Uncovering the Powerful Connection Between Engagement and Inclusion
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This webinar with Dr. Laura Hamill, Chief People Office and Chief Science Officer and Dr. Julianne Tillmann, Director of Research, and Mari Hegyi, Direction, People Team at Limeade will dive into the latest research on the interplay between employee engagement and inclusion. We will cover how organizational leaders can support engagement and inclusion at a higher cultural level and share tactical approaches HR professionals can use on a day-to-day basis.
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Uncovering the Powerful Connection Between Engagement and Inclusion
- 2. Agenda 1. Why engagement and inclusion matter 2. Uncovering the connection 3. The impact on your organization 4. Bringing this to life
- 3. Our Background Mari Hegyi Director, People Team Limeade 3 Laura Hamill, Ph.D. Chief People Officer, Chief Science Officer, Limeade Julianne Tillmann, Ph.D. Director, Limeade Institute Limeade
- 4. Why Engagement & Inclusion Matter
- 5. Definitions Inclusion is a sense of belonging, connection and community at work. Inclusive organizations help people feel welcomed, known, valued -- and encouraged to bring their whole, unique selves to work. Engagement is a deep connection and sense of purpose at work that creates extra energy and commitment. Engagement Inclusion
- 6. Engagement matters Companies with high employee engagement have 2.5x higher stock price growth compared to compared to that of less engaged engaged peers1 1Hay Group, 2010; 2 Aon Hewitt, 2009; 3 SHRM, 2006 Disengaged employees are 5x more likely to have an accident3 Companies with higher engagement are 78% more profitable and 40% more productive2 6
- 7. Inclusion matters Inclusive organizations had 2.3x higher cash flow per employee over a over a three-year period1 1, 3 Bersin by Deloitte, 2017; 2Deloitte, 2017 When organizations are inclusive, they are 6x more likely to be innovative3 53% of millennials would leave their organization for one with more workplace inclusion features2 7
- 8. Engagement and inclusion are related1 81 Downey, van der Werff, Thomas, & Plaut, 2015; 2Limeade Institute, 2018 Employees who feel included are 28% more engaged2
- 9. • Can you imagine coming to work and giving your all if your manager belittled you? • ...Or wanting to keep working at your job if you didn’t feel like your voice mattered? • ...Or producing your company’s next innovative product if you didn’t feel valued by your company? In our research, inclusion accounted for 32% of the variance in engagement Limeade Institute, 2018
- 12. Understanding the “how” Comprehensive On-line Survey of Full- Time Employees Inclusion 12 Engagement Well-Being Commitment Intent to Stay Likelihood to Recommend
- 13. Sampled across the US 13 14% 28% 20% 12% 14%
- 14. And across industries Top industries: • Insurance: 12% • Electronics: 10% • Hospitality: 10% • Shipping: 9% • Not For Profit: 8% 24% 40% 20% 15% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 1-50 employees 51-499 employees 500-4,999 employees 5,000+ employees Respondents by company size % of Respondents 14
- 15. Final sample: N = 2,144 56% self-identified as “woman” 68% Identified as “White” 9% as “Black or African American” 8% as “Mixed” 52% Between the ages of 24-35, and 25% between the ages of 35-45 15
- 17. When employees are engaged AND included Almost half of our total sample, felt both included and engaged N = 1,374 17 92% 89% 91% 74% 41% 65% 38% 58% 33% 7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Have higher well-being Committed to the organization Intend to stay for over 1 year Intend to stay for over 3 years Likely to recommend (are promoters) Engaged AND Included All others
- 18. The impact on your organization
- 19. Drivers of employee engagement 19 Manageable Stress & Work Hours Time Spent Wisely Ability to Focus Commitment Meaning & Purpose Valued, Respected, Connected Growth Personal Strengths Limeade Institute, 2016 Job-Skill Fit & Work Identity Energizing & Enjoyable Work Impact Organizational Support
- 20. Drivers of inclusion 20 Valued, Respected, Connected Focus on Learning & Development Organizational Focus on Inclusive Practices Access to Resources Voice Organizational Pride Organizational Support Sense of Safety Limeade Institute, 2018
- 21. Predicting intent to stay 21 Engagement drivers only 5,685 Inclusion drivers only 5,745 Both, engagement and inclusion drivers 5,414 PREDICTORS USED AKAIKE INFORMATION CRITERION (AIC)
- 22. Strongest predictors of intent to stay 22 Feeling Connected & Valued Commitment Valued, Respected, Connected Energizing & Enjoyable Work Impact Model fit for engagement drivers only: AIC = 5684.59 Model fit for inclusion drivers only: AIC = 5745.29 Model fit when all engagement and inclusion drivers were used: AIC = 5414.04 Model fit for top drivers only: AIC = 5778.85 Inclusion Drivers Organizational Support
- 23. Predicting likelihood to recommend 23 Engagement drivers only 6,803 Inclusion drivers only 6,856 Both, engagement and inclusion drivers 6,343 PREDICTORS USED AKAIKE INFORMATION CRITERION (AIC)
- 24. Strongest predictors of likelihood to recommend as a great place to work 24 Manageable Stress & Work Hours Commitment Valued, Respected, Connected Energizing & Enjoyable Work Organizational Focus on Inclusive Practices Sense of Pride Model fit for engagement drivers only: AIC = 6802.69 Model fit for inclusion drivers only: AIC = 6856.06 Model fit when all engagement and inclusion drivers were used: AIC = 6342.73 Model fit for top drivers only: AIC = 6912.86 Inclusion Drivers
- 25. Organizational implications • Focus on both engagement and inclusion to impact retention and recommending as a great place to work • If you measure engagement, make sure to also include inclusion items • Bring the different teams who work on these topics together (e.g., Talent Management and D&I) to influence people and business goals 25
- 27. This is not just an HR exercise or problem... And this should be a daily focus 27 Set expectations Include employees in the conversation Include managers and leaders in communicating and leading the efforts
- 28. Bringing this to life: Inclusion session with R&D 28
- 30. Include employees, managers and leaders
- 31. Check-in with yourself • Are you as an HR person engaged? Feel included? What messages are you sending with your own behavior? • What day-to-day efforts do you want to start/stop/continue to impact engagement and inclusion? 32
- 32. Key takeaways Engagement and Inclusion are related but different Organizations should focus on both engagement and inclusion HR professionals should ensure that day-to-day experiences are creating engagement and inclusion 33
Editor's Notes
- Carsen Notes here: Thanks for the opportunity to meet with you today. Introduce yourself. Introduce attendees, remote / phone first.
- Carsen
- Carsen to do the overall intro Each to jump in and introduce themselves, Laura, Julia, then Mari
- Laura
- Laura
- Laura From decades of research, we know that engagement matters. Engaged employees and engaged organizations outperform those who are not engaged. For example,….
- Laura We also know, from more recent research, that inclusion matters. It matters for individuals within organizations and it matters for organizations. For example,…
- Laura Finally, even more recent research has linked engagement and inclusion. For example, Downey and colleagues found that inclusion was related to engaged. Similarly, in a study we did 2 years ago at Limeade Institute, we found that the two concepts were related. Specifically, we found that… Yet, the research on the connection between inclusion and engagement is relatively new. And the details of that connection and, especially how engagement and inclusion interact to impact important employee outcomes are still not well understood. We at Limeade Institute kept asking ourselves how are these two concepts related? Finally, we decided to conduct our own study to find out.
- Laura to pose theoretical questions Mari to jump in and share a personal story – At a previous company I was one of the younger employees on my team. In a team meeting, some individuals on the team were discussing the annoyances of millennials and how entitled they are and that when millennials complain or are frustrated by things they don't take it too seriously. When I pointed out that I was in fact a millennial they waved me off and said "don't worry we don't view you as one". This not only hurt me on a personal level but caused me to withhold a lot of my perspectives and opinions for fear of being labeled as entitled or not being taken seriously. Not only that, but I was somehow denied being viewed as a member of my own cohort in order to benefit those making exclusive comments to feel OK for what they were saying. On the flipside, when I came to Limeade I was still one of the youngest on the team (at that time) and was given free reigns to change several of our HR programs. When I pointed out things that didn't feel aligned I was encouraged to change them. This made me feel inspired and allowed me to be creative and let myself and my opinions be heard and seen.
- Laura to pose the poll question, Mari to talk about how we measure both and how we think about and talk about both.
- Julia
- Julia To better understand how engagement and inclusion are connected, we carried out a comprehensive on-line survey… Around 75 items, including demographics
- Julia Continental U.S.: West Coast: 14% Continental U.S.: East Coast: 28% Continental U.S.: Midwest: 20% Continental U.S.: Southwest: 12% Continental U.S.: Southeast: 14%
- Julia All were self-identified as full-time employees A wide range of industries was represented, with the following having the most representation: Insurance: 12% Electronics: 10% Hospitality: 10% Shipping: 9% Not For Profit: 8%
- Julia Speak to: 2,144 is the final, “qualified” sample
- Julia Employees who are included AND engaged: 91% intended to stay for longer than one year; 58% intended to stay for longer than one year; Employees who are included AND engaged: 74% intended to stay for longer than three years; 33% intended to stay for longer than three years.
- Julia to do the transition and pass it on to Laura
- Julia Employees who are included AND engaged: 91% intended to stay for longer than one year; 58% intended to stay for longer than one year; Employees who are included AND engaged: 74% intended to stay for longer than three years; 33% intended to stay for longer than three years.
- Julia Employees who are included AND engaged: 91% intended to stay for longer than one year; 58% intended to stay for longer than one year; Employees who are included AND engaged: 74% intended to stay for longer than three years; 33% intended to stay for longer than three years.
- Julia Employees who are included AND engaged: 91% intended to stay for longer than one year; 58% intended to stay for longer than one year; Employees who are included AND engaged: 74% intended to stay for longer than three years; 33% intended to stay for longer than three years.
- Julia AIC: The Akaike information criterion (AIC) is a measure of model fit. In stats, there will always be some information that cannot be predicted by the model, and AIC is an estimation of the relative amount of information that a model does not have (i.e. lost). Therefore, the smaller AIC value is, the better the fit. Note that AIC value should only be used in comparison. There’s no absolute large or small number of AIC.
- Julia Employees who are included AND engaged: 91% intended to stay for longer than one year; 58% intended to stay for longer than one year; Employees who are included AND engaged: 74% intended to stay for longer than three years; 33% intended to stay for longer than three years.
- Julia
- Laura
- Mari to own this 100% and drive the conversation, with Laura jumping in as needed. -Set expectations with values, peformance management -Measure through surveys and also have them be part of the action – activities, D&I committee -Involve your leadership by having leader questions, review , have an executive sponsor on your committee, etc.
- Mari to own this 100% and drive the conversation, with Laura jumping in as needed.
- Mari to own this 100% and drive the conversation, with Laura jumping in as needed.
- Mari to own this 100% and drive the conversation, with Laura jumping in as needed.
- Mari to review the key takeaways and pass it on to Carsen