Quantum Workplace Releases 10th Annual Employee Engagement Trends Report; Reveals Details on Engagement Pre- and Post-Pandemic

2020 Report Provides Detailed Insights into how the Best Companies to Work for in America Engage and Retain Talent; Major finding was Disengaged Employees were 3.3 times More Likely to Leave their Companies within 90 days of Being Surveyed

Quantum Workplace, a leading provider of comprehensive employee engagement and performance software as well as the North American leader in data collection for nearly 50 Best Places to Work Programs across North America, announced today the release of its 10th Annual Trends Report: How Americas Best Places to Work Engage and Retain Top Talent.

The report captures and highlights best practices centered around engaging, leveraging, understanding and retaining talent. For the 2020 report, Quantum Workplace leveraged data pulled from 1.2 million employee engagement surveys the Company collected from more than 12,000 companies across 43 cities in 27 states. Since 2015, as part of its Best Places to Work surveys leadership position, Quantum Workplace collected more than five million surveys across 51,000 organizations from the same geographic areas.

In the 2020 report, Quantum Workplace reveals how successful organizations maximize their talent throughout the employee lifecycle. The Company showcases what these organizations do differently and pinpoints direct, evidence-based practices that lead to successful teams and organizations, thereby enhancing engagement and elevating performance. The report also references the impact on engagement amid workplace changes in light of COVID-19.

Among the most important findings were:

  • Disengaged employees were 3.3 times more likely to leave their companies within 90 days of taking an engagement survey when compared with highly engaged employees.

  • Three out of four employees are currently highly engaged with their work, despite working remotely due to COVID-19.

  • When goals and accountabilities are clearly communicated, employees are 2.8x more likely to be highly engaged.

  • When employees believe they will be recognized by their employers, they are 2.7x more likely to be highly engaged.

  • When employees believe their immediate manager directly cares about their development, they are 3.1x more likely to be highly engaged (83%) than those who do not (27%).

In the most robust analysis Quantum Workplace has issued to date, the Company reveals how America’s Best Places to Work have been attracting, engaging and retaining top talent. This data, coupled with analysis about external economic and workplace trends, real-life case studies, and advice from the Company’s own employee engagement experts, shows readers how to transform insights into action in the workplace.

The report consists of four chapters outlined in a way to easily understand engagement as well as retention trends and highlights best practices to this end:

  • Chapter One: Engaging Your Talent

  • Chapter Two: Leveraging Your Talent

  • Chapter Three: Understanding Your Talent

  • Chapter Four: Retaining Your Talent

Each section showcases trends, strategic employee success advice, perceptions from the Company’s workplace insights experts and highlights from successful companies who have improved their engagement and performance. The content of the report is designed to help organizations better focus on and enhance their engagement processes and programs and aid them as they implement relevant

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Column: Coronavirus and the great workplace debate – John Kemp

LONDON (Reuters) – Decisions on where and how to work are embodied in trillions of dollars of investment worldwide, including the siting of commercial and residential real estate as well as transportation systems and other infrastructure.

FILE PHOTO: A woman prepares a coffee as she works in a house while workers are forced to work from home and demand payback for extra home office costs during the coronavirus disease (COVID-19) outbreak in Sassenheim, Netherlands October 2, 2020. REUTERS/Eva Plevier

Even a small shift in work patterns and behaviour can unleash hundreds of billions of dollars of new capital spending, while devaluing older assets that are no longer fully utilised.

The enormous investments in employment, real estate, transport, energy supply and other utilities ensure they have considerable stickiness or inertia, with changes normally measured over decades.

Occasionally, however, the system’s ordinary evolution is accelerated by a shock such as war, revolution, disaster, disease or technological change, speeding the creation of new investments and obsolescence of old ones.

Though there is normally strong opposition to system-level changes, the disruptive forces can sometimes become so strong that they overcome the natural inertia and result in rapid change (“The lever of riches: technological creativity and economic progress”, Mokyr, 1990).


COVID-19 is becoming a prime candidate as a change accelerator because of its magnitude (the largest economic disturbance since the Second World War) and duration (likely to be more than 12 months).

The pandemic has left parts of the system largely unchanged, including agriculture, mining, manufacturing and freight transport, where the nature of the work limits changes that can be made to its location or performance.

But other parts, including retailing, professional and business services, travel and tourism, hospitality, entertainment and higher education, have been hit by the largest shock since 1945.

The affected industries are particularly clustered in primary cities and global hubs, which explains why the epidemic is centred on such places and poses the greatest challenge to their future.

For similar reasons, the biggest impact has been in the advanced economies of North America and Europe, where these industries account for a higher share of employment and output.


In North America and Europe, the epidemic has forced a reassessment of the desirability of working in large, densely populated cities and relying heavily on public transport.

Remote working has become a necessity for some and highly desirable for many others, accelerating a trend already in motion.

History is full of examples of princes, merchants and wealthy individuals temporarily fleeing plague-hit cities for the safety of small towns and the countryside (“The Decameron”, Boccaccio, 1353). But what makes the coronavirus crisis different is that communications technology now enables them to stay there after the epidemic is brought under control.

Nonetheless, central workplaces and cities continue to have advantages, including professional networking, creative interactions and transmission of expertise from more experienced to less experienced workers.

While some of the advantages from centralised working benefit individual employees, others accrue to employers and landowners, giving

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Some things will never change, but remote toil could revamp the workplace landscape

SALT LAKE CITY — While the numbers are down significantly from a peak early in the COVID-19 pandemic, some 33 million U.S. workers are still toiling from remote locations in a massive, albeit compulsory, experiment in redefining the American workplace.

According to data from the U.S. Bureau of Labor Statistics, those 33 million employees represent just under a quarter of the total U.S. workforce, and the Utah Department of Workforce Services believes that ratio likely holds up amid the state’s 1.6 million wage earners.

The timeline for a safe, en masse return to the in-person workplace remains hazy, but it’s becoming increasingly clear that many of those now grinding it out from home are having a fine time and are in no hurry to revert to commuter days. With the increasing possibility of a tidal wave of new, permanently out-of-office employees comes the realization the workplaces left behind last spring by the 400,000 or so current remote Utah workers may never look the same again.

Some 40% of the respondents in a new Deseret News/Hinckley Institute of Politics poll said they were working from home either partially or fully, and 30% said they believe their remote work situations won’t change by the end of the year. The survey of 1,000 likely Utah voters was conducted Oct. 12-17 by independent pollster Scott Rasmussen. It has a margin of error of plus or minus 3.1 percentage points.

Drew Ellsworth, a part-time clerk, stocks wine at a state liquor store in Salt Lake City on Friday, Oct. 23, 2020.

Drew Ellsworth, a part-time clerk, stocks wine at a state liquor store in Salt Lake City on Friday, Oct. 23, 2020.
Kristin Murphy, Deseret News

A survey conducted by the Utah Clean Air Partnership of 7,500 Utah employees and employers found that an overwhelming majority of those working from home reported numerous benefits like increased productivity, zero commute times, money savings and increased time with loved ones. Employers also logged rosy reports, noting their own cost savings, improved employee attitudes and increased productivity.

High employee satisfaction has also been an earmark of the state of Utah’s foray into remote work and it’s one that started, quite serendipitously, well before COVID-19 became part of the landscape.

Jeff Mottishaw, senior consultant for the Utah Governor’s Office of Management and Budget, said the state began winding up an effort to conduct a broad test of telecommuting back in 2018. The idea was to assess whether remote working could help the state reach multiple, and disparate, goals in one fell swoop.

Mottishaw said a successful launch of teleworking at scale could help address air quality issues by taking cars off the road, mitigate an increasing shortage of physical workspace for state employees, move a portion of the jobs concentrated along the Wasatch Front to rural Utah communities yearning for some economic gusto, and help boost employee productivity and morale by adopting some new and positive work flexibility options.

Freddie Rico rings up Sam Tyler at a state liquor store in Salt Lake City on Friday, Oct. 23, 2020.

Freddie Rico rings up Sam Tyler at a state liquor store in Salt Lake City on Friday, Oct. 23, 2020.
Kristin Murphy, Deseret News

The state launched a beta test in

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Workhuman Introduces a Charter of Workplace Rights; Urges Organizations to Advance Toward More Just, Inclusive, and Innovative Human Workplaces

Baystate Health, Cisco, and Schneider Electric announced as first Workhuman Certified Enterprises, sparking movement that is open to all progressive organizations and professionals committed to making work more human

Workhuman®, the world’s fastest-growing Social Recognition and Continuous Performance Management platform, today unveiled the Workhuman Charter of Workplace Rights and accompanying Workhuman® Certified program during the Workhuman Live Online broadcast. This new program provides a clear path of action for progressive companies and leaders who are pioneering effective ways to create more human workplaces, and Baystate Health, Cisco, and Schneider Electric are among the first Enterprises to be recognized for their commitment.

“We are in unprecedented times. The work environment has changed significantly, and today’s employees are demanding more. In fact, 88 percent would prefer to work for a company that has a clear policy on employee rights,” said Eric Mosley, Workhuman co-founder and CEO. “This is a wake-up call and a call-to-action for both organizations and professionals; an opportunity to put a stake in the ground and be celebrated as a positive disruptor. While today’s leaders and employees want to be forward thinking and are eager to help drive change, knowing where to start often plagues progress. Workhuman Certified gives HR leaders and practitioners a distinct next step.”

New data from Workhuman shows that employees are passionate about these issues. In fact, employees said being paid fairly is most important when it comes to being satisfied and happy at work, but a third (33.3%) of workers don’t feel they’re being paid fairly enough. While fair pay is an issue that organizations will need to overcome, employees are also fighting for the right to work-life harmony. According to the survey, less than 50% of remote employees say they feel a better balance between work life and personal life than when they were in the office.

Baystate Health, Cisco, and Schneider Electric are the First Enterprises to be Recognized

At today’s Workhuman Live Online event, thousands of HR leaders and professionals heard how Workhuman Certified Enterprises Baystate Health, Cisco, and Schneider Electric approach certain Workplace Rights:

Francine Katsoudas, EVP and Chief People Officer at Cisco, discussed pay equity: “We’ve been incredibly focused on pay parity for the last five years. What that means for us is that we really focus on ensuring that every employee, regardless of where they are in the world, is paid fairly. We look at their role. We look at location. We look at the amount of experience and ensure that no one has fallen behind. And I will tell you that as quickly as pay is changing, it requires a tremendous amount of work to really stay on top of that. And one of the things that we’ll always balance, as a company, is how do you pay for performance and ensure that no one is falling behind as well.”

Tina Kao Mylon, SVP of Talent and Diversity at Schneider Electric, discussed sustainability: “Our purpose is to empower all to make the most

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