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Wal-MartChinaAssociatesEngagementSurveyResultPresentationNov.,2005AgendaWhyMeasureEmployeeEngagement?Wal-MartAssociateOpinionSurveyIntroductionSurveyBackground:WhyDoWeConducttheSurvey?ParticipantProfileSurveyMethodologyInterpretingtheResultsKeyFindingsEngagementResultsPositiveAreasNeed-to-improvedAreasBenchmarksandComparisonSuggestedInitiativesBestPracticesforAchievingSustainedEngagementResultsWhatWillImproveifEngagementScoreisIncreased?WhyMeasureEmployeeEngagement?ImprovingBusinessResultsThroughEngagingPeopleIndividualLifeGoalsandStrategiesIndividualCapabilitiesPeopleRequirementsandTalentStrategyEmploymentRelationshipPeopleManagementPracticesIndividualPrioritiesandEngagementEngagementBusinessResultsandStrategiesBusinessCapabilitiesWhyEngagementMatters:

BusinessNeedsServiceQualityFeaturesProblemResolutionPrice/

RelativeValueEmployeeBehaviorRecom-

mendationRetentionExpansionBusinessPerformanceCustomerSatisfaction/

ValueCustomerValueDriversWhyEngagementMatters:

EmployeeNeedsEmployeeEngagementEmployeeBehaviorTurnoverRecommendEmployeesRecommendProducts/ServicesCreatenewProducts/ServicesCustomerServiceProductivityOpportunityQualityofLifeCultureTotalCompensationLeadershipRelationshipsWorkActivitiesWal-MartAssociateOpinionSurveyIntroductionSurveyBackground:WhyDoWeConducttheSurvey?TheAssociateOpinionSurveyisaveryimportantpartoftheGrassRootsprocess.Itletsuslook,inanobjectiveway,athowassociatesfeelaboutworkingatWal-Mart.Itletsusmeasurewhetherwe’vedoneagoodjobovertimeofhelpingtomakeWal-Martabetterplacetowork.ItprovidesafoundationfortheGrassRootsmeetings,givingmanagersdirectionfortheirdiscussions.Andittellsuswheretoconcentrateourresourcesinordertoraiseourassociateengagementthemostovertime.ParticipantsProfile–ByDivisionParticipantProfile–ByGradeEngagementSatisfactionEngagementBackgroundConsistentlyspeakpositivelyabouttheorganizationtocoworkers,potentialemployees,andmostcritically,customers(currentandpotential)SayAnintensedesiretobeamemberoftheorganizationStayExertextraeffortandengageinworkthatcontributestobusinesssuccessStriveWhatisEngagement?Engagementisthestateofemotionalandintellectualinvolvementorcommitmentofanemployeetoanorganization.SignificantresearchandexperienceshowstrongevidencethathigherlevelsofEngagementcombinedwithappropriatecapabilityproducestrongerbusinessresultsandsustainablecompetitiveadvantage.Engagedemployeesareproductive,innovativeandtakeownershipoftheirresults.ThreekeybehavioursindicatestrongEngagement.TheEngagementModelProceduresPoliciesProcessesValuingPeopleProcessesCompensationPayBenefitsPeopleSeniorManagementBusinessUnitManagerImmediateManagerCo–workersDiversity

OpportunitiesCareerOpportunitiesRecognitionTrainingQualityofLifeWork/LifeBalancePhysicalWorkEnvironmentSafetyLocationEngagementWorkIntrinsicMotivationInfluenceWorkTasksResourcesIntheEngagementSurvey,employeesrespondedtoeachitembyindicatingtheirlevelofagreement/disagreementwithparticularattributesandbehavioursintheorganization.AnoverallEmployeeEngagementiscalculatedfromemployeeresponsestoasetnumberofquestions(seebelow).Thesequestions,indicatethedegreetowhichemployeeswill“Say”,“Stay”and“Strive”atthecompany:IwouldrecommendWal-Marttoafriendseekingemployment. Giventheopportunity,ItellothersgreatthingsaboutworkingatWal-Mart.

ItwouldtakealottogetmetoleaveWal-Mart. IrarelythinkaboutleavingWal-Marttoworksomewhereelse.

Wal-Martinspiresmetodomybestworkeveryday. Wal-MartmotivatesmetocontributemorethanisnormallyrequiredtocompletemyworkTheEmployeeEngagementscoreisthepercentageofemployeeswhoindividuallyscoredanaverageof>=4.5onSay,StayandStrivequestionsInterpretingtheEngagementScoreSayStayStriveSam’sClubThecombinedproportionofresponsesfor‘5’and‘6’(‘‘Agree’and‘StronglyAgree’)Resultsshownonthegraphicchartinthereportinclude:Thecombinedproportionofresponsesfor‘1’and‘2’(‘StronglyDisagree’and‘Disagree’).Theproportionofresponsesaseither‘3’,where‘3’is‘SlightlyDisagree’onthe6pointscale.Theproportionofresponsesaseither‘4’,where‘4’is‘SlightlyAgree’onthe6pointscale.Thecombinedproportionofresponsesfor‘5’and‘6’(‘Agree’and‘StronglyAgree’).HomeOfficeStoreTheproportionofresponsesaseither‘3’,where‘3’is‘SlightlyDisagree’onthe6pointscaleTheproportionofresponsesaseither‘4’,where‘4’is‘SlightlyAgree’onthe6pointscaleInterpretingtheDetailedResults

GraphsThecombinedproportionofresponsesfor‘1’and‘2’(‘StronglyDisagree’and‘Disagree’)LogisticsReadingtheSummaryReportsTeamEngagement:HomeOfficeReportMyDepartmentMyDivisionTop20%ofdepartments*OverallResults(PercentageofEngagedEmployees)62%54%62%

EngagedAssociatesarecommittedtodoingtheirbestworkforWal-Mart.They: ?SAYgreatthingsaboutWal-Martandtheirfacility, ?WanttoSTAYatWal-Mart,and ?STRIVEtogoaboveandbeyondtohelpWal-MartandtheirfacilitysucceedTakingAction!Theseareareasthathavethehighestpotentialtoincreaseyourassociateengagementinyourfacility.You’llwanttofocusonthese.3AreasForAction…ToBestMotivateMyTeam(inorderofimportance)CareerOpportunities:IfeelIcanhaveagreatcareeratWal-MartRecognition:Ireceiveappropriaterecognition(beyondmypay)formycontributionsandaccomplishmentsStore/Club/DepartmentManagement:IseestrongevidenceofeffectiveleadershipfrommyManagementteam.MaintainThese!Theseareareasthathavehighpotentialtodecreaseengagementinyourfacility.You’llwanttomaintainwhatyou’recurrentlydoingright.3AreastoMaintain…KeepUptheGoodWorkinTheseAreas(inorderofimportance)MeaningfulWork:Igetasenseofaccomplishmentfrommywork.CompanyReputation:IamproudofwhatWal-Martgivestomylocalcommunity.WorkTasks:Itrulyenjoymyday-to-dayworktasks.ReadingtheDetailReportThescoreofthequestionisthepercentageoftheemployeeswhomarktheresponseasfavorable.KeyFindingsEngagementResultChinaOverallHomeOfficeStoresSam'sClubLogisticsFacilityNormsEngagementScore54%54%54%50%46%52%1.IwouldrecommendWal-Marttoafriendseekingemployment60%61%61%57%51%55%6.Giventheopportunity,Itellothersgreatthingsaboutworkinghere64%68%64%60%57%60%2.IrarelythinkaboutleavingWal-Marttoworksomewhereelse40%37%42%35%34%43%5.ItwouldtakealottogetmetoleaveWal-Mart81%84%80%79%73%59%3.Wal-Martinspiresmetodomybestworkeveryday49%47%50%46%46%63%7.Wal-Martmotivatesmetocontributemorethanisnormallyrequiredtocompletemywork.44%43%45%40%35%47%SAYSTAYSTRIVEPositiveAreasCompanyReputationIwouldrecommendWal-Marttoafriendseekingemployment.IbelieveWal-Martisagoodcitizeninmycommunity.Wal-Martprovidesgoodjobsforpeopleinthisarea.IamproudofwhatWal-Martgivestomylocalcommunity.Giventheopportunity?Itellothersgreatthingsaboutworkinghere.ProcessWal-Mart'spoliciesandproceduresallowmetoprovidegreatcustomerservice.Need敲-to-傘impr玩ove孫Area勞sCare婚erO拾ppor椒tuni浪tyIfe果elI啊can忠hav宏ea分grea叔tca繩reer賭at乏Wal-伸Mart戰(zhàn).Iha柱vee散noug塵hti才mef棟orc扎aree榨rde丙velo杜pmen連tProm相otio苗nsa預(yù)reg魄iven報fai漸rly.PayIu逗nde海rst趟and癢ho捧wp漿ay始cha咱nge英sa主re院det非erm脈ine快d.Ia夕mp斤aid育fa勁irl哭yf諸or鎖the老co狗ntr午ibu板tio屑ns闖Im村ake志to友th淋ec撈omp仇any漁's暫suc大ces河s.Myp足erfo念rman城ceh氣asa剛sig尺nifi選canc閃eim才pact恐on給myp商ayNee針d-t寄o-i辰mpr識ove繁Ar遮easMan勵age申men礦tIfI咐hav檢ean健iss俱uew笨ith也bein毒gtr說eate謹dun夏fair原lyi際nth統(tǒng)ewo爆rkpl贈ace?加Ia棋mco慎nfid況ent連that保our墊man僅agem變ent率team交wil得lta到kea趴ppro嚼pria遇tea竊ctio腰n.Our隸mana均geme懼ntt吼eam涼spen文dse嬌noug浙hti慌mew擁ith改Asso西ciat盒es.Our夢ma飛nag財eme轎nt北tea巨ma綢cts摧co吵nsi爬ste舍ntl豆yw御ith宴wh弟at流the繩ys北ay.Ben度chm用ark川sa們nd判Com特par箏iso爪nHew攏itt趨’s熔Nor懂mat饞ive肺Da民tab敢ase撈Pr句ofi隱leNor棍mat捉ive謠da傳ta膜fro鑰mt恥heChi怨na灰sec聾tio競nofH米ewit特t’sBest碗Emp竿loye央rsi沸nAs儀iaData噴base死(20電05)(BEA芳)is僵pro親vide慶d.Wal-且Mart床’sr攤esul遣tsh漸ave尤been央ben虎chma箏rked朝aga敘inst蹲the凡Chi筍nam枕arke斧tda巾tao遇fth晌eov徐eral汁lda梳t(yī)aba組se,具whic旁hin吩clud控est艙her猴espo共nses均fro饑m[懸]e腳mplo炒yees叨.This總dat御abas額eco魯ntai停nsd弄ata候from旬78皺comp售anie亦sre謹pres終enti伶ng1觀6in柄dust愈ries租.TheBes賢tE胃mpl桌oye養(yǎng)rs課inChi第na200互5The賄Port醬man淡Ritz踐-Car京lton的,Sh貓angh拍aiJoh煙nso灘n&眠Jo委hns倍on漆Med量ica夾l(拋Chi江na)殖Lt珠d.ASI般MCO膛Te巴chn思olo信gie低sL劇imi幟tedChin沫aHo狐tel,A剝Marr胡iott污Hot歷elG認uang椒zhouBei射jin桿gN植ova取rti福sP盤har提ma悶Ltd牽.Chi男na驢Hew錢let運t-P杰ack垃ard殊Co儉.,Ltd.Fede裙ral轉(zhuǎn)Expr沈ess–DT奧WCo頸.,L盼td.TNT肅Ch騎ina業(yè)(H倚old海ing陳)C抖o.,Ltd孝.Guan饅gdon緩gNa繡nfan浮gLe舊eKu咬mKe雕eHe脂alth挖Pro結(jié)duct脫sCo舊.,Ltd墳.Inte果lCh船ina木Ltd.捕/Int架elP勇rodu文cts(Sh綠ang她hai巧)L磚td.柳/In蜻tel勻Pr輕odu年cts缸(C僻hen跨gdu起)L暮td.裳/In綠tel裂Ch叛ina抖Re崇sea葡rch狹Ce地nte侮rHewi姐ttc賺ondu旦cted談as爐tudy墻of源the理1,50儉0or怠gani盒sati耗ons稠from弄its全glo與bal天Enga兄geme宏ntc糊lien倆tan吸dBes獎tE暑mpl搖oye刪rdat油aba挖se予to榨exp堆lor撇et遙he庫rel像ati雕ons預(yù)hip謝be殿twe恥en面Eng激age治men球ta唉nd紹Tot芽al務(wù)Sha煤reh純old新er嶺Ret耍urn份(T涼SR)被.Eng悶age災(zāi)men綁ta井nd咳Sha某reh宏old捷er鋤Val奧ue*So優(yōu)urc據(jù)e:矮Hew痛itt售As搬soc樸iat腰es頁Emp山loy奇ee派Eng年age雄men分ta死nd秘Bes渾tE掩mpl由oye渡rD喬ata雪bas碑e.*Best稅Emp億loye歉rsC賭hina熔200墓5(7土5%)Dest學(xué)ruct酸ive己ZoneUnc廣ert少ain梯ty蛾Zo勇nePer呀for頃man澤ce薦Zon既e

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