Study on employer attractiveness shows: attractive companies are also more successful
The zeag GmbH (centre for employer attraction) sees itself as a kind of quality supervisor for medium sized companies. The centre awards test certificates, nominates the employer of the year and, with the TopJob trends study, each year throws a light on another topic of working life together with the University of St. Gallen.
In 2015 it was the turn of employer attractiveness. The inquiry did not focus on people who just entered the job market – but on 16.274 long-standing employees and executives from 96 middle class companies. What is it that makes an employer especially attractive for those men and women, members of the generation X (born between 1966 and 1975) and Y (born between 1977 and 1994)? What are the biggest killers of attraction? And – not forgetting: Does the effort to increase the employer attraction pay off?
Happy employees produce better work
To start off: The effort to be an attractive employer indeed pays off, as a comparison of business figures of the most attractive and the least attractive companies showed. The companies with the happiest employees achieved a one per cent higher company results, 12 per cent more Return on Investment, and they were 12 per cent more innovative than the least attractive companies. Such a high attraction radiates: the most attractive companies could also fascinate their customers 12% more than the companies at the other end of the spectre.
And what must companies, according to Top Job-Study, now do to become attractive employers?
Attraction factors, attraction killers: summary of the study’s results
Surprisingly internal entrepreneurship turned out to be attraction factor number one for women. This choice might be seen as the wish for less routine, more innovation and one’s own responsibility in everyday life. The further rankings are taken by learning opportunities and aspects of good employee guidance. Attraction killer: the acceleration trap, resigning inactivity and centralization.
Equally surprising: The men taking part in the study indeed considered family orientation of their employer just as important as a culture of mutual trust and the possibility to live internal entrepreneurship. They largely agreed on the assessment of the attraction killers mentioned by the women.
Generation and sex differences almost identical … and contra-intuitive
Generation Y sets its priorities similar to the total number of women. Generation X, on the other hand, predominantly shares the values of men. Here again to take down: For women and the generation Y as a whole the family orientation of the employer does not – according to Top-Job-Study – play any significant role.
Less unexpected: women and members of generation Y who are dissatisfied with their employer more quickly feel emotionally exhausted and consider notice of employment more often than men and generation X.
On the other hand commitment towards the company profits from higher employer attractiveness – independent of sex and age. More commitment means a positive attitude, more engagement, and more efforts. And that, in the end, also improves the results of the company. The top job-study presents it to you in cold print.