Recently, Beisen Talent Management Institute released the 2018-2019 China Enterprise Engagement Report. This report is based on Beisen Agile organizational engagement model and data services provided by Beisen employee survey data platform and Beisen AI research team. Through in-depth data insight, it can interpret the current employee engagement status for Chinese enterprises, help enterprises focus on improvement, and effectively improve organizational effectiveness. This is the third year in a row that Beisen has released the 2018-2019 China Enterprise Engagement Report.
In the last two years, the business challenges facing companies have been reflected in human resource management and organizational design. Beisen saw that well-known head enterprises carried out organizational structure optimization, personnel optimization and other projects one after another. At the same time, the mentality of employees is also changing, and the increasing self-awareness and psychological needs of young employees are constantly promoting the transformation of enterprise human resource management. In this case, finding the right tools and methodologies to systematically solve an organization's problems is critical to the organization's future. Employee engagement survey, in addition to the diagnostic function, will gradually develop into a feedback tool between employees and organizations, and become an effective tool to systematically solve organizational problems. Among the report's key findings:
First, the overall level of engagement is the same as last year. The level of personal engagement of employees has decreased, but the support given by the organization is more recognized
The employee engagement level of Chinese enterprises in 2018-2019 was 62.46%, little changed from last year, and the overall level of employee engagement was relatively stable in the past two years. In the three sub-dimensions of personal engagement, including retention, effort and challenge, employee engagement scores all showed a certain degree of decline. In the follow-up analysis, we found that employees aged 36-45 (the mainstay of the organization) showed the most obvious decline in effort level, but this group is still the most engaged group in the organization, and enterprises should pay more attention to it.
2. There are differences in employee engagement levels among different industries. The employee engagement status of real estate industry is relatively ideal
From the perspective of the ranking, the top three industries in terms of engagement level are service industry, real estate/construction, biopharmaceutical/medical industry in order, while the industries slightly lacking are transportation/logistics/transportation/warehousing industry and professional service/education/training industry. This year's real estate/construction scores in each outcome index are relatively ideal, but there is still room for improvement in organizational empowerment. The core driving factors of this industry are job matching, communication and collaboration, and work resources, which are also risk factors should be focused on and promoted.
3. The higher the education level, the lower the engagement level. It is necessary to improve the working ability of employees with low education level and motivate employees with high education level with enterprise vision
From the perspective of educational background, the engagement level of different groups continues to decline with the improvement of educational background, that is, the engagement level of highly educated employees is lower, and the gap between groups is larger. Among them, the group with the highest level of engagement is high school or below (68.19%), and the group with the lowest level is doctor or above (56.00%), with a difference of nearly 13 percentage points. This phenomenon is consistent with the data reports released by Beisen in the past three years. In the long run, the relationship between academic qualifications and engagement still needs to be treated rationally by enterprises.
4. The post-1995 generation has a low level of engagement and a higher expectation on factors related to work returns
In recent years, more and more post-1995 workers have entered the workplace. They have ideas, love freedom and dare to think, say and do. They are known as the "most difficult to manage" group of employees in the enterprise, but this group is destined to become the main force for the future development of the enterprise. Data show that person-post matching is also the core driving factor for post retention and efforts of the post-1995 generation, and the working environment is the unique core driving factor that distinguishes the post-1995 generation from other age groups. Therefore, it is of great significance for the long-term development of enterprises to have a thorough understanding of the post-95 generation, master management methods and focus on key issues.
Conclusion: Under severe economic challenges, enterprises should pay attention to the improvement and optimization of relative basic working resources and even working environment in addition to systematically thinking about job suitability and career system construction. The different characteristics of different groups also need to be improved strategically, not blindly generalize.
When it comes to engagement, we need to be in awe. The data in the report is not the only criteria to be considered. What is more important is what it represents and the effort and intelligence that employees, managers, and the organization as a whole have put into improving engagement levels.
Please pay attention to the wechat official account of Beisen Talent Management Institute for the complete version of "2018-2019 Chinese Enterprise Engagement Report".
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About Bison Talent Management Institute
Founded in 2004, Beisen is a professional research institute with deep insight into the Chinese market, and is actively committed to the research and development of truly suitable for local talent management technology. The research members are composed of nearly 100 masters and doctors from Cambridge University, Peking University, Beijing Normal University, Institute of Psychology of Chinese Academy of Sciences, East China Normal University, Fudan University and other well-known institutions of higher learning. His research field covers talent management technologies such as talent evaluation, recruitment management, succession planning and leadership development, and cutting-edge Internet application technologies and solutions such as SaaS and cloud computing.
About Beisen
Beisen, an integrated talent management cloud platform, provides enterprises with integrated SaaS software and services covering the whole process of HR business, such as assessment, recruitment, organizational personnel, compensation, leave attendance, performance, succession, investigation, On-boarding, etc., and meets the personalized and independent development needs of medium and large enterprises through its own PaaS platform. Every day, more than 5,000 medium and large enterprises, more than 160,000 HR employees and more than 15 million enterprise employees are using Beisen's innovative HR technology products and services. Beisen Cloud platform adds nearly 10 million talent evaluation data and hundreds of millions of recruitment data every year, and processes more than 1 billion pieces of data every day. For more information, please visit our website.
