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DALE CARNEGIE TRAINING”
INFOGRAPHIC
Dale Carnegie Indonesia
2014 Employee Engagement SurveyTHE IMPORTANCE OF EMPLOYEE ENGAGEMENT -
Dale Carnegie Training has been increasing employee engagement for over 100 years.
One recent initiative* included a comprehensive study of employee engagement in 6
largest cities of Indonesia.
BROUGHT TO YOU BY:
WHY EMPLOYEE ENGAGEMENT MATTERS
Employee Engagement - the emotional and intellectual commitment of employees
to deliver high performance
%
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ENGAGED EMPLOYEES 0 aa
‘OUTPERFORM THOSE WITHOUT BY UP TO
wactivey US$
DISENGAGEMENT cost a BILLION
AYEAR
7 %
1 OF ALL EMPLOYEES ARE * Source: Dale Carnegie Indonesia's 2014 Employee Engagement Survey
NOT FULLY ENGAGED —** Source: Galluprai
Caenaoneas
ENGAGED
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ENGAGED
3 KEY DRIVERS OF EMPLOYEE ENGAGEMEN
People don't leave companies -- they leave leaders. (Greg Savage)
Explore the 3 key drivers of employee engagement.
Relationship with Immediate Supervisor
9% OF EMPLOYEES DISSATISFIED eer
WITH THEIR IMMEDIATE SUPERVISOR Communication
WERE DISENGAGED.
%
61° 6 5 :
OF ENGAGED EMPLOYEES REPORTED THAT
a ‘OF ENGAGED EMPLOYEES REPORTED THAT THE COMPANY ENCOURAGES OPEN
ALL EMPLOYEES ARE TREATED WITH, COMMUNICATION BETWEEN
RESPECT REGARDLESS OF THEIR POSITION EMPLOYEES AND MANAGEMENT.
This chart represents
the breakoun of
employee engagement
ers indonesiaCONFIDENT
HOPEFUL
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VALUED
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Semenatgttzsemewomes (C5) ) Bice etnpryin tenor
Direct managers should foster heathy relationships with their employees.
Direct managers should show employees that they are valued as true contributors,
giving them a sense of empowerment.
Senior leadership should continuously demonstrate that employees have an
impact on their work environment.
Senior Leadership must articulate a clear vision to all employees
Employees should be encouraged to communicate openly and influence the
company’s vision through their input.
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Phone : (021) 489 2737 Phone : (022) 201 6319 rar eken cet
CEE ACen Fax : (031) 849 82500
info@dalecarnegie.co. ei Mes Sa) Eiietiee NCO ecatee | ve