Job Satisfaction 2017 EDITION CHARTBOOK

MORE OPPORTUNITY AND JOB SATISFACTION IN A TIGHTER LABOR MARKET Job Satisfaction 2017 Edition Chartbook More Opportunity and Job Satisfaction in a Tighter Labor Market by Michelle Kan; Gad Levanon, PhD; Allen Li; and Rebecca L. Ray, PhD

Methodology

The Conference Board Job Satisfaction survey is a barometer of satisfaction from the perspective of US workers. Survey results are based on workers’ perceptions of their current role and their workplace environment. The Job Satisfaction survey questions are asked as part of the Consumer Confidence Survey®.

In 1967, The Conference Board began the Consumer Confidence Survey (CCS) as a mail survey conducted every two months; in June 1977, the CCS began monthly collection and publication. The CCS has maintained consistent concepts, definitions, questions, and mail survey operations since its inception.

As of February 2011, The Conference Board changed survey providers from TNS to The Nielsen Company for ongoing CCS operational support. Nielsen uses a mail survey specifically designed for the Consumer Confidence Survey. In addition, to improve the accuracy of the estimates and ensure the proportionate representation of these categories in the estimates, the CCS uses a post-stratification weighting structure.

The Job Satisfaction questions are based on a 5-point scale ranging from “least satisfied” to “most satisfied” and have remained consistent over time. However, with the addition of post-stratification weighting and a qualifying question that was included after 2011, the historical trend of the series may not be fully comparable. Top Four Findings

Examining annual job satisfaction continues to provide useful insights into US employees’ sentiments about work and offers interesting insights into the national labor market and macroeconomic trends. The Conference Board Job Satisfaction survey is part of a long- running, comprehensive data set, which allows for demographic and regional comparisons over time. In addition to overall job satisfaction, we examine 23 components that contribute to job satisfaction, including wages, job security, promotion policy, potential for future growth, and health plan.

The top four findings from this year’s survey:

1 Job satisfaction improved for the sixth year in a row For the first time since 2005, job satisfaction has surpassed the 50 percent mark, i.e. more than half of all workers are satisfied with their jobs. Still, satisfaction levels are well below 1987 and even 1995 levels.

2 Much of the improvement in job satisfaction is due to the improvement in the labor market Since 2010 the improvement in the US labor market has contributed to improvement in job satisfaction in several ways: workers are benefiting from historically low layoff rates, which adds to a greater sense of job security. Employees have more opportunities at other companies and more confidence in pursuing those opportunities. Growing shares of workers are voluntarily switching to other jobs and improving their job quality and satisfaction. And as it becomes harder to find qualified workers and retain existing ones, employers are gradually accelerating wage growth and improving other job features.

3 Employers should consider what’s within their control at the organizational level to shape their employees’ job satisfaction As the US labor market continues to improve and provides employees with more opportunities to land jobs that meet their needs, employers need to embrace practices that better engage their workers and raise their job satisfaction. A starting point: addressing the job components US workers are least satisfied with (i.e. promotion policy and bonus plan) and paying greater attention to incentive structures to motivate workers.

4 The US labor market is likely to remain tight for most of the next 15 years With the massive retirement of baby boomers continuing through 2030, we expect that on average the US labor market will be quite tight during that period and is likely to contribute to higher job satisfaction levels in the coming years.1 However, at least for the foreseeable future, we would not expect job satisfaction to reach the levels of two to three decades ago. The US labor market is very different from what it was thirty years ago in ways that significantly reduce job satisfaction. Some of the structural trends in the US labor market that led to lower job satisfaction in recent decades, such as a shift to outsourcing low-skill jobs, are unlikely to reverse. A stronger labor market can only take us so far.

1 A tight labor market refers to labor market conditions in which it becomes relatively difficult for businesses to find enough qualified and willing job candidates to fill job openings. Increased wage pressure and lower retention rates usually result from this type of labor market environment.

www.conferenceboard.org JOB SATISFACTION CHARTBOOK 2017 EDITION 3 This Year’s Edition

The 24 graphics in this chartbook provide a glance at the state of US job satisfaction in 2016. The first seven charts (pages 4-9) are also included in the full research report Job Satisfaction: 2017 Edition: More Opportunity and Job Satisfaction in a Tighter Labor Market, where we examine the relationship between rising job satisfaction and the improving labor market. 17 additional charts (pages 10-19) are included here to maintain continuity for readers and others in the business community who follow the annual data.

4 JOB SATISFACTION CHARTBOOK 2017 EDITION www.conferenceboard.org Chart 1 US workers are the most satisﬁed they have been in 10 years*

Overall satisfaction

61.1% 58.6 52.1 50.7 50.5 50.8 48.9 50.0 48.8 49.6 47.0 46.9 47.3 47.7 48.3 45.3 46.2 42.6

1987 1995 2000 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

* The historical trend of the Job Satisfaction series may not be fully comparable. Please see Methodology on page 7. Source: The Conference Board, 2017

Chart 2 As unemployment falls below its natural rate, the quits rate has increased— a sign that workers are more willing or able to leave jobs (1985–2017)

10%

Unemployment rate Quits rate 8 (3-month total)

Natural rate of unemployment 6

2 ‘86 ‘87 ‘88 ‘89 ‘90 ‘91 ‘92 ‘93 ‘94 ‘95 ‘96 ‘97 ‘98 ‘99 ‘00 ‘01 ‘02 ‘03 ‘04 ‘05 ‘06 ‘07 ‘08 ‘09 ‘10 ‘11 ‘12 ‘13 ‘14 ‘15 ‘16 ‘17

Notes: The natural rate of unemployment is the theoretical unemployment rate. When the unemployment rate dips below it, wage pressures appear in the economy. Shaded areas show periods of recession. Sources: Bureau of Labor Statistics; Congressional Budget Ofﬁce; Haver Analytics

www.conferenceboard.org JOB SATISFACTION CHARTBOOK 2017 EDITION 5 Chart 3 Employees are satisﬁed with work itself but not with their prospects for advancement

Satisfaction by job component

People at work 60.5%

Commute to work 59.2

Interest in work 58.4

Supervisor 57.3

Physical environment 56.1

Job security 52.3

Quality of equipment 51.3

Vacation policy 50.3

Sick leave 47.4

Wages 41.6

Health plan 38.0

Pension/retirement plan 37.3

Work/life balance 37.1

Flexible time plan 36.8

Potential for future growth 36.7

Family leave plan 35.3

Workload 35.2

Communication channels 34.4

Recognition/acknowledgement 34.3

Performance review process 31.2

Educational/job training programs 30.8

Bonus plan 25.5

Promotion policy 25.4

Source: The Conference Board, 2017

6 JOB SATISFACTION CHARTBOOK 2017 EDITION www.conferenceboard.org Chart 4 The top- and bottom-ﬁve ranked components have remained roughly consistent since 1987 Table is sorted by 2016 rankings

1987 1995 2000 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 People at work 2 2 1 2 1 1 1 2 2 1 1 1 1 1 1 Commute to work 3 3 2 1 2 2 3 1 1 2 3 4 3 4 2 Interest in work 1 1 3 3 3 3 4 4 4 3 2 2 2 2 3 Supervisor 5 6 4 4 4 4 2 5 3 5 4 3 5 3 4 Physical environment 10 7 8 6 5 5 5 3 5 4 5 5 4 5 5 Job security 6 10 7 9 8 8 9 10 10 10 10 9 7 7 6 Quality of equipment 9 8 9 8 6 7 8 7 7 6 6 6 6 6 7 Overall satisfaction 4 4 5 5 9 9 7 9 9 8 9 8 9 9 8 Vacation policy 7 5 5 7 7 6 6 6 6 7 7 7 8 8 9 Sick leave 8 9 10 10 10 10 10 8 8 9 8 10 10 10 10 Wages 13 13 15 15 15 16 16 15 17 15 17 13 14 11 11 Health plan 11 11 12 11 11 11 11 11 11 12 11 12 12 12 12 Pension/retirement plan 12 12 11 12 13 12 12 13 14 16 13 16 16 14 13 Work/life balance 16 14 15 12 12 13 14 15 13 13 14 Flexible time plan 13 14 14 15 14 17 15 14 15 14 15 15 15 Potential for future growth 19 20 19 20 22 19 16 20 19 18 16 Family leave plan 14 13 12 13 13 14 13 11 12 11 11 16 17 Workload 17 17 17 16 16 18 19 17 17 19 18 Communication channels 18 18 18 18 18 17 18 18 18 17 19 Recognition/acknowledgement 20 18 20 19 19 20 20 19 20 20 20 Performance review process 22 22 22 21 21 22 21 21 22 22 21 Educational/job training programs 16 16 21 21 21 22 20 21 22 22 21 21 22 Bonus plan 18 17 24 24 24 24 24 24 24 23 24 23 23 Promotion policy 14 14 17 18 23 23 23 23 23 23 23 24 23 24 24

Component Rank 1 24

Note: Rankings were calculated within each column year. A ranking of "1" shows the component had the highest level of satisfaction for that year. For some components, data is unavailable because the component had not yet been introduced in survey questions. Source: The Conference Board, 2017

www.conferenceboard.org JOB SATISFACTION CHARTBOOK 2017 EDITION 7 Chart 5 With lower layoff rates, employees experience greater job security

Job security Wages Overall satisfaction

52.3 51.1 50.6 50.8 49.6 48.3 47.5 47.3 47.7 46.1 46.6 46.2

42.6% 41.4% 41.6

38.5 38.6 38.0 36.1 34.6

32.4%

‘10 ‘11 ‘12 ‘13 ‘14 ‘15 ‘16 ‘10 ‘11 ‘12 ‘13 ‘14 ‘15 ‘16 ‘10 ‘11 ‘12 ‘13 ‘14 ‘15 ‘16

Source: The Conference Board, 2017

Chart 6 In 2016, workers aged 35–54 are the most satisﬁed with their wages, followed by workers aged 55 and over

Satisfaction from Wages by Age

Under 35 35-54 55 and over

46.8

42.0 41.2% 41.5 40.4 39.8 38.0 37.2 37.2 35.6 35.6 35.4 34.7% 35.2 34.1 33.2 31.1 28.9%

2011 2012 2013 2014 2015 2016

Source: The Conference Board, 2017

8 JOB SATISFACTION CHARTBOOK 2017 EDITION www.conferenceboard.org Chart 7 Job satisfaction is affected by employees' perception of job abundance or scarcity Labor market tightness and job satisfaction (aggregated 2011 through 2016)

Those who feel jobs are "hard to get" Gap Those who feel there are "plenty" of jobs

Interest in work 50.4% 69.5%

People at work 49.4 69.4

Physical environment 46.1 68.2

Job security 35.9 66.8

Commute to work 50.4 65.7

Supervisor 46.4 65.3

Overall satisfaction 35.6 65.3

Quality of equipment 44.2 63.1

Vacation policy 38.7 61.6

Sick leave 36.0 58.8

Wages 27.2 54.4

Potential for future growth 24.5 50.3

Flexible time plan 27.8 49.6

Health plan 30.5 49.4

Family leave plan 28.1 48.4

Work/life balance 29.7 48.3

Pension/retirement plan 27.7 46.1

Workload 27.3 44.5

Recognition/acknowledgement 24.5 44.3

Communication channels 26.4 43.8

Educational/job training programs 23.1 41.5

Performance review process 22.4 39.8

Promotion policy 16.5 35.9

Bonus plan 16.1 35.5

Source: The Conference Board, 2017

www.conferenceboard.org JOB SATISFACTION CHARTBOOK 2017 EDITION 9 Figure 1 Map of Job Satisfaction by State 2011–2016

VT + NH + ME WA 40.6% MN 47.6% MT + ND + 56.1% WI OR + 48.8% ID WY + SD MI NY 53.2% 48.4% 49.5% 44.9% MA NE + IA 46.0% PA 44.8% IL IN OH NV + UT 46.6% 47.9% CO 46.5% NJ CT + RI 49.6% 46.9% 50.7% MO 47.8% 45.5% 43.2% KY + WV VA CA KS + OK 48.5% 47.4% DE + MD 48.4% 51.6% TN NC 46.5% AZ + NM 47.2% 49.7% 48.6% AR + MS SC 37.6% AL GA 42.7% TX 46.4% 48.6% 56.3% LA 45.6%

FL 47.7%

Higher satisfaction Lower satisfaction

*Doesn't include DC, Hawaii, or Alaska due to sample size. Source: The Conference Board, 2017

Table 1 Employers should focus resources on important job components workers are less satisfied with

More important Less important

Less satisfied Potential for future growth Health plan Communication channels Pension/retirement plan Recognition/acknowledgement Bonus plan Work/life balance Performance review process

More satisfied Interest in work Commute to work Supervisor Vacation policy

Source: The Conference Board, 2017

10 JOB SATISFACTION CHARTBOOK 2017 EDITION www.conferenceboard.org Age historical

1987 2016

70.8

60.9 60.2 60.9 59.3 55.7% 55.9 55.7 50.0% 51.2 48.7 47.5

Under 25 25 to 34 35 to 44 45 to 54 55 to 64 65 and over

Source: The Conference Board, 2017

Age prerecession vs. postrecession

Prerecession (2005-2007) Postrecession (2011-2016)

52.2 51.8 51.7 52.7 50.7 49.3 48.2 46.3 46.4 44.3% 45.2 41.0%

Under 25 25 to 34 35 to 44 45 to 54 55 to 64 65 and over

Source: The Conference Board, 2017

www.conferenceboard.org JOB SATISFACTION CHARTBOOK 2017 EDITION 11 Income postrecession*

25.3% 2016 37.7% 41.1 2015 Under $15,000 22.5% 27.3% 2014 30.9% 33.9 2013 34.3 2012 35.2 $15,000 to $25,000 35.3 2011 31.2 29.1 51.7 34.1 44.2 $25,000 to $35,000 41.4 38.4 38.3 49.2 46.6 38.3 $35,000 to $50,000 48.6 42.5 37.6 50.8 49.9 49.7 $50,000 to $75,000 44.3 48.6 47.5 53.2 55.5 49.6 $75,000 to $100,000 58.1 53.0 51.9 60.8 58.8 52.7 $100,000 to $125,000 51.8 52.7 53.6 62.5 61.2 61.3 $125,000 and over 63.8 62.7 59.7

* Note: Average incomes increased signiﬁcantly between 1987 and 2016, which has made job satisfaction for income groups less comparable over time than for other types of groups in this report. Source: The Conference Board, 2017

12 JOB SATISFACTION CHARTBOOK 2017 EDITION www.conferenceboard.org Income prerecession vs. postrecession

Under $15,000 36.1% Prerecession 30.7% (2005-2007) Postrecession $15,000 to $25,000 35.8 33.2 (2011-2016)

44.9 $25,000 to $35,000 41.5

46.5 $35,000 to $50,000 43.6

NA $50,000 to $75,000 48.4

NA $75,000 to $100,000 53.5

NA $100,000 to $125,000 55.0

NA $125,000 and over 57.1

www.conferenceboard.org JOB SATISFACTION CHARTBOOK 2017 EDITION 13 Region historical

68.8% New England 1987 31.6% 2016

56.0 Middle Atlantic 46.1

60.6 East North Central 52.4

65.3 West North Central 55.0

60.8 South Atlantic 51.1

52.1 East South Central 58.1

61.1 West South Central 54.9

69.5 Mountain 58.1

61.4 Paciﬁc 47.9

New England Connecticut, Maine, Massachusetts, New Hampshire, Rhode Island, Vermont Middle Atlantic New Jersey, New York, Pennsylvania South Atlantic Delaware, District of Columbia, Florida, Georgia, Maryland, North Carolina, South Carolina, Virginia, West Virginia East North Central Ilinois, Indiana, Michigan, Ohio, Wisconsin East South Central Alabama, Kentucky, Mississippi, Tennessee West North Central Iowa, Kansas, Minnesota, Missouri, Nebraska, North Dakota, South Dakota West South Central Arkansas, Louisiana, Oklahoma, Texas Mountain Arizona, Colorado, Idaho, Montana, Nevada, New Mexico, Utah, Wyoming Paciﬁc Alaska, California, Hawaii, Oregon, Washington

Source: The Conference Board, 2017

14 JOB SATISFACTION CHARTBOOK 2017 EDITION www.conferenceboard.org Region prerecession vs. postrecession

48.8% New England 44.6%

Prerecession 42.7 Middle Atlantic (2005-2007) 46.7 Postrecession 45.4 (2011-2016) East North Central 47.5

49.8 West North Central 49.5

51.0 South Atlantic 47.5

East South Central 51.1 47.1

West South Central 49.8 52.6

Mountain 53.7 49.9

Paciﬁc 50.8 48.5

Source: The Conference Board, 2017

www.conferenceboard.org JOB SATISFACTION CHARTBOOK 2017 EDITION 15 Economic historical

1987 2016

59.4%

52.3%

41.7 41.6

30.8 27.2 25.4 25.5

NA NA

Job Wages Promotion Bonus Educational/ security policy plan job training programs

Note: NA indicates data collection for the job component did not occur until after 1987. Source: The Conference Board, 2017

Economic prerecession vs. postrecession

Prerecession (2005-2007) Postrecession (2011-2016)

48.5% 49.0%

35.3 37.9 29.1 30.4 24.3 24.4 21.7 21.3

Job Wages Promotion Bonus Educational/ security policy plan job training programs

Note: NA indicates data collection for the job component did not occur until after 1987. Source: The Conference Board, 2017

16 JOB SATISFACTION CHARTBOOK 2017 EDITION www.conferenceboard.org Fringe beneﬁts historical

1987 2016 58.9% 54.8 50.3% 50.2 47.4

41.8 38.0 37.3 36.8 35.3

NA NA Vacation Sick day Health Pension/ Flextime Family policy policy plan retirement plan leave plan plan

Note: NA indicates data collection for the job component did not occur until after 1987. Source: The Conference Board, 2017

Fringe beneﬁts prerecession vs. postrecession

Prerecession (2005-2007) Postrecession (2011-2016)

49.8% 50.4% 46.4 46.5

38.6 38.8 37.7 37.4 36.9 36.6 35.7 36.7

Vacation Sick day Health Pension/ Flextime Family policy policy plan retirement plan leave plan plan

Source: The Conference Board, 2017

www.conferenceboard.org JOB SATISFACTION CHARTBOOK 2017 EDITION 17 Work environment historical

1987 2015

60.1% 57.3% 56.1 54.6 54.7 51.3

Supervisor Physical Quality of environment equipment

Source: The Conference Board, 2017

Work environment prerecession vs. postrecession

Prerecession (2005-2007) Postrecession (2011-2016)

55.9% 56.0 53.4% 52.2 52.8 49.2

Supervisor Physical Quality of environment equipment

Source: The Conference Board, 2017

18 JOB SATISFACTION CHARTBOOK 2017 EDITION www.conferenceboard.org Other historical

Interest in work 69.7% 58.4%

People at work 67.6 60.5

63.4 Commute to work 59.2

NA Recognition/acknowledgment 34.3

NA Performance review process 31.2 1987 NA Workload 35.2 2016

NA Work/life balance 37.1 NA Communication channels 34.4

NA Potential for future growth 36.7

Note: NA indicates data collection for the job component did not occur until after 1987. Source: The Conference Board, 2017

Other prerecession vs. postrecession

55.4% Interest in work 58.2%

People at work 58.1 59.5

Commute to work 57.7 57.4

Recognition/acknowledgment 29.8 32.7 Prerecession Performance review process 28.3 (2005-2007) 30.1 Postrecession 35.0 Workload (2011-2016) 34.1

Work/life balance 36.4 37.0

Communication channels 30.9 34.3

Potential for future growth 30.3 34.0

Source: The Conference Board, 2017

www.conferenceboard.org JOB SATISFACTION CHARTBOOK 2017 EDITION 19 Census Regions Map

Percentages represent those satisﬁed with their jobs in 2016

West North Mountain Central 58.1 East 55.0 New North England Paciﬁc Central 31.6% 47.9 52.4

Middle Atlantic 46.1

South Atlantic East 51.1 West South South Central Central 58.1 54.9

Source: The Conference Board, 2017

20 JOB SATISFACTION CHARTBOOK 2017 EDITION www.conferenceboard.org About the Authors Michelle Kan is associate director, knowledge organization at The Conference Board. She is responsible for coordinating the enter- prise-wide, key business issue process through which cross-functional dissemination teams, researchers, writers, and outside contractors develop and deliver expert-quality, aligned, and relevant content. She is also involved with the project management and research development for The Conference Board CEO Challenge® and the supervision of the Business Information Service (“AskTCB”) department. In her previous role as research associate on the human capital research team, her research projects spanned leadership development, organization design, talent management, and diversity and inclusion. She is a coauthor The Conference Board Job Satisfaction survey, Designing Global Businesses for Innovation and Growth (2014), Do Ask, Do Tell: Encouraging Employees with Disabilities to Self-Identify (2015), and Inclusion + Innovation: Leveraging Diversity of Thought to Generate Business Growth (2016). Kan graduated magna cum laude from Bryn Mawr College with a BA in sociocultural anthropology. She is currently a master’s candidate in social-organizational psychology at Teachers College, Columbia University.

Gad Levanon, PhD is chief economist, North America at The Conference Board. He oversees the labor market program, the US forecasting program, and the Help Wanted OnLine® program. Levanon created The Conference Board Employment Trends Index™, a widely used measure that fills the need for a leading index of employment. His research focuses on trends in US and global labor markets, and forecasting using economic indicators. He also writes a popular blog on labor markets for the Human Capital Exchange™. In addition to writing reports for The Conference Board, Levanon has published extensively in academic and professional journals.

Before coming to The Conference Board, Levanon worked at the Israeli Central Bank, where he participated in the analysis of financial markets and monetary policy. Levanon received his PhD in economics from Princeton University and holds undergraduate and master’s degrees from Tel Aviv University in Israel.

Allen Li is an associate economist and member of the Business Cycle Indicators team at The Conference Board. He is responsible for the production and analysis of The Conference Board Consumer Confidence Index®, The Conference Board Leading Economic Index® for Australia, The Conference Board Measure of CEO Confidence™ and The Conference Board Employment Trends Index™. In addition, Allen is responsible for the production of The Conference Board Economics Watch® report and supports the production of The Conference Board Leading Economic Indexes® for the UK, Germany, Spain, Japan, and Korea. Li graduated from Stony Brook University with a BA in economics.

www.conferenceboard.org JOB SATISFACTION CHARTBOOK 2017 EDITION 21 Rebecca L. Ray, PhD is executive vice president, knowledge organization and human capital at The Conference Board and the leader of the human capital practice. Previously, she was a senior executive responsible, at various times, for organizational learning, training, management and leadership development, employee engagement, performance management, executive assessment, coaching, organizational development, and succession planning at several marquee companies. She taught at Oxford University and New York University and led a consulting practice for many years, offering leadership assessment and development services to Fortune 500 companies and top-tier professional services firms. She was named “Chief Learning Officer of the Year” by Chief Learning Officer magazine and one of the “Top 100 People in Leadership Development” by Leadership Excellence magazine. She serves on the advisory boards for NYU’s Higher Education/Business Education program at The Steinhardt School of Education and the University of Pennsylvania’s Executive Program in Work-Based Learning Leadership. She is the co/ author of numerous articles and books, including Measuring Leadership Development. She holds a doctorate from New York University.

Acknowledgments We are grateful to Ben Cheng, senior methodologist, The Demand Institute™ (jointly operated by The Conference Board and Nielsen), and a former author of the report, for providing guidance and support in this year’s edition of Job Satisfaction. We would also like to thank Frank Steemers, associate economist, labor markets, for his contributions to data and visual analysis.

Publications Team Editor Stephanie Cady

Creative Director Peter Drubin

Production Kathleen Mercandetti, Pam Seenaraine

22 JOB SATISFACTION CHARTBOOK 2017 EDITION www.conferenceboard.org Additional Resources from The Conference Board

Publications

EXECUTIVE ACTION REPORTS Importing a Solution: Can Immigration Help Mitigate Looming Labor Shortages? Executive Action 445, September 2016

The US Labor Supply Problem: Which States Are Most at Risk? Executive Action 442, September 2015

Faster Than Expected: The US Labor Market Continues to Tighten Executive Action 439, July 2015

From a Buyer’s Market to a Seller’s Market: Declining Unemployment and Evolving Labor Shortages in the United States Executive Action 427, May 2014

Helping Millennials Help You: Managing Your Young Workforce Executive Action 402, May 2013

The Happiness Premium: What Companies Should Know about Leveraging Happiness in the Workplace Executive Action 394, March 2013

RESEARCH REPORTS DNA of Engagement: How Organizations Can Foster Employee Ownership of Engagement Research Report 1615, February 2017

Deciphering Labor and Skill Shortages in Asia with Workforce Analytics Research Report 1603, July 2016

Navigating the New Digital Economy: Driving Digital Growth and Productivity from Installation to Deployment Research Report 1602, May 2016

Help Wanted: What Looming Labor Shortages Mean for Your Business Research Report 1601, April 2016

DNA of Engagement: How Organizations Build and Sustain Highly Engaging Leaders Research Report 1596, March 2016

Job Satisfaction: 2015 Edition: A Lot More Jobs—A Little More Satisfaction Research Report 1551, September 2015

Buy, Build, Borrow, or None of the Above? New Options for Closing Global Talent Gaps Research Report 1572, February 2015

DNA of Engagement: How Organizations Create and Sustain Highly Engaging Cultures Research Report 1564, October 2014

www.conferenceboard.org JOB SATISFACTION CHARTBOOK 2017 EDITION 23 International Comparisons of Annual Labor Force Statistics Research Report 1559, September 2014

From Not Enough Jobs to Not Enough Workers: What Retiring Baby Boomers and the Coming Labor Shortage Mean for Your Company Research Report 1558, September 2014

Performance Management 3.0 Research Report 1525, June 2013

Councils Change & Transformation Council Human Resources Executives Council Leadership Development Council Learning, Development, and Organizational Performance Council Leadership, Talent & Learning Council Talent Acquisition Executives Council Talent Management Executives Council Talent Management Leaders Council Talent and Organization Development Executive Council

Webcasts Human Capital Watch™ is a complimentary service for member companies that helps senior human capital executives understand the changing labor markets and economic conditions worldwide as well as the trends and current issues in human capital and their implications for organizations. Webcasts are available on demand at www.conference-board.org/webcasts/ ondemand/webcastlistall.cfm.

Employee Networks: Building Engagement through Shared Interests Driving Strategic Engagement not Employee Engagement What Can Businesses Do to Help Employees Own Their Engagement Engaging Hearts and Minds of All Your Employees: What Leaders Need to Know and Do Leading, Executing and Engaging for Peak Business Results DNA of Engagement: The Impact of Highly Engaging Leaders Workforce Effectiveness: Analytics, Job Satisfaction and Productivity Trends Happening Now: Declining Retention and Wage Increases Evolving Skill Shortages in U.S. Labor Markets Labor Market Trends and International Labor Comparisons

For a listing of all upcoming webcasts from The Conference Board, see www.conference-board.org/webcasts/webcastlistall.cfm.

24 JOB SATISFACTION CHARTBOOK 2017 EDITION www.conferenceboard.org The Engagement InstituteTM

Employee engagement is not a new concept. Most employers recognize that engaged employees produce more and stay longer in an organization that treats them well, listens to their needs, and helps them develop. And while most organizations measure employee perceptions in some fashion, few have been successful building, sustaining, and leveraging employee engagement to create tangible business outcomes. The challenge has intensified with the emergence of a new generation in the workforce, heightened international competition, and the unparalleled pace of change in the world. It’s what we call a VUCA world—full of volatility, uncertainty, complexity, and ambiguity.

The Engagement InstituteTM, a partnership between The Conference Board, Deloitte, Mercer | Sirota, ROI Institute, and The Culture Works, has been designed to steward the evolving process of learning and discovery around the critical business issue of employee engagement. As the environment and the conditions around us change, so will the focus areas of research and application. The Engagement InstituteTM members will work to shape the thinking and, in turn, advance the global understanding of engagement and its impact to successfully drive business performance.

For more information, please visit our website (www.conference-board.org/subsites/ index.cfm?id=15136) or contact [email protected].

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