Enhance Employee Engagement And Promote Global Business Success.

But it is obvious that in the current global business environment, job satisfaction is not enough to link employee performance to outstanding performance.

In the past few years, Mercer has launched the What s Working research in the world, hoping to understand and track employees' understanding and attitude towards work, find out the most motivating factors in different countries and regions, and develop reliable standard data or comparable data to help employers assess their employee engagement level with reference to national or regional benchmarks.

CEO, the director of human resources and other executives responsible for global human resources management can make use of the rich information provided by this research to enhance employee engagement, improve customer service, improve productivity and reduce turnover rate.

The national / regional culture determines the employee's experience and determines the employee's engagement.

Because for those employers who want to expand their global business, the issue of how to motivate employee engagement is becoming increasingly complex and more important as their employees' cultural backgrounds become more diversified.

Even when the working environment is the same, for example, when English is used as the primary communication language, cultural differences between countries and regions, economic development and market environment will have a huge impact on employee engagement.

As shown in page sixth, there is only one main motivating factor for employee engagement in the United Kingdom and the United States: self fulfillment, ranking first in the UK and second in the United States.

However, among the main motivating factors in the UK's top engagement, there are six factors that are consistent with the main motivating factors of employee engagement in China (the largest market in Asia).

Include:

- confidence and trust in leadership

- commendation and Awards

- Organizational Communication

Nevertheless, the best practices of enterprises are aware of the impact of national culture and regional culture on employee understanding, thus effectively integrating national / regional factors with global factors.

If the enterprise intends to make use of the meaningful enlightenment to formulate the strategy of human capital, it is not enough to rely solely on the internal investigation carried out by the enterprises themselves.

Enterprises must analyze the findings based on standard data or even historical data (available), so as to conduct a more comprehensive assessment of employee engagement.

For example, even if the survey shows that employees in a certain country or region evaluate the performance of an enterprise in a certain field, the information of the head of the enterprise alone is not sure whether the situation is normal for the country.

Generally speaking, no matter which stage the employee is in the continuum of engagement, the enterprise must optimize the working relationship between the employee and the employer through the management work, so as to push the employee engagement into the next stage.

Satisfied employees fulfill their job responsibilities and are satisfied with terms and conditions of employment.

At the same time, they are not necessarily dedicated team members, and often do not make greater efforts.

However, in general, they value personal goals more than team goals or business goals.

They are committed to the enterprise and are optimistic about the future of the enterprise.

They spare no effort to devote themselves to the highest standards, and integrate their innovative spirit into their own and their team's work.

They will take the initiative to find ways to help achieve business goals.

They are generous with their products and services, and recommend them as ideal office workers.

It is found that employee performance is the most important factor in performance at this stage.

Business executives can't take it for granted that the global economy means similar labor resources.

Enterprises must make use of correct research results instead of informal impression or creed to formulate human resources strategy for specific national / regional citizens.

When analyzing employee survey results, business leaders must make data conform to national / regional standards, so as to correctly interpret the performance of different countries / regions.

It is the business factors that generate employee engagement that create employer brand, and vice versa.

The mode of operation of an enterprise is the embodiment of its culture - the way of treating employees, the way employees treat their colleagues and customers, and the way of management is closely related to their dedication.