员工参与度Boost employee engagement

具有高工作满意度和强烈归属感的员工更有可能产生高质量工作、发现业务机会并留在组织中。Employees with high job satisfaction and a strong sense of belonging are more likely to produce high-quality work, identify business opportunities, and remain at the organization.

例如,员工是否定期与经理进行一对一?For example, are employees routinely getting one-on-one time with their managers? 研究表明,获得一致经理指导的员工保持参与度的可能性是 5 倍,这提高了工作效率并增加了员工留用率。Research shows that employees who get consistent manager coaching are five times more likely to stay engaged, which leads to increased productivity and greater employee retainment.

列出的每个行为都显示你的组织如何根据行业研究和你的特定组织数据与其他组织进行比较。Each of the behaviors listed show how your organization compares with others based on industry research and your specific organizational data.

员工参与度页面

计算Calculations

以下是百分比见解及其基础指标,以及一些有关用于它们的计算。The following are the percentage insights, their underlying metrics, and a little about the calculations used for them.

员工参与度百分比见解

|行为Behavior |百分比见解Percentage insight | 指标Metrics |计算Calculations | |---------|--------|--------------------|----------------------| |促进指导和开发Promote coaching and development |每周与经理的 1:1 时间少于 15 分钟的员工的百分比Percentage of employees who have less than 15 minutes of 1:1 time with their managers each week |与经理的会议时间 1:1Meeting hours with manager 1:1 |每周 1:1 与经理在一起的时间少于 15 分钟的员工百分比。Percentage of employees with less than 15 minutes of weekly 1:1 time with their managers. 为了考虑各种 1:1 会议频率,每月计算每个员工的总时间,并计算一周的平均时间。To account for various 1:1 meeting frequencies, the total time is calculated for each employee per month and averaged over a week. | |防止员工刻录Prevent employee burnout |每周工作时间超过一小时的员工百分比Percentage of employees who are working after hours for more than one hour each week |非工作时间指标After-hours metrics |在工作时间外通过电子邮件、呼叫、即时消息和会议进行协作的时间超过 1 小时的员工百分比。Percentage of employees who spend more than one hour collaborating through emails, calls, instant messages, and meetings outside of working hours. 此百分比每周计算一次,并在整个时段内进行平均值计算。This percentage is calculated weekly and averaged over the entire time period. | |推动员工增强能力Drive employee empowerment |大多数会议由经理参与的员工百分比Percentage of employees who have a majority of their meetings attended by their manager |与经理的会议小时数和会议时间Meeting hours with manager and meeting hours|在 50% 以上的会议时间中与经理一起参加会议的员工百分比。Percentage of employees who spend over 50 percent of their meeting hours with their manager present in the meeting. 此百分比每周计算一次,并在整个时段内进行平均值计算。This percentage is calculated weekly and averaged over the entire time period. | <!--

下面定义了视觉行为见解中显示的组织数据。The following defines the organizational data shown in the visual behavioral insights.

员工参与度视觉见解

行为Behavior 视觉见解Visual insight 定义Definition
促进指导和开发Promote coaching and development 每月 1:1 与经理的分配Distribution of monthly 1:1 time with managers 基于其每月与经理的会议时间 1:1 的员工百分比。Percentage of employees based on their monthly meeting hours with managers 1:1. 他们分为没有 1:1、介于零和 1 小时之间,以及一个月内与经理在一起超过一小时 1:1 的员工。They are divided into employees who have no 1:1s, between zero and one hour, and more than one hour of 1:1s with their manager in a month. 这些百分比按月计算,并在整个时段内进行平均值计算。These percentages are calculated monthly and averaged over the entire time period. 此图将 会议时间与经理 1:1 指标 一同使用。This graph uses the meeting hours with manager 1:1 metric.
防止员工刻录Prevent employee burnout 每周非工作时间协作的分布Distribution of weekly after-hours collaboration 基于每周的工作时间 协作的员工百分比Percentage of employees based on their weekly after-hours collaboration. 他们分为以下两类:工作时间少于 1 小时协作的员工、在一到五小时之间协作的工作时间的员工,以及花费超过 5 小时的非工作时间协作的员工。They are divided into employees who spend less than one hour collaborating after-hours, employees who spend between one to five hours collaborating after-hours, and employees who spend more than five hours collaborating after-hours. 这些百分比每周计算一次,并在整个时段内进行平均值计算。These percentages are calculated weekly and averaged over the entire time period.
推动员工增强能力Drive employee empowerment 经理-员工指导关系的分布Distribution of manager-employee coaching relationships 使用员工与经理在1:1中与经理一起花费的平均时间以及经理参与的会议小时数百分比,不同的经理-员工指导关系按员工时间百分比进行分组:Uses the average time employees spend with their managers in 1:1s and the percentage of meeting hours with manager in attendance, the different manager-employee coaching relationships are grouped by employee time percentages:
  • 指导 - 根据每月计算) 以及其经理在会议时间上花费少于 30% 的时间,每周平均花费超过 1:1 (15 分钟。Coached - Spend more than 15 minutes in 1:1s (weekly average based on the monthly calculation) and those who spend less than 30 percent of their meeting hours with their managers in attendance.
  • 共同参与 - 根据每月计算) 以及其经理参与会议时间超过 30% 的人,每周平均花费少于 1:1 的 1:1 (分钟数。Co-attended - Spend less than 15 minutes in 1:1s (weekly average based on the monthly calculation) and those who spend more than 30 percent of their meeting hours with their managers in attendance.
  • 托管 - 根据每月计算) 以及其经理在会议时间中花费超过 30% 的会议时间,每周平均花费超过 1:1 (分钟。Micromanaged - Spend more than 15 minutes in 1:1s (weekly average based on the monthly calculation) and those who spend more than 30 percent of their meeting hours with their managers in attendance.
  • 指导不足 - 根据每月计算结果) 以及其经理参与的会议时间少于 30% 的员工,每周平均花费少于 1:1 (15 分钟。Under-coached - Spend less than 15 minutes in 1:1s (weekly average based on the monthly calculation) and employees who have less than 30 percent of their meeting hours with their managers in attendance.
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采取措施Take action

可以选择" 查看见解 ",查看提高员工参与度的方法。You can select See your insights to see ways you can improve employee engagement. 根据你的角色,除"采取操作"中的建议外,还提供以下选项。Depending on your role, the following are available in addition to the recommendations within Take action.

  • 机会组- 列出受影响最大且从这些基于组织数据和行业研究的建议最佳做法或计划中获益最多的 组。Opportunity groups - Lists the groups who are most affected and would benefit the most from these recommended best practices or Plans, which are based on your organizational data and industry research.

  • 浏览统计数据– 以下建议链接指向有关组织的管理、指导和团队合作的 更深入数据Explore the stats – The following recommendations link to more in-depth data about your organization's management and coaching and teamwork. 以下每个 行为的"采取操作"部分中,选择 "查看你的 见解" > 浏览统计数据 以访问它们:In the Take action section for each of the following behaviors, select See your insights > Explore the stats to access them:

    行为Behavior 建议Recommendation 浏览统计信息Explore the stats
    促进指导和开发Promote coaching and development 提高指导频率Increase frequency of coaching 管理和训练Management and coaching
    防止员工刻录Prevent employee burnout 帮助员工断开连接Help employees disconnect TeamworkTeamwork
    推动员工增强能力Drive employee empowerment 增加信息共享Increase information sharing 管理和训练Management and coaching
  • 在 Power BI 中浏览 - 如果可用,则指向 Power BI 报告的链接,以对一个或多个建议进行更高级分析。Explore in Power BI - If available, links to Power BI reports for more advanced analysis for one or more of the recommendations.

  • 计划 - 打开一 个新 计划,你可以设置与一个或多个建议相关的计划。Plans - Opens a new Plan you can set up relating to one or more of the recommendations.

最佳做法Best practices

本节介绍以下每个行为为什么很重要,以及可帮助员工保持参与的最佳实践。This section describes why each of the following behaviors matter and the top best practices that can help keep employees engaged.

促进指导和开发Promote coaching and development

经理一对一 (1:1) 可以提高参与度和工作绩效,而缺少经理指导可能会导致员工脱离和离职。Manager one-on-one (1:1) time can improve engagement and job performance, while lack of manager coaching can cause employee disengagement and attrition. 根据《哪些出色的经理每天如何工作》中引用的一项研究,"一项高级经理的研究表明,员工参与度分数中至少 70% 的差异由经理是谁驱动。"According to the research referenced in What great managers do daily: "A Gallup study found that at least 70 percent of the variance in employee engagement scores is driven by who the boss is."

促进指导和开发的最佳方案之一是要求经理至少每月与直接下属安排 30 分钟一对一的会议,并要求他们负责实现该目标。One of the top best practices for promoting coaching and development is to require that managers schedule recurring 1:1 meetings with their direct reports for 30 minutes at least twice a month and hold them accountable for achieving that goal. 有关 安排和管理 一对一的帮助,请参阅"跟进你的团队"。See Catch up with your team for help with scheduling and managing your 1:1s.

有关更多最佳做法以及如何开发一对一对话系列,请参阅经理指导 最佳做法For more best practices and how to develop a 1:1 conversation series, see Best practices for manager coaching.

防止员工刻录Prevent employee burnout

"始终打开"和长时间工作带来压力可能会导致员工不工作。Pressure to "always be on" and long hours can lead to employee burnout. 员工在工作时间外协作所花的时间是消耗风险指标。The amount of time employees spend collaborating outside of business hours is an indicator of burnout risk.

根据"为什么拔下工作比我们认为更多的工作"中的研究,"新的研究和我们对于人类行为的不断了解告诉我们两个确实的方面:拔下电话比现在更加必要,真正拔下电话不是一项操作,而是一种社会协议 ,这是员工和公司必须一起创造的一种文化转变。"Based on research presented in the Why unplugging from work is more work than we think: "New research and our growing understanding about human behavior tell us two things for certain: that unplugging is more necessary than ever, and that true unplugging is not a single action but a social agreement — a culture shift that employees and companies must create together." 支持健康的方法:Ways to support wellbeing:

  • 使用 MyAnalytics 健康 数据了解非工作时间的工作习惯,并鼓励团队花时间断开连接和充值。Use MyAnalytics wellbeing data to learn about after-hours work habits and encourage your team to take time to disconnect and recharge.
  • 使用 Outlook 中的内联 建议自动延迟电子邮件传递,以便与为同事配置的工作时间保持一致。Use Inline suggestions in Outlook to automatically delay email delivery to align with configured working hours for coworkers.

有关更多最佳做法以及如何定义和共享工作时间,请参阅有关健康 的最佳方案For more best practices and how to define and share working hours, see Best practices for wellbeing.

推动员工增强能力Drive employee empowerment

实现自主性和开发对于员工参与度至关重要。Cultivating autonomy and development are essential for employee engagement. 通过使员工能够做出决策并应对新的挑战,使经理能够更有效并回收时间。By empowering employees to make decisions and tackle new challenges, enables managers to be more effective and reclaim time.

如何提高 团队的工作效率说明了"提高个人工作效率的关键是消除或委派不重要的任务,并将其替换为增值任务"。How to boost your team’s productivity explains that the "key to improving individual productivity is to eliminate or delegate unimportant tasks and replace them with value-added ones." 为员工提供能力的方法:Ways to empower employees:

有关更多最佳做法以及如何设置团队会议规则和策略,请参阅 会议的最佳实践For more best practices and how to set team meeting rules and policy, see Best practices for meetings.