Linking Employee Engagement

HIGHER TOTAL
SHAREHOLDER RETURN
50%
Companies in the top quartile
of engagement scores had
50% HIGHER TOTAL
SHAREHOLDER RETURN
than the average company.
(Aon Hewitt)
PROFITABILITY

18%
HIGHER
PRODUCTIVITY
60%
HIGHER QUALITY
(Insync Surveys)
Engaged employees have
18% HIGHER PRODUCTIVITY
and 60% HIGHER QUALITY than
underengaged employees.
PRODUCTIVITY

CUSTOMER
SATISFACTION
(Vance)
Companies with highly engaged
employees score between
12% AND 34%
HIGHER IN CUSTOMER
SATISFACTION RATINGS.
+
12%
34%

1,000%
DECREASE IN ERRORS AMONG
ENGAGED VERSUS DISENGAGED
EMPLOYEE POPULATIONS
Among Fortune 100 companies, there was
a 1,000% DECREASE IN ERRORS
among engaged versus disengaged
employee populations.
QUALITY
(Gonring)

2-3TIMES
1 Indirect costs of poor health among
disengaged employees = 2-3 TIMES
the direct medical expenses of the
total employee group.
(Gallup)
WELLNESS

WELLNESS
1 Indirect costs of poor health among disengaged employees = 2-3 TIMES the
direct medical expenses of the total employee group.
2 Medical expenditures consume
50% OF CORPORATE PROFITS;
this includes time when employees are
“off the job” due to illness, as well as
when employees “work” while ill.
(HR Resources)
50%
WELLNESS
WELLNESS

21%
3 ENGAGED EMPLOYEES ARE 21% MORE
LIKELY TO BE INVOLVED IN PERSONAL
WELLNESS EFFORTS, which
in turn reduces sick time off work
and improves productivity.
(Gamlem)
WELLNESS
2 Medical expenditures consume 50% OF CORPORATE PROFITS; this
includes time when employees are “off the job” due to illness, as well as when
employees “work” while ill.

4 A Fortune100 CPG company’s
focus on wellness lowered the
rate of healthcare costs by
$565 PER EMPLOYEE.
(The Economist)
565
WELLNESS
2 Medical expenditures consume 50% OF CORPORATE PROFITS; this
includes time when employees are “off the job” due to illness, as well as when
employees “work” while ill.
3 ENGAGED EMPLOYEES ARE 21% MORE LIKELY TO BE INVOLVED
IN PERSONAL WELLNESS EFFORTS, which in turn reduces sick time off
work and improves productivity.

FEWER SAFETY
INCIDENTS
48%
(Gallup)
Highly engaged employees have
48% FEWER SAFETY INCIDENTS.
SAFETY

RETENTION
(Gallup)
ENGAGED EMPLOYEES
ARE 87% LESS LIKELY TO
LEAVE AN ORGANIZATION.
They are 5 times less likely to
leave than employees
who are not engaged.
87%
EMPLOYEES LESS
LIKELY TO LEAVE

0.6%+
GROWTH
IN SALES
Each incremental percentage of employees
who become engaged predicts an
INCREMENTAL 0.6% GROWTH IN SALES.
SALES GROWTH
(Aon Hewitt)

To learn more,
download our
infographic on
LINKING
EMPLOYEE
ENGAGEMENT
TO MEASURABLE
BUSINESS RESULTS
LINKING EmpLoyEE ENGaGEmENtto measurable business results
Employee Engagement is what happens when companies win over the
hearts (emotional connection) and minds of employees in ways that lead
to extraordinary effort and positive financial results.
©BI WorLdWIdE™ 2014
Profitability
Productivity
18%
higher
productivity
60%
higher quality
higher total
Shareholder returN
50%
Companies in the top
quartile of engagement
scores had 50% higher
totalShareholder
returN than the
average company.
(Aon Hewitt)
Engaged employees
have18% higher
productivity and
60%higher quality
than underengaged
employees.
(Insync Surveys)
customer satisfaction Quality
+
12%
34%
1,000%
decrease in errors among
engaged versus disengaged
employee populations
Companies with highly
engaged employees
score between
12% aNd 34%
higher iN cuStomer
SatiSfactioN ratiNgS.
(Vance)
Among Fortune100
companies, there was a
1,000% decreaSe in
errors among engaged
versus disengaged
employee populations.
(Gonring)
safety
retention
87%
employeeS leSS
likely to leave
fewer Safety
iNcideNtS
48%
Highly engaged
employees have
48% fewer Safety
iNcideNtS.
(Gallup)
eNgaged employeeS
are 87% leSS likely to
leave aN orgaNizatioN.
They are 5 times less likely
to leave than employees
who are not engaged.
(Dr. Brad Shuck)
Wellness
sales GroWth
Each incremental percentage
of employees who
become engaged
predicts an
iNcremeNtal
0.6% growth
iN SaleS.
(Aon Hewitt)
0.6%+
growth
in sales
2-3x
Indirect costs of
poor health among
disengaged employees =
2-3 timeS the direct
medical expenses of the
total employee group.
50%
Medical expenditures
consume 50% of
corporate profitS
(HR Resources); this includes
time when employees are
“off the job” due to illness, as
well as when employees
“work” while ill.
21%
eNgaged employeeS are
21% more likely to be
iNvolved iN perSoNal
wellNeSS effortS
(Gamlem), which in turn
reduces sick time off work
and improves productivity.
565A Fortune 100 CPG
company’s focus on
wellness lowered the rate
of healthcare costs by
$565 per employee.
(The Economist)

BI WORLDWIDE uses the principles of behavioral
economics to produce measurable results for our clients
by driving and sustaining engagement
with their employees, channel partners and customers.
follow us...
©BI WORLDWIDE™ 2014

Linking Employee Engagement

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