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Employee Engagement Eroding, Says Mercer 2012 Survey


Wed Oct 10 2012


Employee engagement and loyalty eroding, according to Mercer’s 2012 Attraction and Retention Survey. The survey finds that with the improving economy and job market, concern about engaging employees and retaining critical talent is top of mind for many employers.  

Mercer’s 2012 Attraction and Retention Survey examines the challenges, strategies and tactics organizations are using to promote employee attraction, retention and engagement. It includes responses from more than 470 employers across all industries throughout the United States and Canada. 


According to the 2012 data, more than 40 percent of participating organizations are expanding their overall workforce compared to just 27 percent in 2010. Moreover, fewer organizations today than two years ago are making selected reductions to their workforce (16 percent versus 25 percent, respectively). Yet despite this positive news, almost twice as many organizations today are reporting reduced levels of employee engagement compared to two years ago (24 percent versus 13 percent, respectively). 

“Employee loyalty has been eroding the past few years due to companies’ responses to the economic downturn,” said Loree Griffith, principal with Mercer’s Rewards consulting business in the United States. 

Griffith adds, “Actions like layoffs, pay freezes and limited training opportunities have created an evolving employment deal for employees due to uncertainty about what is expected and how employees will be rewarded. Meanwhile, firms are still aggressively managing people costs while finding ways to re-energize and re-motivate engaged employees.”  

Turnover is another factor contributing to the attention employers are placing on employee engagement. Almost 60 percent of participating organizations are anticipating increases in voluntary turnover as the job market and economy continue to improve. Additionally, Mercer’s survey shows that certain positions are more sought-after than others because of skills shortages and market demand. These “hot jobs” include information technology, R&D/scientific engineering, and executives/top management. 

“Employees with the ‘right’ skill sets are in demand,” says Griffith. “Despite the increase in hiring, many firms are experiencing talent shortages due to critical gaps between skills employees possess and skills businesses need. Now more than ever, firms need to engage and develop their high potential employees and critical workforce segments.” 


Rewards, cash and non-cash, are continuing to play an important role in fostering employee engagement and retention, particularly in times of reduced base pay increases and smaller bonuses. According to Mercer’s survey, merit increases are back, with the large majority (95 percent) of organizations providing some form of increase for 2012. 

However, cash rewards are not the only consideration. As in 2010, organizations today are continuing to enhance the use of non-cash rewards to drive employee retention and engagement, particularly during times of limited merit budgets. 

The most prevalent non-cash reward programs implemented by organizations over the past 18 months include:  

  • communicating total reward value to employees (offered more by 25 percent of participating organizations)

  • use of social media to boost the employee work experience (25 percent)

  • formalized career paths (22 percent)

  • internal/external training (22 percent)

  • special recognition (22 percent). 

Many of these programs are consistent with those used two years ago. However, more organizations are using programs such as social media and team building events to enhance the work experience. In addition, the provision of training programs has expanded since 2010. 

Although use of non-cash rewards continues to grow, top reward elements that organizations expect to have the biggest impact on employee engagement and retention in 2012 are base pay increases (reported by 50 percent of participating organizations), followed by vertical career progression (47 percent) and leadership development (46 percent). Other reward elements that are viewed as having a moderate impact on employee engagement and retention include variable pay, health care benefits, work life programs, performance management, time off programs and training. 


“While non-cash programs like work life initiatives and formal career paths are important for employee engagement all the time, employers must revisit pay in light of the changing business environment to stay competitive, retain their top-performing employees and ultimately buy or build required skills for the future,” said Jeanie Adkins, partner and segment co-leader of Mercer’s Rewards consulting business in the United States.    

Mercer is a global consulting leader in talent, health, retirement, and investments. Mercer helps clients around the world advance the health, wealth, and performance of their most vital asset—their people. For more information, visit www.mercer.com; follow Mercer on Twitter @MercerInsights.

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