PeopleX Co., Ltd.
The gap between the implementation rate and perceived effectiveness of measures to improve employee engagement has become apparent. “In-house newsletter/newsletter” introduced by 70% of companies ranks in the top 3 of “measures that do not feel effective”
[Employee Success Survey 2024 vol.1]
……
PeopleX Co., Ltd. (Headquarters: Shibuya-ku, Tokyo, Representative Director and CEO: Daichi Tachibana, hereinafter referred to as the Company) has 1,031 full-time employees (hereinafter referred to as HR) who are engaged in corporate human resources operations, and full-time employees engaged in duties other than human resources (hereinafter referred to as HR). We conducted a “Survey on Employee Success*1” targeting 1,026 people (hereinafter referred to as other occupations). The theme of this first installment is measures to improve employee engagement*2.
*1 Employee success: A comprehensive initiative in which a company aims to lead its employees to success and thereby improve business performance.
*2 Engagement: A state in which employees are passionate about their work and motivated to contribute to achieving the organization’s goals.
[Image 1: https://prtimes.jp/i/139786/6/resize/d139786-6-4fb94eff9e16c8a28d01-0.png&s3=139786-6-426c9929c2b675705185ee128526bcd4-1200×630.png ]
Investigation background
Employee success refers to a comprehensive approach by which a company aims to guide its employees to success and thereby improve business performance. Responding to changes in the environment surrounding companies, such as an increase in the proportion of mid-career hires in companies’ recruitment plans, an increasing turnover rate, demands for skill improvement due to structural changes to DX, and interest in improving engagement through human capital management disclosure. , a new HR paradigm shift.
The elements that make up employee success can be broadly broken down into three parts: engagement, enablement, and celebration. Therefore, it is necessary to work on various measures in parallel to achieve this goal.
This time, from this survey conducted to understand the actual state of employee success, we focused on 17 items of measures to improve engagement and analyzed the status of initiatives and satisfaction levels.
-Measures to improve engagement-
[Image 2: https://prtimes.jp/i/139786/6/resize/d139786-6-9fdb3da8018dc266a932-1.png&s3=139786-6-6c0a357336d2a71e3c8d065fa1e8a77e-2490×1120.png] Survey Results Summary vol.1 Engagement Edition
1. Ranking of implementation rate of engagement improvement measures Following mandatory and institutionalized measures such as health checkups, interviews with industrial physicians, and stress checks, there is a trend toward a high adoption rate of tools and measures that lead to more active internal communication.
2. Ranking of measures that HR and other occupations feel are effective Measures that seem to be effective for both human resources and other occupations focus on supporting “easy work” and “healthy work,” and tend to be more important than “remuneration.”
3. Ranking of measures that HR and other professions do not feel effective Although 70% of companies have introduced “company
newsletters/newsletters,” both HR and other professions feel that their effectiveness is low. The result is that the introduction rate of measures and the actual effectiveness are not proportional. 4. Ranking of measures that HR would like to introduce and other professions would like to introduce
“Interaction with management” is the most desired feature for human resources, and ranks 5th among other professions.
5. Ranking of engagement improvement measures that have not been implemented and reasons why they cannot be implemented
As for the measure they would like to introduce, “interaction with management” was ranked first in human resources, and fifth in other occupations, and the hurdle to implementation was “the decision-maker does not feel it is necessary.” The gap between the site and the person making the decision becomes clear.
Survey results details
1. Ranking of implementation rate of engagement improvement measures When we asked personnel and other occupations about the measures they have introduced to improve engagement, we found that 1st place was “well-being support systems such as health checkups and interviews with industrial physicians (84.5%),” and 2nd place was “stress checks (84.5%).” 77.8%)”, 3rd place: “Internal communication tools such as business chat (76.6%)”, 4th place: “Measures to promote real-time communication using online meeting tools, etc. (72.8%)”, 5th place: “In-house newsletter/newsletter” (71.0%).
[Image 3: https://prtimes.jp/i/139786/6/resize/d139786-6-630f1d2be6c8515ac41e-2.png&s3=139786-6-aa8ddea9fc1a2ef2aa749b51fb71ca01-1664×1354.png ]
In addition to mandatory and recommended measures such as health checkups, interviews with industrial physicians, and stress checks, over 70% of companies have introduced tools and measures to enable flexible work styles and online communication to help achieve this. I could see that it was happening.
2. Ranking of measures that HR and other professions feel are effective When we asked HR and other professions about the effectiveness of the measures they have introduced in their companies, both HR and other professions ranked first, “Flexible work systems such as flextime and remote work,” and fifth, ” The result is a flexible compensation system that includes performance pay and performance-linked bonuses. Ranked 2nd to 4th place, although in a different order, are “Measures to promote real-time communication using online conferencing tools, etc.,” “Internal communication tools such as business chat,” and “Well-being support system such as health checkups and interviews with industrial physicians.” Did.
[Image 4: https://prtimes.jp/i/139786/6/resize/d139786-6-408e99f56ecfc0e5f46f-3.png&s3=139786-6-9624624fbad1ee9da8d6edaa7bfe6bfa-1866×782.png ]
The top measures that were perceived to be effective for both human resources and other occupations focused on “easy work” and “measures for working healthily,” which tended to be more important than compensation, which came in fifth place.
3. Ranking of measures that HR and other occupations do not feel effective Similarly, when asked about measures that they felt were effective but did not, the number one answer for both human resources and other occupations was “stress checks.” Three of the items ranked 2nd to 5th are “in-house newsletter/newsletter,” “in-house questionnaires such as employee satisfaction surveys,” and “event measures such as company-wide general meetings where all employees gather,” which are similar to human resources and other occupations, although the order is different. The lineup is as follows.
[Image 5: https://prtimes.jp/i/139786/6/resize/d139786-6-10fb4408be4a11d4ab5f-4.png&s3=139786-6-c089c183ad9d13109bb0164e6ebd3f64-1950×846.png ]
Although 70% of companies have introduced in-house
newsletters/newsletters, the effects felt by human resources and other occupations tend to be weak, and the rate of implementation of the measures is not proportional to the actual effectiveness of the measures.
4. Ranking of measures that HR would like to introduce and other professions would like to introduce
When we asked people in human resources and other professions about measures they would like to introduce that their companies have not yet implemented, the number one answer from human resources was “measures that allow direct interaction with management on a regular basis,” and the number one answer from other jobs was “clear measures.” Disclosure of evaluation criteria.”
[Image 6: https://prtimes.jp/i/139786/6/resize/d139786-6-044e45657f0868f0bc74-5.png&s3=139786-6-3b54c15524ecd5f302e30a8e57a69fa6-1884×880.png ]
The top 5 items in the ranking of desired implementation remain unchanged for both human resources and other occupations, indicating that there is no discrepancy in the measures sought. “Interaction with management” was ranked first in human resources and fifth in other job categories, indicating a positive attitude towards further interaction between management and employees.
5. Ranking of engagement improvement measures that have not been implemented and reasons why they cannot be implemented
When we asked human resources personnel about the reasons why they were unable to implement measures that they had not yet introduced but would like to introduce, many of them cited “lack of
manpower/resources” and “the decision-maker does not feel the need for them.” I did.
[Image 7: https://prtimes.jp/i/139786/6/resize/d139786-6-60c11fcb66485263c050-6.png&s3=139786-6-cbbcfc1afe9964f424c4438ef541a48c-1692×1192.png ]
Regarding the number one measure that HR would like to introduce, “Measures that allow direct communication with management on a regular basis,” the number one reason for not being able to implement it was “Approval-makers do not feel the need.” The gap became clear. Where to apply for a detailed report
If you would like a more detailed report, please apply below. https://peoplework.jp/contact/request/research202401
Survey overview
Survey period: May 10, 2024 to May 13, 2024
Survey method: Internet survey
Research institution: Macromill
Survey target: 1,031 full-time employees engaged in human resources work, 1,026 full-time employees engaged in tasks other than human resources, a total of 2,057 people.
PeopleX Company Profile
Corporate name: PeopleX Co., Ltd.
Representative: Daichi Tachibana
Capital: 117 million yen (including capital reserves)
Location: 6-12-18 Jingumae, Shibuya-ku, Tokyo
Business overview: Development and operation of HR platform, etc. Website: https://peoplex.jp
Product site: https://peoplework.jp
Inquiries regarding this matter
PeopleX Co., Ltd. Public Relations TEL: 03-6683-4199 Mail: info@peoplex.jp More details about this release:
https://prtimes.jp/main/html/rd/p/000000006.000139786.html