Major New American Workforce Survey: Majority of Workers Believe Their Bosses
Lack Integrity and Fairness;
37% of Managers Indifferent to Their Company's Fate
NEW YORK, Jan. 21 /PRNewswire/ -- More than half of American workers
question the basic morality of their organizations' top leaders and say that
their managers do not treat them fairly, according to results of a
just-released, representative, nationwide survey of 7,718 American workers
aged 18 and over.
Reacting to ongoing corporate scandals, accelerating outsourcing and
continued downsizing, only 36 percent of workers said they believed top
managers acted with honesty and integrity. Even fewer (29 percent) believe
management cares about advancing employee skills, while one-third of all
workers feel they have reached a dead end at their jobs.
Sponsored by 24 leading U.S. companies, the "New Employer/Employee
Equation Survey" was conducted by Harris Interactive, Inc. for Age Wave, an
independent think tank that counsels business and government on issues
impacting an aging society, and The Concours Group, a global consultancy
advising senior executives.
"This survey, an unusually broad-based look at today's workforce,
indicates a dramatic shift in traditional workplace attitudes, preferences,
needs, and aspirations," said Ken Dychtwald, Ph.D. of Age Wave.
The wide-ranging "New Employer/Employee Equation Survey" covers workers'
views on work, engagement in the workplace, benefits, forms of compensation,
employer competence and integrity, and retirement.
Facing a growing shortage of qualified workers and an aging workforce,
employers must move rapidly to develop strategies for dealing with these
emerging multi-generational workforce issues, the researchers found.
Other key findings:
* Small firm employees feel far more engaged in their work than their
corporate counterparts.
* Older workers are the most satisfied, the most engaged in their work,
and the least likely to feel burned out.
* Younger workers are the most distressed and restless, and they feel the
least amount of loyalty to their employers.
* Substantial numbers of employees feel dead-ended and are seeking
changes at work or new jobs altogether.
* Job security, health care coverage and professional development are
valued above additional compensation.
Age Wave and Concours are currently constructing a model of the new
segments of the American workforce based on the survey and aimed at helping
employers understand and engage all of their different types of workers more
effectively. The authors believe that in the 21st century workplace, the
ability to manage "diversity" of work style, work stage and attitudes toward
employment will drive success in recruiting, retaining and motivating the most
talented and productive employee base.
"Management gurus talk about the difference between satisfied customers
and delighted customers," Tamara Erickson, executive vice president of the
Concours Group, said. "Today, one of the most important things employers can
do is convert merely satisfied employees into enthusiastic, engaged employees.
This survey provides many specific indicators of how to do just that, while
also reengaging management on behalf of the company and its workforce."
The survey results run counter to long-held beliefs in a number of key
workplace categories, including:
Job Satisfaction vs. Engagement
Across the American workforce, only 45 percent of workers say they are
satisfied (33 percent) or extremely satisfied (12 percent) with their jobs.
At the same time, a much lower number actually feel very "engaged" by their
jobs. Only 20 percent feel very passionate about their jobs; less than
15 percent agree that they feel strongly energized by their work; and only
31 percent (strongly or moderately) believe that their employer inspires the
best in them.
Managers: Part of the Problem
Managers were only slightly more positive about the organizations they are
charged with leading than employees as a whole. While nearly two-thirds
(63 percent) agree that they care about the fate of their organization -- more
than one-third, surprisingly, do not. Slightly more than one-third of managers
surveyed feel that their organizations inspire the best in them or are willing
to promote their organization as being a great place to work.
Benefits and Satisfaction
Given the rising costs of coverage, it's no surprise that one of the major
issues facing corporate America is providing health coverage to employees.
The data suggest these pressures are compounded by the fact that overall
health care coverage is the number one employee priority -- more important
than future retirement coverage, prescription drug or other benefits. Beyond
traditional benefits, workers are increasingly seeking jobs that provide them
with opportunities to learn and to grow.
Worker Burnout
Increasing numbers of employees are coping with burnout (42 percent),
while one-third (33 percent) believe they have reached a dead end in their
jobs, and 21 percent are eager to change their jobs.
Burnout will be an especially critical concern for American companies as
demographers predict that retiring baby boomers will create a shortfall in
professional and skilled workers over the next five years.
Firm Size Makes a Difference
Employees at small firms (49 employees or less) report far greater job
satisfaction than do employees at large firms. They are more likely to feel
"energized" by their work (44 percent vs. 28 percent at large firms) and "very
passionate" about their job (53 percent vs. 36 percent).
Large firms are much more likely to offer a more robust platter of
benefits beyond basic compensation than small companies. These include bonus
compensation (44 percent vs. 24 percent); stock options or grants (50 percent
vs. 7 percent); retirement savings plan (83 percent vs. 29 percent), annual
pay raises (74 percent vs. 34 percent), and life insurance (80 percent vs.
31 percent).
Despite the more generous benefits provided by large firms, employees of
smaller companies are much more engaged and are more likely to "really care
about the fate of this organization" (64 percent of small companies vs.
47 percent of large firms). They are also more willing to put forth extra
effort to help the organization succeed (61 percent vs. 43 percent), to agree
that the organization inspires the best in them (44 percent vs. 24 percent),
and to say that they would "accept almost any job to keep working here"
(29 percent vs. 16 percent).
Retirement Only One Option
While many workers expect to retire at certain ages (25 percent between
ages 61 and 65; 16 percent between ages 66 and 75), today a whopping
34 percent say they NEVER plan to retire.
Traditional views of retirement are changing dramatically, with many
planning to keep working in some manner after retiring. Of those, 12 percent
say they plan to work full-time, 39 percent part-time, and 49 percent to cycle
back and forth between working and not working. Older workers will provide
companies with a valuable pool from which to address skill and labor
shortages. However, organizations will have to rethink how best to attract and
accommodate these older workers and their preferred work schedules.
Time Off and Family Life
Nearly all workers were seeking more time off -- and a better balance
between work and leisure. When asked which mattered more -- paid maternity
leave, flexible work schedules, or more paid vacation time -- workers
overwhelming ranked more paid vacation time as their single biggest desire.
This response received more than twice as many votes as both a more flexible
work schedule and paid maternity leave. In addition, as the workforce ages,
employers will likely have to accommodate their employees' need to spend more
time with family members, many of whom are older. Twice as many employees
surveyed were becoming grandparents than having a new child themselves. While
a third of the workforce (33 percent) is involved with raising children,
13 percent find themselves empty nesters adjusting to children leaving home.
The Methodology
The New Employee/Employer Equation was conducted by Harris Interactive
from June 2 to June 16, 2004, among a scientifically representative sample of
7,718 employees 18 and over across the country who worked at least 30 hours
per week. Many months were required to properly evaluate and analyze the
massive data. The interviews included overweighted samples of employees of
large firms (5,000 or more employees), managers, professionals, and of those
65 and over to yield separate analyses of these workforce segments.
NOTE TO EDITORS: To obtain the full results of The New Employer/Employee
Equation or to schedule an interview with Ken Dychtwald, Tamara Erickson or
Bob Morison, please contact William G. Armstrong Jr. at The Dilenschneider
Group, 212-922-0900 (warmstrong@dgi-nyc.com).
About Age Wave
Under the leadership of Founder Dr. Ken Dychtwald, Age Wave guides Fortune
500 companies and governments in product/service development for boomers and
mature adults. http://www.agewave.com
About The Concours Group
The Concours Group works with senior executives at more than 300 of the
Global 1000 to master critical issues in management and to turn human capital
and technological potential into business value. http://www.concoursgroup.com
About Harris Interactive
Harris Interactive Inc., the 15th largest and fastest-growing market
research firm in the world, is a Rochester, N.Y.-based global research company
that blends premier strategic consulting with innovative and efficient methods
of investigation, analysis and application. Known for The Harris Poll and for
pioneering Internet-based research methods, Harris Interactive conducts
proprietary and public research to help its clients achieve clear, material
and enduring results. http://www.harrisinteractive.com
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