Finally get that promotion? Get exclusive content, tips and tools to help you excel.
Implicit bias occurs when individuals make judgments about people based on gender, race or other prohibited factors without even realizing they’re doing it.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
The factors that drive employees to be engaged in their work and motivate them to go beyond stated expectations vary not only from country to country but also by industry sector and within companies, according to recent research conducted among 22 countries.
It’s important for organizations expanding globally to understand what engages its workforce, according to Mercer, which has conducted the national “What’s Working” studies over the past several years.
Even among organizations with global locations that share workplace characteristics, such as English as a first language, differences in national culture, market conditions and the state of economic development influence employee engagement, according to Mercer.
Workers in the United States and the United Kingdom, for example, share only one engagement driver—a sense of personal accomplishment—rated first and second in importance, respectively.
However, the top drivers in the United Kingdom “paralleled six of the top drivers in Asia’s top market, China,” the report noted.
“Even if business leaders of multinational companies know how to engage staff in their home country offices, they might not succeed in delivering the most value for their HR investments if they simply transfer HR policies and practices to other countries,” the report says.
In looking to engage employees, Mercer reports, employers must:
Employers want workers who are “truly engaged in their work and the success of the organization,” said Patrick Gilbert, a principal and employee research expert at Mercer, in a January 2008 press release.
An engaged employee has a vested interest in the employer’s success and whose performance level exceeds his or her job requirements. These are employees, says Gilbert, who help their organization establish a competitive advantage and drive business performance.
However, “the drivers of engagement vary from country to country and from company to company. Even within companies, the drivers will vary across different businesses and functional areas,” he said.
“That’s why it’s important for employers to identify and manage the unique drivers of engagement within their own organizations. This way they can achieve maximum return on investment for their HR spending,” Patrick added.
There are four drivers of engagement that are consistent among employees around the world—the work itself, including opportunities for development; confidence and trust in leadership; recognition and rewards; and organizational communication that is delivered timely and in an orderly way.
The top factors by country, according to the findings:
Companies typically can get a sense of what engages their employees by conducting employee surveys; ideally any issues that are identified are followed by some kind of action, Mercer notes.
Be wary of misinterpreting results, though.
“When an organization looks at its own employee survey data, it needs to take these [cultural] differences into account,” Gilbert said.
Not doing so could cause an organization’s leaders to assume that there are significant issues among its Japanese workforce and fewer issues with its Mexican workforce when, Gilbert said, “employee survey scores simply tend to be lower in Japan and higher in Mexico” when those workers rate employer performance.
It would be helpful for the employer to know if a broad cross-section of employers in that country also receives a low performance rating, Mercer points out in its paper.
Mercer’s most recent findings are based on 130 questions to working adults on a dozen topics: work processes; ethics and integrity; quality and customer focus; immediate manager; communication; performance management; work/life balance; compensation, benefits and recognition; job security and career growth; leadership and direction; teamwork and cooperation; and training and development.
Its latest findings are highlighted in the Mercer paper Engaging employees to drive global business success.
Kathy Gurchiek is associate editor for HR News. She can be reached at firstname.lastname@example.org.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
HR Education in a City Near You
SHRM’s HR Vendor Directory contains over 3,200 companies