Professional Documents
Culture Documents
An Edelman perspective on making meaningful employee connections that deepen engagement, build trust and accelerate business performance.
APRIL 2014
Its hardly a secret: Year after year, regular employees and particularly those with technical expertise are identified as some of the most trusted spokespeople a company can have. This is particularly relevant this year, given that trust in business has stabilized and people believe companies can simultaneously pursue self-interests while doing good work for society. Combined with a historically low trust in government, this dynamic opens the door for business to lead societal change, with employees strengthening an organizations credibility to do so. As this years results demonstrate, credibility does indeed come from within.
Employees and executives alike agree that treating employees well is one of the most important things a company can do to build trust, yet both groups said companies are underperforming in this regard. In previous years, executives have prioritized treatment of employees as a much lower driver of trust; this years data indicates leaders increasingly recognize how critical a companys relationship with its workforce is to overall trust. That said, when asked how well companies are actually treating employees relative to expectations, a significant gap emerged (27 percent) among the largest in the study indicating an opportunity for companies to take a good, hard look at how to become more trusted employers. Regular employees are more skeptical of nearly all information sources than executives. While those in senior positions tend to place greater trust in various information sources than regular employees do, both groups agree that a companys technical experts are highly credible. In addition, when it comes to the CEO, executives cited 12 percent greater trust than regular employees. Executives and employees agree that CEOs should build trust by engaging with employees about the business. When asked what actions a CEO could take to build trust in both themselves as well as their company, both employees and executives cite engaging employees regularly to discuss the state of the business. Perhaps not surprisingly, employees prioritize CEO interaction more highly than executives.
For more information, please contact Edelman Employee Engagement at employee.engagement@edelman.com. For more information, please contact Edelman Employee Engagement at EmployeeEngagement@edelman.com.
CONCLUSION
A steady, sustained rise in the credibility of employees, combined with the opportunity for business to lead the debate for societal change, shows that companies can authentically drive such conversations by amplifying the power of employees voices. This includes leveraging trusted internal experts as official external ambassadors, but also engaging and building relationships with all employees, bolstering support from every corner of the organization.
ABOUT US
Edelmans Employee Engagement Practice helps organizations accelerate business performance, delivered by highly engaged and trusted employees. We do this by making meaningful, trust-building connections connecting employees with the company, connecting employees with each other, and connecting employees with the outside world. We have a global network of employee engagement specialists who can develop engagement strategy; deploy the tools and processes to deliver it; create the multimedia channels and content that support it; and design the insight mechanisms to measure it. For more information, visit us at ee.edelman.com, follow us on Twitter at @EdelmanEE or email us at employee.engagement@edelman.com. Complete information about the 2014 Edelman Trust Barometer is available at Edelman.com/Trust2014. Specific data sets by industry and geography are available upon request.
For more information, please contact Edelman Employee Engagement at employee.engagement@edelman.com. For more information, please contact Edelman Employee Engagement at EmployeeEngagement@edelman.com.