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Home » Keisha JP Co., Ltd. Approximately 70% of executives feel that employee engagement has improved through “sharing corporate goals and vision”

Keisha JP Co., Ltd. Approximately 70% of executives feel that employee engagement has improved through “sharing corporate goals and vision”

Management JP Co., Ltd.
Approximately 70% of executives feel that employee engagement has improved through “sharing corporate goals and vision”
“Enhancing welfare benefits” and “conducting regular employee surveys” have no effect on improving employee engagement! ? ……
Management JP Co., Ltd. (Headquarters: Shibuya-ku, Tokyo; President and CEO: Kazuyuki Inoue), which provides job change and career support services for executives, has approximately 3,500 male and female executives with whom they interact on a daily basis (100 valid responses). We asked respondents about what they are doing to improve employee engagement.
[Image 1: https://prtimes.jp/i/27686/36/resize/d27686-36-0e283597ed8a3495af09-0.png&s3=27686-36-497ff4f9caac0eda3c73a9006614f180-2535×669.png ]
Many people may think that improving employee engagement will lead to improved company performance, stronger recruitment capabilities, and higher employee retention rates. On the other hand, a survey by Gallup Inc. in the US released on June 12, “The State of the Global Workplace 2024,” found that employee engagement in Japan is at the lowest level, just like last year. Therefore, in this survey, we clarified the measures that are being taken within the company to improve employee engagement, and which measures are actually effective and necessary.
94.0% of executives realize the need to “improve engagement” Do you feel the need to “improve engagement”?
[Image 2: https://prtimes.jp/i/27686/36/resize/d27686-36-217e10838e5772827063-5.png&s3=27686-36-0b7eb9f45a25f9d355a89261205e762c-1438×839.png ]
Figure 1 Percentage of people who feel the need to “improve engagement” When asked about the need to improve employee engagement (see Figure 1), the majority of executives (94.0%) answered that they felt it was necessary, and 6.0% said they did not feel it was necessary. It was found that the percentage was very small. It seems that an
overwhelming number of executives feel the significance and necessity of improving employee engagement on a daily basis.
Measures implemented within the company to improve engagement The first place is “Sharing corporate goals and vision” (75.0%)
What measures are you implementing within your company to “improve engagement”?
[Image 3: https://prtimes.jp/i/27686/36/resize/d27686-36-428a204d2ca13b55dce9-2.png&s3=27686-36-ae1a18997c6c42a35907a43233812251-2209×1838.png ]
Figure 2 Measures implemented within the company to improve engagement (multiple answers possible)
When asked about measures being taken within the company to improve engagement, the most common response was “Sharing corporate goals and vision” at 75.0%, followed by “Internal communication such as 1-on-1 meetings” (66.0%), and “Improving work-life balance” (66.0%). ‘ was 51.0%. Many companies seem to encourage employee growth and improve engagement by sharing a company-wide vision and then reflecting on individual issues through one-on-one meetings. Additionally, some companies were promoting measures that went a step further, such as “leadership education for middle managers” and “cultivating a DE&I (diversity, equity, and inclusion) culture.” On the other hand, although it is a small number, 7.0% answered that they were not doing anything in particular. It seems that companies are divided into companies that have implemented a wide range of measures and companies that have not implemented any specific measures.
Approximately 60% felt that “sharing corporate goals and vision” and “internal communication such as 1on1 meetings” were effective in improving engagement.
What measures do you feel are effective in “improving engagement”?
[Image 4: https://prtimes.jp/i/27686/36/resize/d27686-36-4248b77c7021eed6f269-4.png&s3=27686-36-816fab8372f641caabb4b034dcc58a40-2209×1845.png ]
Figure 3 Among the measures taken within the company to improve engagement, what do you feel are effective (up to 3)
Furthermore, among the measures taken within the company, the most common response that was considered effective or necessary for improving engagement was “Sharing corporate goals and vision” at 66.7%, followed by “1on1 meetings etc.” “Internal communication” was 58.1%. “Sharing corporate goals and vision” and “internal communication such as 1on1 meetings” are actually being implemented in many companies, and many people seem to be seeing the effects. In addition, there are other things that need to be done, such as “daily encouragement” and “creating an environment where employees can enjoy working,” which are not just company-wide systems and measures, but also require encouragement, awareness-raising, and daily environmental maintenance in the course of daily work. There were also opinions.
Approximately 20% do not feel that “enhancing welfare benefits” and “regularly conducting employee surveys” have an effect on improving engagement.
What measures do you feel are ineffective in “improving engagement”?
[Image 5: https://prtimes.jp/i/27686/36/resize/d27686-36-b7cb3bec412be6b222e0-3.png&s3=27686-36-48e208e437da38f31382b7b7f5f55f32-2209×1845.png ]
Figure 4 Measures taken within the company to improve engagement that do not seem to be effective (up to 3)
On the other hand, when it comes to improving engagement, 46.2% of respondents answered that they do not think it is effective or necessary, followed by 23.7% of respondents who answered “enhancement of benefits,” and “on a regular basis.” 19.4% of respondents said they “take employee surveys.” Slightly less than half of people feel that all of the measures implemented within the company to improve engagement are effective, but only “enhancing welfare benefits” and “implementing employee surveys” are effective. It turns out that there are a certain number of people who say no. Other comments include, “There is a need for each measure, but the follow-up method is poor and the effects are not visible,” “I don’t feel the need for any measure that does not have a sense of significance (message),” and “I don’t see the need for any measures that I am working on.” There is also the opinion that it is important to not only implement measures, but also to make the significance of each measure known throughout the company, and to follow up after implementation. [Summary of survey results]
94.0% of executives realize the need to “improve engagement” The number one measure taken within the company to improve engagement is “Sharing corporate goals and vision” (75.0%)
Approximately 60% felt that “sharing corporate goals and vision” and “internal communication such as 1on1 meetings” were effective in improving engagement.
Approximately 20% do not feel that “enhancing welfare benefits” and “conducting regular employee surveys” have an effect on improving engagement.

Position ratio
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■Survey overview
・Implementation period: May 23, 2024 to June 20, 2024
・Survey target: Men and women involved in management and managerial positions ・Research institution: Management JP e-mail magazine members: Approximately 3,500 people (Number of valid responses: 100 people) ・Research method: Internet survey

■About Management JP Co., Ltd.
Our company operates four businesses in order to provide “the best place to gather, learn, and execute” in order to develop and produce ambitious managers and leaders who will lead Japan’s future. http://www.keieisha.jp/
More details about this release:
https://prtimes.jp/main/html/rd/p/000000036.000027686.html