CONNECTIONS An Edelman perspective on making meaningful employee connections that deepen engagement, build trust and accelerate business performance
HOW TO BUILD EMPLOYEE TRUST AND INCREASE BUSINESS PERFORMANCE Employee Engagement Insights from the 2016 Edelman Trust Barometer By Christopher Hannegan and Nick Howard, Employee Engagement Co-Leads The 2016 Edelman Trust Barometer is a wake-up call for business leaders who have failed to consider the importance of employee trust. For the first time ever, we added specific questions to our global survey to collect data on employees’ trust in companies. And the results were surprising. Only one in three people trust the company for which they work. Since employee engagement is critical to building trust among stakeholders, organizations are at risk of harming their reputations and hindering business performance if they don’t take action to close the trust gap. Find out more about the results and the actions you can take to build employee trust.
Inversion of Organizational Influence In addition, we learned that trust decreases as you go lower in an organization, with: • 64% of executives trusting their companies • 51% of managers trusting their companies • And 48% of rank and file employees trusting their companies
Increasing Influence of Experts, Peers, and Employees When it comes to forming opinions about companies, consumers view experts, peers, and employees as the most trusted sources, even more so than the CEO. In fact, employees are the most trusted source on how businesses perform, operate, manage crises, and treat their people. So if you’re not already tapping your employees to be company spokespeople, you should be. Enabling employees to share your stories externally with consumers can heighten your organization’s brand awareness and improve its perception in the market. However, before you turn your employees into advocates, you need to ensure they trust your organization. And currently only 65% of people globally trust the company for which they work.
So what does it mean to be a leader when there’s a division of trust, where influence no longer flows from the top down but the bottom up? It means the old ways of leadership won’t work. Senior leaders need to build relationships with employees – the same way they do with customers, partners, and investors. Similar rules apply: Be honest. Do what you say you’ll do. Admit when you’re wrong. Provide context. And listen. It’s far easier to trust a human being with a face, name, and values than a title on a business card.
CEO’s Behavior Affects Employee Trust Building trust is also not just what you say – it’s about what you do. Employees want their organizations and the people who lead them to be motivated by more than just profit and business performance. In fact, employees said they are more likely to perform better, recommend the company’s products and services, and stay with the organization if the CEO is actively and visibly engaged in societal issues.
© 2016 Edelman