1.
A FIRST-EVER STUDY OF THE COUNTRIES AND INDUSTRIES WITH THE MOST SATISFIED, LOYAL WORKERS
Managing Employee Happiness

2.
HOW DOES YOUR COMPANY
COMPARE TO ITS PEERS?
Take a data-driven approach to attracting
and retaining top talent.

3.
WORKER HAPPINESS AS A BAROMETER
OF ENTERPRISE HEALTH
It’s as important to forecasting future growth as
financial metrics (e.g. cost of capital) or sales
metrics (e.g. rate of new customer acquisition).
Closing the
Happiness Gap
Why measure
workforce
happiness?
What is the
Global
Workforce
Happiness
Index?

4.
MOST EMPLOYERS HAVE A LONG WAY TO GO
28%
28 percent of employees in the
US and Canada have considered
leaving their employer & moving
to a competitor within the last 12
months
Nearly half of US employees are confident they can find a job that
matches their compensation level within six months of beginning
a search.
In the tech industry, confidence is significantly higher; two thirds
say they could find a better job in 60 days.
In 2018, 49 million more employees will be leaving their current
employers compared to 2012 – representing 192 million employees
worldwide turning over.

5.
GLOBAL WORFORCE HAPPINESS INDEX
The index offers a country-by-country barometer of the workplace health of that market’s
talent pool and an excellent benchmark by which individual employers can map their own
employees’ sense of satisfaction and loyalty.
The index is calculated based on three
factors
Their stated sense of job
loyalty
Likelihood of
recommending their
current employer
Employee satisfaction at their
current job

6.
GLOBAL WORKFORCE HAPPINESS INDEX
TOP 10 COUNTRIES
Country Score Rank
Belgium 33,41 1
Norway 32,32 2
Costa Rica 31,98 3
Denmark 31,53 4
South Africa 31,51 5
Austria 30,40 6
Switzerland 30,35 7
Greece 30,31 8
Czech Republic 30,00 9
Russia 29,93 10
Sweden 29,68 11
Finland 29,66 12
Mexico 29,13 13
Netherlands 28,83 14
Germany 28,63 15
Canada 28,49 16
Chile 28,39 17
France 28,28 18
Argentina 28,08 19
Australia 27,61 20

7.
WORKFORCE HAPPINESS BY COUNTRY
The Global Workforce Happiness Quadrant helps visualize the challenges and
opportunities by region. First let’s focus on the implications of each quadrant.

8.
WORKFORCE HAPPINESS BY INDUSTRY
1. Health Care
Services
2. Media and
Advertising
3. Tourism
4. Engineering and
Manufacturing
5. Retail
BOTTOM 5
1. Legal Services
2. Aerospace and
Defence
3. Educational and
Scientific Institutions
4. Insurance
5. Technology
Hardware &
Equipment
TOP 5
Universum also examines happiness – a score that combines worker satisfaction, loyalty and
willingness to recommend an employer – by industry. Companies can examine their own
workers’ happiness scores related to the industry average. A positive gap means your company
is more likely to retain employees. A negative gap requires immediate attention.
.

9.
WHAT EMPLOYEES LOOK FOR IN AN EMPLOYER
l A creative and dynamic work
environment
l Attractive/exciting products and
services
l Competitive base salary
l High future earnings
l Innovation
• These attributes are attractive and
associated with you by your target group,
but not true internally
• ATTRACTIVE: Which attributes do you perceive as the most attractive?
• CREDIBLE: Which of the following do you associate with your chosen employer(s)?
• TRUE: Which of the following do you associate with each employer?

10.
2015 | Young Professionals
12
Long-term aspirations | Top 3 career goals across markets
Top 3 career goals
GlobalAverage
Brazil
Russia
UK
SouthAfrica
France
Turkey
Colombia
Ukraine
Mexico
Poland
Indonesia
India
Canada
To have work/life balance 54% 62% 39% 60% 57% 59% 43% 63% 38% 60% 49% 59% 50% 62%
To be secure or stable in my job 42% 50% 61% 49% 39% 26% 33% 44% 62% 41% 64% 33% 33% 48%
To be competitively or intellectually
challenged
35% 32% 44% 49% 49% 43% 18% 34% 47% 34% 28% 28% 29% 48%
To be entrepreneurial or creative/innovative 33% 29% 19% 28% 29% 28% 49% 42% 19% 44% 23% 48% 35% 24%
To be dedicated to a cause or to feel that I am
serving a greater good
30% 33% 27% 42% 34% 32% 21% 28% 23% 24% 23% 31% 28% 48%
To be a leader or manager of people 30% 27% 24% 23% 30% 35% 43% 33% 23% 36% 19% 35% 32% 24%
To have an international career 27% 23% 18% 17% 22% 32% 45% 28% 23% 28% 13% 29% 38% 14%
To be autonomous or independent 22% 15% 26% 14% 16% 26% 17% 22% 29% 25% 19% 9% 20% 17%
To be a technical or functional expert 19% 20% 38% 11% 23% 17% 22% 4% 33% 6% 57% 20% 26% 11%

11.
RECOMMENDATION
S FOR EMPLOYERS

12.
Benchmark your employees against their country
Happiness Index and Industry Insider Ranking.
First, find out how your organization compares to those within your industry and country.
How large is the gap?
Does it affect your ability to recruit and retain employees?
BENCHMARK

13.
It’s critical for organizations not simply to determine
scores for their organization or divisions, but how
those scores compare to like-organizations –
something we call the Happiness Gap.
Measuring the Happiness Gap of your employees, country-by-country, serves as an early
warning system for your organization:
Use it to drill down and understand the variables that cause your employees to feel differently
from their peers inside other organizations and what your company can do to close that gap.
ANALYZE FINDINGS

14.
Once an employer figures out which factors can be
controlled, decide which of these are recruiting
drivers vs. retention drivers. Does your organization
distinguish between the two states?
SEPARATE ATTRACTION FROM RETENTION

15.
A segment of your employee group may be satisfied
with work, but also willing to make a change. How
can you ensure your high-value, high-performing
talent continues to stay engaged and committed at
work?
Developing plans to motivate high-value subsets of your employees is absolutely critical.
Employers must map out their so-called Happiness Gap by region, gender and role, and then
take surgical action to determine how best to satisfy and retain your most valuable segments.
Certain subsets of your organization require extra attention due to their importance to your
organization’s ability to innovate and grow.
ADDRESS RESTLESS EMPLOYEES

16.
Tracking employee happiness is a barometer of
your organization’s overall heath – as important to
forecasting future growth as traditional financial
metrics such as cost of capital. Treating talent-as-
an-asset requires a massive shift for many
organizations.
But taking a data-driven approach to employee satisfaction and engagement is an excellent
place to begin.
EMPLOYEE ENGAGEMENT = STRATEGIC ASSET

17.
Universum is the global leader in employer branding, delivering a full range of
services in research, strategic consulting and brand activation. We give employers
the means and the tools to better understand, attract and retain talent.
For more information, go to www.universumglobal.com