57% 5 Takes actions to address issue or crisis 57% 7 Has transparent and open business 56% 8 Communicates frequently and honestly 53% 8 Works to protect/improve environment 53% 10 Addresses society's needs 47% 11 Positively impacts the local community 46% 12 Innovator of new products 43% 13 Highly regarded, top leadership 39% 14 Partners with third parties 36% 14 Ranks on a global list 36% 14 Delivers consistent financial returns 36% Executives Employees Executives rank it 5th , while employees rank it 3rd in prioritization of trust attributes 6
- 7. © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact [email protected]. Regular employees are far more skeptical than executives of all sources of information Executives more likely to trust the CEO and regular employees 7
- 8. © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact [email protected]. Executives and employees blame different issues for their distrust in business Employees point to wrong incentives, while executives blame fraud, transparency issues 8
- 9. © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact [email protected]. Three key actions to build trust Use storytelling to demonstrate integrity in action Employees with employees Employees with world Employees with company Encourage a culture of inclusive management Leverage employees ambassadors strategically where they have credibility 9
- 10. © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact [email protected]. Use storytelling to demonstrate integrity in actionEmployees with company • Pair key messages with key stories from leaders’ actual experiences • Coach executives to mine their professional lives for anecdotes that demonstrate what company strategy, values and culture mean to them • Storytelling on ethics, compliance and integrity reinforces culture without lecturing Storytelling prompts Talk about a situation where you were faced with a difficult decision and used your values to make a choice. Describe a time your parents taught you the meaning of an important value. Tell us about one of your role models and something specific they did to earn your respect. 10
- 11. © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact [email protected]. Encourage a culture of inclusive management • Invite a variety of voices to the decision-making table and listen to them • Allow employees to have a say in decisions that affect them • Regularly monitor employee sentiments internally and externally (Yammer, online focus groups, employee user groups, job-rating rates • When possible, act on feedback Employees with employees 11
- 12. © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact [email protected]. Leverage employee ambassadors strategically where they have credibility • Tap employees as ambassadors on their company experience, benefits programs, culture and working conditions • Leverage employees in recruiting; enlist volunteers to interact with candidates via the company’s digital and social channels • Showcase the “people behind the products” for innovation storytelling Employees with world 12
- 13. © Edelman Employee Engagement Practice, 2013. All rights reserved. For more information, contact [email protected]. Edelman’s Employee Engagement Practice helps companies create employee connections that deepen engagement, increase trust and accelerate business performance. Contact us: [email protected] On the web: ee.edelman.com Complete information on the Trust Barometer: trust.edelman.com For more information 13
Editor's Notes
- #5: Employees are most trusted sources on company employee programs, benefits and working conditions, as well as a company’s business practices (both negative and positive) CEOs are most credible when talking about financial earnings and operational performance CEOs and employees are equally credible on company innovation
- #6: Out of 16 attributes that build trust in a company, the third-most important is to treat employees well – close behind offering quality products and listening to customers. 61% say “treating employees well” is important in building trust. Yet only 24% say companies do in fact treat employees well - the largest gap in expectations vs. performance in the entire survey
- #8: Executives were more likely to trust the CEO than regular employees by a wide margin (57% vs. 42%). Yet, executives were also more trusting of regular employees than employees themselves (55% vs. just 50%)
- #9: Leaders point to a lack of transparent communication, while regular employees fault companies for driving behavior with the wrong incentives. This may be a commentary on perceptions that leaders are rewarded for less-than-ethical decision-making that puts profit ahead of all else. Both groups cite corruption and fraud as key issues, illustrating the need to reinforce an organizational culture rooted in compliance, ethics and integrity.