employee engagement survey 2017 bdms group

Prepared by Aon Hewitt Thailand

Presentation to Bangkok Dusit Medical Services

Employee Engagement Survey 2017 BDMS Group Bangkok Dusit Medical Services

December 2017

Aon Hewitt | Thailand | Talent, Rewards & Performance Proprietary & Confidential 2

Meeting Objectives

• To present results and findings from the Employee Engagement Survey 2017 of BDMS Group

• To provide recommendations for potential areas of improvement to enhance your employee engagement

Aon Hewitt | Thailand | Talent, Rewards & Performance Proprietary & Confidential 3

Contents

1. Executive Summary

2. Detailed Survey Results

3. Recommendations

Proprietary & Confidential 4 Proprietary & Confidential

1. Executive Summary

Proprietary & Confidential 5

There are a number of drivers affecting the engagement outcomes and ultimately the business outcomes


Executive Summary for BDMS Group (2017)

Overall engagement score of BDMS Group 2% from last year (2016)

2% from Thailand average (2014 – 2017)

27% from Thailand Best Employers (2017)

3% from Global Healthcare Providers

Priority Areas

= 61% which is…

Effectiveness Score

Customer focus 77% Diversity & inclusion 74% Brand 72%

Reward & recognition 54% Talent & staffing 57% Communication 59%

Management 72% 25 years and above 80%

RN 52%

Clinical Officer 54% 6 months to 9 years 56-57%

By Job Group and YoS

Key Findings: Hot Spots

By Group

BDMS 59% Group 1 (Bangkok) 50% Group 2 (Samitivej) 66% Group 3 (Bangkok/ E) 45% Group 4 (Bangkok/ N, NE) 63% Group 5 (PYT) 77% Group 5 (Paolo) 71% Group 6 (Bangkok/ S) 52% Group 7 66% Non-hospital 41%


Overall engagement score of BDMS Group (2017) is 61%.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

APAC

External Benchmark

Bottom Quartile (0-51%) Moderate Zone (51-73%) Top Quartile (73-100%)

27 points 88%

Thailand-Best Employers-2017

2 points 63%

Thailand - Mid Year (2014-2017)

2 points 59%

2016

61%

Overall Engagement Score

Differences may appear one percentage point higher or lower than

expected due to rounding.

3 points 64%

Global Healthcare Providers


Phyathai Group has the highest engagement score at 77% while Non-hospital group has the lowest score at 41%

For non-hospital , the lowest engagement group, the dimension priorities fall in these areas which are quite similar to overall areas of improvement for the group:

1. Enabling infrastructure: Unclear processes and procedures

2. Collaboration: Limited collaboration among physicians, nurses, and medical support

3. Career opportunities: Unclear career path

4. Rewards & Recognition: The benefit plan meets the employees’ needs

5. Collaboration: Limited collaboration to achieve shared KPIs

61%

59%

50%

66%

45%

63%

77%

71%

52%

66%

41%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

BDMS Group

BDMS

Group1

Group2

Group3

Group4

Group5 Phyathai

Group5 Paolo

Group6

Group7

Group Non-hospital

Engagement Score

Engagement Score


Engagement Score Comparison: By hospital (1/5)

APAC 2016 Thailand - Mid Year (2014-

2017)

Thailand-Best Employers-

2017

Global-Custom-Healthcare

Providers and Services-

Mid Year(2014-2017)

BDMS Group +2 -2 -27 -3

BDMS_Hospital -5 -4 -29 -5

Group 1: BCT +35 +11 -14 +10

Group 1: BHN -15 -20 -45 -21

Group 1: BHQ -2 -16 -41 -17

Group 1: BMR -3 -9 -34 -10

Group 1: BSN -6 +9 -16 +8

Group 1: MPH +9 +13 -12 +12

Group 1: RAH +11 -17 -42 -18

Group 1: RPH -9 -33 -58 -34


61%

59%

74%

43%

47%

54%

72%

76%

46%

30%

Difference in % Engaged vs.




2017)


2017



Mid Year(2014-2017)

Group 2: BNH +8 -7 -32 -8

Group 2: SCH +9 +21 -4 +20

Group 2: SNH -1 +9 -16 +8

Group 2: SSH +4 -7 -32 -8

Group 2: STH +13 +1 -24 0

Group 2: SVH +11 +9 -16 +8

Group 3: BCH -2 -19 -44 -20

Group 3: BPH +1 -23 -48 -24

Group 3: BRH 0 -18 -43 -19

Group 3: BTH -2 -7 -32 -8


56%

84%

72%

56%

64%

72%

44%

40%

45%

56%





2017)


2017



Mid Year(2014-2017)

Group 3: SRH -5 -7 -32 -8

Group 4: BCM +10 -11 -36 -12

Group 4: BHP -9 -28 -53 -29

Group 4: BKH +22 +12 -13 +11

Group 4: BKN -1 +5 -20 +4

Group 4: BPD -1 +16 -9 +15

Group 4: BPL -16 -4 -29 -5

Group 4: BUD +4 -6 -31 -7

Group 5: PLC +1 0 -25 -1

Group 5: PLP +4 +12 -13 +11


56%

52%

35%

75%

68%

79%

59%

57%

63%

75%





2017)


2017



Mid Year(2014-2017)

Group 5: PLR -12 -3 -28 -4

Group 5: PLS +15 +14 -11 +13

Group 5: PT1 -2 +20 -5 +19

Group 5: PT2 -1 +16 -9 +15

Group 5: PT3 +2 +17 -8 +16

Group 5: PTN -6 -4 -29 -5

Group 5: PTS -2 +16 -9 +15

Group 6: BHH +11 -6 -31 -7

Group 6: BPK +6 -25 -50 -26

Group 6: BSH +3 +7 -18 +6


60%

77%

83%

79%

80%

59%

79%

57%

38%

70%





2017)


2017



Mid Year(2014-2017)

Group 6: BSR -- +4 -21 +3

Group 6: DBK +14 +3 -22 +2

Group 6: SIH +14 -9 -34 -10

Group 7: N Health +2 +3 -22 +2

Group 7: ACC -8 +6 -19 +5

FHF +4 -9 -34 -10

Group 7: GLS -6 -33 -58 -34


67%

66%

54%

66%

69%

54%

30%



Engagement | 61%

Although the ‘SAY’ questions seem to have higher scores, one of the ‘STAY’ scores requires your attention.

SAY

STAY

STRIVE

STRIVE

STAY

SAY

Item 2016 Thailand - Mid Year

(2014-2017)

Thailand-Best

Employers-2017

I would not hesitate to recommend this organization to a friend seeking employment

+4 +7 -16

It would take a lot to get me to leave this organization -3 +5 -16

This organization motivates me to contribute more than is normally required to complete my work

0 +6 -21

This organization inspires me to do my best work every day +15 +4 -22

I feel it is not necessary to tell others great things about working here

-4 -11 -30

I have been thinking about leaving this organization to work somewhere else in the past 1 year

-4 -3 -30

75

70

65

64

61

52

18

17

22

23

17

12

4

7

8

9

9

14

3

6

5

5

13

23

% Positive Perception % Positive Hesitance

% Negative Hesitance % Negative Perception


In BDMS Group, 24% of employees are highly engaged and the number is equal to Global Healthcare Providers but slightly less than Thailand average.

Thailand - Mid Year (2014-2017) -3 +5 -2 -1

Thailand-Best Employers-2017 +6 +22 +8 -36

Global Healthcare Providers -5 +8 -5 0


Engagem

ent

Custo

mer

Focus

Div

ers

ity &

In

clu

sio

n

Bra

nd

Culture

Safe

ty

Superv

isio

n

Work

Tasks

Learn

ing &

D

evelo

pm

ent

Perf

orm

ance

Managem

ent

Work

/Life

Bala

nce

Senio

r Leaders

hip

BU

/Div

isio

n

Leaders

hip

Em

pow

erm

en/

Auth

onom

y

Enabling

Infr

astr

uctu

re

Care

er

Opport

unitie

s

Collabora

tion

Com

munic

ation

Tale

nt

and

sta

ffin

g

Rew

ard

s &

Recognitio

n

Distance From

2016 +2 0 +6 -1 0 -8 -3 -1 -2 +2 +13 -1 -1 +2 +5 0 -1 0 -2 -3

Thailand - Mid Year (2014-2017) -2 +6 +8 +2 -- +1 +3 +4 +4 +3 +6 +2 -- +1 +7 +2 -7 +7 +3 -3

Thailand-Best Employers-2017 -27 -- -16 -19 -- -- -16 -20 -22 -23 -16 -21 -- -23 -18 -26 -40 -- -29 -31

Most favorable dimension is ‘Customer Focus’, and the least is in ‘Rewards & Recognition’. In addition, ‘Work/ Life Balance’ is most improved from last year.

61%

77% 74% 72% 72% 72% 70% 69% 67% 66% 66% 65% 61% 61% 60% 59% 59% 59% 57% 54%

0%

20%

40%

60%

80%

100%


Top 10 items: Most employees agree that the Group has excellent ‘brand’ reputation and poses high importance to the ‘customer’.

Dimension Item 2016 Thailand - Mid

Year (2014-2017)

Thailand-Best

Employers-2017

Brand This organization has an excellent reputation among its community -3 +7 -12

Brand I am proud to be part of this organization 0 +3 -13

Customer Focus We regularly seek input from our customers (Internal and External Customers)

-1 +3 --

Brand This is a socially and environmentally responsible organization +3 +5 -15

Engagement I would not hesitate to recommend this organization to a friend seeking employment

+4 +7 -16

Work Tasks My work challenges me to use my knowledge and skills fully -1 +4 --

Diversity & Inclusion I feel this organization values diversity (e.g., age, gender, ethnicity, language, education qualifications, ideas, and perspectives)

+6 +8 -16

Culture I see other people in this hospital/organization provide service with wholeheart politeness

0 -- --

Culture I see other people in this hospital/organization willingly abide by their profession's ethic

-1 -- --

Customer Focus We are responsive to the changing needs of our customers +1 +9 --

83

81

80

78

75

75

74

74

74

74

14

15

15

18

18

19

19

21

21

19

2

2

3

3

4

4

4

4

4

5

1

1

1

1

3

2

2

1

2

2




Bottom 10 Items: However, the employees perceive limited ‘collaboration’ to achieve common goals, unclear ‘processes and procedures’, and issues in ‘people management’.

Dimension Item 2016 Thailand - Mid

Year (2014-2017)

Thailand-Best

Employers-2017

Collaboration My coworkers work independently to achieve KPI only for themselves 0 -28 -47

Enabling Infrastructure

Our processes and procedures are unclear and not support me to work well

+2 -6 --

Rewards & Recognition

I am paid fairly for the contributions I make to the organization’s success

0 -5 -35

Career Opportunities I do not know what career opportunities are available to me +1 -3 -32


I feel I do not get adequate support from our HR department, whenever required

-3 -- --

Collaboration I do not see strong cooperation between physicians, nurses and medical support in my department.

+1 -4 -34

Engagement I have been thinking about leaving this organization to work somewhere else in the past 1 year

-4 -3 -30


My performance has a significant impact on my pay -7 -7 -35

Senior Leadership I see the organization actively takes actions from the result of the previous employee engagement survey to improve the engagement level

-5 -9 --


I receive appropriate recognition (beyond my pay and benefits) for my contributions and accomplishments

-1 +4 -25

38

46

47

49

51

52

52

52

53

56

18

18

23

19

19

17

12

24

24

25

18

19

15

16

14

14

14

13

12

11

26

17

15

16

16

17

23

11

11

8




Top 3 common topics voiced by the employees in all groups include ‘Rewards & Recognition’, ‘Communication’, and ‘Collaboration’, respectively.

Rewards & Recognition Communication Collaboration

Pay

• Different salary standard among hospitals in

the same group, e.g. position allowance is not

applicable for same position in different

hospitals • The pay is not competitive and does not match

the work load and current cost of living

• The merit increase does not motivate the

employees

• The starting rate of new joiners is higher than

employees with longer YoS

• OT should be paid as actual OT working hours

Benefits

• Benefit plan is not flexible to meet the needs of

younger generation

• Decreasing benefit items/ amount makes us

feel insecure

• Expect better benefit items/ amount, e.g.

medical allowance for parents, food subsidy,

transportation allowance/ service, etc.

• Be more open, polite, and sympathetic

• Inaccurate information

• Unclear communication among service offers,

causing delay of service delivery

• Limited communication regarding changes in the organisation

• Limited communication to hand over the

patients’ case, causing redundant work and patients’ cost

• Ineffective communication among service

officers both verbally (unclear/ inaccurate

messages) and nonverbally (facial expression,

tone of voice, gestures), causing poor service

delivery

• Limited communication and training about

newly introduced technology, e.g. e-clinical

• Limited collaboration among related teams,

focusing only on own tasks

• Be more open to comments and opinions to

develop better service

• Limited collaboration to solve work issues, • No one takes accountability when issues arise

• Inadequate sense of teamwork and sympathy

to help each other to achieve team’s goals


RWA3 analysis focuses on the areas you should take action in order to boost the employee engagement


While limited ‘collaboration’ and unclear ‘processes and procedures’ are key priorities for improvement, actions from ‘Leadership’ and certain aspects of ‘People Management’ are also issues to take good care. (1/2)

Rank Dimension Item % Favorable Thailand - Mid Year

(2014-2017)

1 Collaboration My coworkers work independently to achieve KPI only for themselves

9 Collaboration I do not see strong cooperation between physicians, nurses and medical support in my department.

12 Collaboration The communication across different departments at Organization is effective

2 Enabling Infrastructure Our processes and procedures are unclear and not support me to work well

4 Enabling Infrastructure I feel I do not get adequate support from our HR department, whenever required

3 Senior Leadership I see the organization actively takes actions from the result of the previous employee engagement survey to improve the engagement level

15 Senior Leadership Senior leadership rarely walk the talk and employee rarely meet them

5 Career Opportunities I do not know what career opportunities are available to me

6 Rewards & Recognition I am paid fairly for the contributions I make to the organization’s success

8 Rewards & Recognition My performance has a significant impact on my pay

10 Rewards & Recognition Overall, this organization's benefit plan meets my (and my family’s) needs well

14 Rewards & Recognition If this organization does well, I will appropriately share in its financial success

-28

-4

-6

-9

-1

-3

-5

-7

-3

-4

38%

52%

57%

46%

51%

53%

59%

49%

47%

52%

57%

58%




(2014-2017)

7 Performance Management I do not understand how my work goals relate to the organization's goals

11 BU/Division Leadership Division Director / Manager rarely walk the talk and employee rarely meet them

13 Brand This organization delivers on the promises it makes to its employees

-9

-2

57%

57%

58%


Dimension priorities for improvement are similar in most groups.

Rank Dimension Item BDMS Group1 Group2 Group3 Group4 Group5 (PYT)

Group5 (Paolo)

Group6 Group7 Non-hospital


x x x x x x x x x x

2 Enabling Infrastructure

Our processes and procedures are unclear and not support me to work well

x x x x x x x x x x

3 Senior Leadership

I see the organization actively takes actions from the result of the previous employee engagement survey to improve the engagement level

x x x x x x x x x x

4 Enabling Infrastructure

I feel I do not get adequate support from our HR department, whenever required

x x x x x x x x x x

5 Career Opportunities

I do not know what career opportunities are available to me

x x x x x x x x x x

6 Rewards & Recognition

I am paid fairly for the contributions I make to the organization’s success

x x x x x x x x x

7 Performance Management

I do not understand how my work goals relate to the organization's goals

x x x x x x x x x x


My performance has a significant impact on my pay

x x x x x x x x x x


x x x x x x x x x x


Overall, this organization's benefit plan meets my (and my family’s) needs well x x x x x x x

11 BU/Division Leadership

Division Director / Manager rarely walk the talk and employee rarely meet them

x x x x x x x


x x x x x x x


x x x x x x x x x


If this organization does well, I will appropriately share in its financial success

x x x x x x

15 Senior Leadership

Senior leadership rarely walk the talk and employee rarely meet them

x x x x x x x


Some priorities for improvement are unique and to be taken care by each group.

BDMS

• Career Opportunities: This organization provides a great opportunity for people to do job rotation

• Enabling Infrastructure: HR department is proactive in setting HR strategies and guidelines that are necessary to meet the hospital's business in the future.

• Senior Leadership: Senior leadership is open and honest in communication

• Enabling Infrastructure: This organization provides the support I need to develop ideas that will help make it more successful

Group 1

• Career Opportunities: My future career opportunities here look good

• Rewards & Recognition: I receive appropriate recognition (beyond my pay and benefits) for my contributions and accomplishments

Group 2



Group 3


• Brand: I can clearly explain what makes working here different from other organizations

Group 4


• Rewards & Recognition: I receive appropriate recognition (beyond my pay and benefits) for my contributions and accomplishments

Group 5 (Phyathai)



Group 5 (Paolo)

• (All priorities are identical BDMS Group)

Group 6


Group 7

Enabling Infrastructure: HR department is proactive in setting HR strategies and guidelines that are necessary to meet the hospital's business in the future.

Non-hospital




In summary, the areas to IMPROVE are in ‘Collaboration’, ‘Enabling Infrastructure’, ‘People Management’, and ‘Leadership’.

Collaboration


Leadership

People Management

Areas to IMPROVE Areas to REVIEW & BUILD ON

• Lack of collaboration to achieve shared KPIs

• Limited cooperation between physicians,

nurses, and medical support

• Unclear processes and procedures

• inadequate support from HR

• Unclear understanding of linkage between

own goals and organisation’s goals

• Unclear career opportunities

• Fair pay to the contribution

• Impact of performance on pay

• Senior leadership and BU/ Division leadership

rarely walk the talk and be approachable

• Delivering on the promises made to the

employees

• Benefit plan meets employees’ needs

• Financial share from organisation’s success

• Ineffective communication across departments

• Senior leadership seriously takes actions to

improve the engagement level


2. Detailed Survey Results


There is no significant score difference between male and female in most group except Non-hospital group where male is less engaged.

61%

67%

51%

63%

49%

63%

78%

70%

53%

68%

32%

61%

55%

50%

67%

44%

63%

77%

72%

52%

65%

49%

20%

30%

40%

50%

60%

70%

80%

90%

BDMS Group BDMS Group1 Group2 Group3 Group4 Group5

Phyathai

Group5 Paolo Group6 Group7 Group Non-

hospital

En

ga

ge

me

nt

Sco

re

Gender

Male

Female


Senior employees are highly engaged in all groups, but most employees from 20 to 34 years old seem to be less engaged.

57%

50%

61%

42%

61%

67% 65%

53%

62%

37%

55%

47%

42%

61%

37%

59%

73%

65%

48%

62%

36%

64%

57%

54%

71%

51%

69%

81%

78%

53%

71%

48%

74%

67% 65%

76%

61%

72%

86%

83%

63%

74%

47%

82% 80%

75%

81%

71%

88% 90%

82%

65%

93%

30%

40%

50%

60%

70%

80%

90%

100%


Phyathai


hospital

En

ga

ge

me

nt

Sco

re

Age

Less than 20 years of age

Greater than 20 years up to 24




54 years and above

Remark: No demographic results shown in some groups due to less than 10 respondents.


While most employees with more than 19 YoS are more engaged in most groups, employees with 6 months up to 9 years of service are likely to be less engaged.

30%

40%

50%

60%

70%

80%

90%

100%


Phyathai


hospital

En

ga

ge

me

nt

Sco

re

Year of Service

Less than 6 months

6 months to 2 years

Greater than 2 years up to 5 years

Greater than 5 years up to 9 years




25 years and above



Most employees with education lower than Bachelor’s degree are likely to be more engaged than those with higher education background.

81%

71% 72%

44%

70%

88% 90%

82% 82%

68%

61%

72%

46%

68%

80%

72%

56%

84%

67%

62%

67%

49%

67%

79%

70%

62%

73%

58%

81%

46%

64%

43%

61%

75%

69%

50%

64%

41%

58%

43%

52%

65%

57%

69%

72%

75%

50%

55%

41%

68%

60%

30%

40%

50%

60%

70%

80%

90%

100%


Phyathai


hospital

En

ga

ge

me

nt

Sco

re

Education

Primary School

High School

Diploma

Bachelor's degree

Master's degree

*PhD



While Management group is the most engaged in most groups, the Clinical Officer group is the hot spot to take care.


72%

62% 61%

79%

65%

74%

85%

80%

70%

74%

33%

52%

42%

60%

36%

57%

70%

64%

46%

63%

54%

72%

44%

66%

77%

68%

58%

70%

54%

40%

68%

32%

57%

63% 63%

45%

60%

65%

58%

72%

52%

72% 72% 73%

55%

80%

63%

58%

54%

62%

49%

64%

83%

76%

49%

65%

42%

30%

40%

50%

60%

70%

80%

90%


Phyathai


hospital

En

ga

ge

me

nt

Sco

re

Job Group

Management

RN

PN / NA / Patient Assistant

Clinical Officer

Assistant Clinical Officer

Non – Clinical Officer


Most HOD/ Department Managers and Division Managers are highly engaged; on the contrary, Officers appear to be least engaged in most groups.

67%

57%

70%

48%

64%

80%

73%

57%

78%

55% 56%

60%

45%

63%

39%

72% 73%

67%

48%

60%

41%

69%

56%

62%

74%

60%

57%

86%

78%

60%

72%

35%

70%

57%

50%

78%

65% 66%

82%

86%

67%

74%

58%

79%

50%

78%

97%

57%

79%

71%

78%

65%

70%

59%

74%

30%

40%

50%

60%

70%

80%

90%

100%


Phyathai

Group5

Paolo

Group6 Group7 Group Non-

hospital

En

ga

ge

me

nt

Sco

re

Job Level

Staff

Officer

HOD/Department Manager & Deputy/Asst.

Division Manager & Deputy/Asst.

Director & Deputy/Asst.

Executives


3. Recommendations


RWA3 analysis focuses on the areas you should take action in order to improve the engagement




(2014-2017)




2 Enabling Infrastructure Our processes and procedures are unclear and not support me to work well

4 Enabling Infrastructure I feel I do not get adequate support from our HR department, whenever required

3 Senior Leadership I see the organization actively takes actions from the result of the previous employee engagement survey to improve the engagement level

15 Senior Leadership Senior leadership rarely walk the talk and employee rarely meet them

5 Career Opportunities I do not know what career opportunities are available to me

6 Rewards & Recognition I am paid fairly for the contributions I make to the organization’s success

8 Rewards & Recognition My performance has a significant impact on my pay

10 Rewards & Recognition Overall, this organization's benefit plan meets my (and my family’s) needs well

14 Rewards & Recognition If this organization does well, I will appropriately share in its financial success

-28

-4

-6

-9

-1

-3

-5

-7

-3

-4

38%

52%

57%

46%

51%

53%

59%

49%

47%

52%

57%

58%




(2014-2017)

7 Performance Management I do not understand how my work goals relate to the organization's goals

11 BU/Division Leadership Division Director / Manager rarely walk the talk and employee rarely meet them


-9

-2

57%

57%

58%


In summary, the areas to IMPROVE are in ‘Collaboration’, ‘Enabling Infrastructure’, ‘People Management’, and ‘Leadership’.

Collaboration


Leadership

People Management

Areas to IMPROVE Areas to REVIEW & BUILD ON

• Lack of collaboration to achieve shared KPIs

• Limited cooperation between physicians,

nurses, and medical support

• Unclear processes and procedures

• inadequate support from HR

• Unclear understanding of linkage between

own goals and organisation’s goals

• Unclear career opportunities

• Fair pay to the contribution

• Impact of performance on pay

• Senior leadership and BU/ Division leadership

rarely walk the talk and be approachable

• Delivering on the promises made to the

employees

• Benefit plan meets employees’ needs

• Financial share from organisation’s success

• Ineffective communication across departments

• Senior leadership seriously takes actions to

improve the engagement level


Recommendations: Improving the employee engagement is not responsible by any one leader or HR but ALL.

Collaboration (All employees)

• Provide constructive ideas for the

engagement improvement plan

• Focus on both individual KPIs and

team goals

• Actively share knowledge and skills

using existing collaboration tools in

a constructive manner

• Seek for advice regarding the

development and opportunities for

career growth

People Management (HR)

Excellent HR Support

• Assign dedicated HR partners to support each BU

• Enhance the skills for HR team regarding HR knowledge and service

delivery

• Initiate Collaboration mindset

Career Opportunities

• Communicate career opportunities via internal channels and drive to

promote from within and job rotation

• Provide career counselling for employees

Performance Management

• Provide PMS training to supervisors and employees, from goal setting,

monitoring, evaluating, and rewarding


• Review reward structure regularly and ensure both internal and external

competitiveness

• Initiate ways to do non-monetary recognition, e.g. employee of the month

People Management (Managers/ Supervisors)

Engagement Improvement

• Develop team’s engagement improvement plan, involving all team members to share their ideas

• Inspire the sense of teamwork and collaboration among team members and

across teams to achieve common goals

Career Opportunities

• Provide coaching for development and career growth

• Promote from within and do job rotation within the team where applicable

for team development

• Encourage knowledge sharing within or across related team

Performance Management

• Make clear goal setting for both team and individual KPIs

• Evaluate performance with fairness and transparency, distinguishing

between high and average performers


• Recognise the team for good performance or any achievements

• Be open and conduct 2-way communication regularly to update team

changes or success

• Regularly check the team’s engagement by asking how the team members feel

Leadership (Group/ BU Head)

• Make the engagement improvement as one of the strategic plan and implement to improve the overall group priorities

• Delegate each group to develop own engagement improvement plan, especially the group with low score

• Continually monitor the implementation progress and communicate to the employees to acknowledge the taken actions and improvement


• Identify the unclear processes and procedures; review, update, and make them accessible for the users through various channels, e.g. intranet, shared drive, library, etc.

• Enhance supporting channels from HR, e.g. hotline, live chat, HRBP, HR line group, etc.

• Promote the use of existing collaboration tools within the organisation to share knowledge, skills, and useful information


ข้อมูลเพือ่ตดิตอ่

Nilnatre Saiviwat

Senior Consultant

Aon Hewitt Thailand

+668 9 164 4163

[email protected]

Thanyachit Yaemwajee

Consultant

Aon Hewitt Thailand

+669.6942.9895

[email protected]

mailto:[email protected]



employee engagement survey 2017 bdms group

Documents