ARAMARK Employee Engagement Fundamentals

Learner Guide
ARAMARK's Mission
Our mission at ARAMARK is to deliver experiences that enrich and nourish lives.
This mission is achieved through building:
Consumer Advocacy
Client Success
Employee Engagement
Shareholder Value
Local Communities
Building Employee Engagement is one of five key focus areas...but why?
Today's Business Environment
ARAMARK has had to focus on increasing productivity
Without the loss of quality, brand standards or competitive strength in the marketplace
With tight budgets and limited resources
It makes sense to focus on performance through the support, development and
engagement of our people
Organisations that are successful in today's business environment share one thing in
common
motivated, empowered employees
Employee Engagement
The link between engagement and performance is well proven
The more enthusiastic and motivated our people are
The more they will contribute
Studies show that firms with a highly engaged workforce can achieve
Revenue growth of 2.5 times that of their peers
A cut in employee turnover of up to 40 per cent
Employee engagement is about:
Commitment that employees feel toward their organisation
Willingness to recommend their organisation to friends and family
Pride that they feel about working for their organisation
Intentions to remain with their organisation
Discretionary effort
Willingness to go above and beyond the call of duty
Going the extra mile in order for their organisation to achieve success
Employee Enablement
Research shows that

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Nine out of ten employees say they are committed to success

Less than two-thirds believe they are as productive as they could be
Thats a lot of wasted potential
The missing piece is enablement
ARAMARK has partnered with Hay Group
A global management consulting firm
Specialising in employee engagement and enablement
Whose work shows that when employees are both engaged and enabled,
organisational performance increases dramatically.
Optimised Roles
The degree of alignment between employees and job requirements
Such as competencies, skills and education
Asks how well employee skills adequately match the roles that they are assigned
Supportive Environment
Structuring the work environment so it facilitates, rather than hinders individual
productivity
Removes obstacles and roadblocks to getting the job done
Employees have the essential resources to successfully perform their jobs
Including access to information, role clarity, feedback and technology
Think of engagement and enablement as a bicycle
Engagement is the body or frame of the bicycle
Enablement is the wheels
Both are important, but without the wheels, the bicycle is not going anywhere

Case for Engagement and Enablement

High Engagement Only

High Engagement
+High Enablement

Employee Performance

10%

50%

Employee Retention

-40%

-54%

Customer Satisfaction

71%

89%

Financial Success

2.5x

4.5x

Business Results

Research tells us that engagement is important, but engagement alone is not enough to
ensure optimal business performance
Four business results are impacted by high engagement and high enablement versus high
engagement only
Note: The Hay data shown here is the result of a study conducted across all industries
Employee Performance

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Highly engaged employees are 10% more likely to exceed performance expectations
Highly engaged and highly enabled employees are 50% more likely to outperform
expectations
Not only do they want to do the job
But they have the tools and training to perform it successfully
Employee Retention
Companies that enable employees demonstrate a total reduction in voluntary turnover
of 54%
Customer Satisfaction
Companies with low levels of engagement have customer satisfaction scores of 58%
Companies with high levels of engagement show customer satisfaction scores higher
than those of companies with low levels of engagement
Companies that both engage and enable employees demonstrate an increase in
customer satisfaction
Financial Success
Organisations in the top quartile in engagement
Demonstrate revenue growth 2.5 times that of organisations in the bottom quartile
Companies in the top quartile in both engagement and enablement
Achieve revenue growth 4.5 times greater
Focusing on both engagement and enablement will have a greater impact on our business
and on our bottom line, rather than by focusing on engagement alone

Employee Effectiveness

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Organisations with an engaged and enabled workforce perform better and are therefore
more effective
Dimensions of employee engagement include:
Clear and promising direction
Confidence in leaders
Quality and customer focus
Respect and recognition
Development opportunities
Diversity and inclusion
Dimensions of employee enablement include:
Performance management
Authority and empowerment
Resources
Training
Collaboration
Work, structure and process
Leaders seeking to improve the effectiveness of their employees need to determine
whether performance issues are the result of a:
Lack of engagement
Lack of enablement
Both
Action taken to improve performance will differ depending upon the answer.

Categories of Employee Effectiveness

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Most Effective
Employees who are above the norm in both engagement and enablement
They feel both engaged and enabled, which makes them well positioned to be optimally
effective in their jobs
Least Effective
Employees who fall below the norm in both engagement and enablement
Least-effective employees are not positioned to be optimally effective
Meaning that they do not feel engaged or enabled for success
Detached
Employees who are above the norm in enablement but below the norm in engagement.
They feel supported (enabled) to do their jobs, but they do not feel a strong connection
to the company (engaged)
Frustrated
Employees who fall above the norm in engagement but below the norm in enablement
They feel engaged, but are less enabled to do their jobs. This could cause a decrease
in their level of motivation or potentially cause them to leave the organisation
Represent a real lost opportunity for organisations

Cost of Doing Nothing

Impact on Revenue
Consider an industry with average revenue growth of 8%
A typical company with USD 5 billion in revenue would see revenue increase by
USD 400 million

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A company with top-quartile levels in employee engagement could expect an

increase of USD 1 billion.
A company in the top quartile in both engagement and enablement could anticipate
an increase of USD 1.8 billion

Impact on Turnover
Organisations in the top quartile in both engagement and enablement also exceed
industry averages on five-year:
Return on Assets (ROA)
Return on Investment (ROI)
Return on Equity (ROE)
Of 40% to 60%
Firms with high levels of engagement show employee turnover rates to be 40% lower
than companies with low levels of engagement
Companies that both engage and enable employees demonstrate a total reduction in
voluntary turnover of 54%
Cost of replacing employees to be between 50% and 150% of salary

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Impact on Employee Performance

Research linking employee survey data to performance ratings shows
Highly engaged employees are 10% more likely to exceed performance
expectations
Highly engaged and enabled employees are 50% more likely to outperform
expectations
Past studies have shown
A difference in productivity between superior and typical performers
Research linking employee survey data to performance ratings shows
Highly engaged employees are 10% more likely to exceed performance
expectations
Highly engaged and enabled employees are 50% more likely to outperform
expectations
Past studies have shown that the difference in productivity between superior and typical
performers is 35%
Dependent upon job complexity
For an organisation producing USD 10 billion of product with 20% of employees
exceeding performance expectations
Increasing the percentage of high performers 1.5 times (by transforming average
performers into superior performers)
Increases output by USD 350 million (i.e. if 10% of the population improves
performance by 35%, overall performance improvement across the entire population
is 3.5%)
Impact on Customer Performance
Research shows a correlation between
Superior service experience
Customer loyalty
Financial performance
Superior service experience can be directly related to the degree of employee
engagement in a company
Employees who know how they impact customers are more engaged
Engaged employees drive business results
Forward-thinking companies understand that increasing the connection between their
employees and their customers increases their business success
The bottom line is that employee effectiveness is critical to our success
The cost of doing nothing is not a price you or ARAMARK can afford to pay

Employee Engagement Survey Objectives

So, how do we measure the effectiveness of our workforce?
Through an Employee Engagement Survey
Survey objectives:

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Give employees the opportunity to voice their opinions regarding key organisational
measures
Interpret employee feedback to understand the drivers of employee engagement and
enablement
Provide local data for each department or business unit
Identify how we can continue to improve as a company

What the Survey Measures

Includes approximately 40-50 questions that measure:
Current levels of employee engagement;
How enabled ARAMARK employees believe themselves to be currently effective in their
jobs; and
Employee views on different dimensions of engagement and enablement, including
confidence in leadership, development opportunities, performance management and
access to training and resources.
Survey results will provide managers and leaders across the organisation with a clear
picture of where their employees currently are with regard to engagement and enablement,
as well as Line of Business and/or country-level areas of focus that can drive improvement
ARAMARK Employee Engagement Process
Consists of six (6) steps
Step 1: Administer Employee Engagement Survey
Administered to all ARAMARK hourly and salaried employees, worldwide
Survey is voluntary and confidential
Step 2: Analyse and Interpret Survey Results
Once the Survey administration period has closed, the results are compiled
All managers with four or more direct reports who participated in the Survey will receive
results to analyse and interpret
Data for teams with fewer than four Survey respondents will roll up to the next level of
management
Step 3: Share Survey Results and Prioritise Areas of Concern
Managers will then share the Survey results with their direct reports and prioritise areas
of concern
Step 4: Develop Action Plans Focused on Improvement
Action plans will then be developed with a focus on improving the prioritised areas of
concern
Step 5: Implement Action Plans
Once the action plans have been developed, they must be implemented
It is the responsibility of each and every manager across our organisation to ensure that
the actions plans have been implemented
Step 6: Follow Up and Communicate Progress
Managers are then responsible for following up on the implemented action plans and
communicating progress to their direct reports.
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This process ensures that we are fully aware of where our workforce stands with regard to
engagement and enablement
We can then take action to address areas of concern so that we have the most effective
workforce possible
If you are a manager with direct reports and are responsible for completing any of these
steps
You will receive additional training and information

Resources
Two Hay Group white papers were used as the primary sources of data provided on this
course Hay Group Insights Employee Effectiveness Framework: Research and Validation
Are You Missing Something?: Engaging and Enabling Employees for Success
These white papers detail the research and science behind the Hay Group methodology
Next Steps
You may be required to complete additional eLearning courses, including:
How to Interpret Engagement Survey Results
How to Conduct an Action Planning Session
You will be notified regarding any additional training that you are required to complete

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