Richmond Events News - May 2018

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Richmond Events

We’re back with our Richmond News Update for May 2018 and apologies for the gap while our website has been updated.
Our aim is to circulate information generated by our events that may be useful to both our customers and our potential customers.  This includes data generated through our Computer Appointment Systems, opinions presented or expressed at our forums, case studies and ideas from our customers and Research conducted with our Customers.

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The Gender Pay Gap, David Smith Economics Editor, The Sunday Times

It is a truth not always universally acknowledged that Britain has a gender pay gap. I say not always acknowledged because, for many years, people have tried to explain away the differences between male and female pay on the basis of what you might describe as compositional effects.

If men, in other words, are mainly doing different jobs than women, then a gender pay gap is not surprising, though that itself raises serious issues. Why, for example, should there be more male managers than female ones?

How Coaching Can Fuel the Bottom Line by Michael Bungay Stanier, Founder and CEO of Box of Crayons

When we talk about employee engagement, what does it really mean? Why do we bother to check in on the stats? A recent report by Aon Hewitt, 2017 Trends in Global Employee Engagement, indicates that employee engagement is waning. 

The study involved over a thousand organizations — and over 5 million employees — worldwide. It found that only 24% of employees are highly engaged and 39% are moderately engaged. Global engagement dropped from 65% in 2015 to 63% in 2016.

That’s just a little dip, right? Why should we be concerned?

Employee Engagement report

 Headline Findings

  • 79% of the panel feel employee engagement is essential within their organisation, with a further 17% feeling it’s nice to have.  
  • The panel feels that levels of employee engagement are higher within their department than they are for their organisation as a whole.  For their department 59% have high engagement versus 37% for the wider organisation.  There’s no real surprise that people feel their department is happier / smarter / more engaged than others but surely by default it means someone somewhere must be wrong?
  • 41% of the panel feel that engagement levels have increased within their organisations over the past 3 years, with 50% (though not necessarily the same people) expecting them to increase further over the next 12 months.
  • Of the organisations that measure employee engagement, the highest proportion do so annually, 56%, with a further 13% doing so on an ad-hoc basis.
  • In terms of who is responsible for an organisations employee engagement strategy, the HR department leads the way for 59% of the panel, followed by the Comms department, 13% and the CEO/MD, 12%.
  • The most popular measurement tools for employee engagement are questionnaires and staff appraisals.  Unofficial methods such as staff turnover and word of mouth are also used by many organisations.
  • 4% of the panel feel that less than 10% of employees within their organisations are prepared to go that extra mile, though a further 19% feel the figure is slightly higher: between 10%-25%.  On the flip side only 2% of the panel feel 90%+ of employees will go the extra mile and only 13% believe between 75%-90% will do likewise. 
  • The majority sit somewhere in between.  The average figure is 48% - making analysis relatively straightforward; for every person in your organisation prepared to go that extra mile, there’s someone who isn’t!
  • The three most important factors contributing to employee engagement are a good leadership team, good line management and a commitment to employee wellbeing.
  • The top 2 areas where the panel feels they need to increase employee engagement levels within their organisation are internal communications and good line management.  Maybe the two are linked………….
For the full report please contact David Clark (