Dale Carnegie Training Unearths Key Drivers of Employee Engagement in Small to Mid-sized Businesses
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Dale Carnegie Training Unearths Key Drivers of Employee Engagement in Small to Mid-sized Businesses

70% of Small Business Employees Want To Be Trusted To Do Their Job and To Feel Valued By Their Company

July 31, 2014 // Franchising.com // Hauppauge, NY – Dale Carnegie Training®, the worldwide leader in professional development, performance improvement, leadership training and employee engagement, releases new findings on how to drive employee engagement in small and mid-sized businesses. The study reveals that overall, small businesses have moderately more engaged employees than their larger business counterparts and that overall people are a company’s single greatest asset. While factors like innovative products, quality services and cutting edge strategies may contribute to this success, none of these can be created or implemented properly without engaged employees.

Dale Carnegie Training and MSW/ARS have conducted a series of studies on employee engagement. In 2012, the employee engagement study focused primarily on employee engagement in larger companies. Then, in August 2013, they turned their attention of the study to small and mid-sized businesses, primarily focused on discovering what organizations with less than 1,000 employees can do to keep their employees engaged.

Furthermore, this study found that employees at a smaller company found that "me" was more important to the employee, meaning having a direct and personal impact on the company was important to the individual. Whereas at larger companies, research has shown engagement to be directly related to the person’s relationship with their immediate supervisor, and how they feel about the leadership.

The Dale Carnegie Training study uncovered the key emotional elements that drive employee engagement in the workplace include:

  • Empowerment
  • Encouragement
  • Inspiration
  • Building Confidence
  • Communication

"Dale Carnegie Training defines engagement as winning the hearts and minds of employees, and having them believe in, not just understand, what they’re doing," said Peter Handal, CEO of Dale Carnegie Training. "The key emotional elements found to drive employee engagement in this study are those we have stressed companies follow for the past 100 years."

Key Survey Results

• Value of Emotional Attributes: Employees of smaller businesses wanted to be trusted to do their jobs with limited oversight, get help when they ask for it (but only then), to feel valued, and to have management that was honest with them. They also placed a greater emphasis on doing work that was unique and interesting, and feeling connected to the company.

  • In larger companies, employees were more focused on seeing their career advanced and their income increased.

• Disconnect Between What Employees Value and What Companies Deliver:
The survey found a disconnect in what employees wanted and what employers thought drove engagement. Employees of smaller businesses wanted better communication from management, a good work environment, to be trained and challenged, a work-life balance and to be "more than just a name."

  • On the other hand, employers of small businesses thought incentives and perks were the most valuable things to their employees, particularly overemphasizing raises. This finding is positive for small businesses, considering many simply can’t give raises regularly.

• Age and Salary Distinction: Those surveyed between the ages of 40 and 49 years old stood out as being more engaged than those between the ages of 50 and 60 years old. Those employees who earned between $50,000 and $99,000 were considerably more engaged than those making less than $25,000.

• The Keys to Engagement Are Both Functional and Emotional:

  • Employees wanted a life-work balance and to be able to do their job without their boss looking over their shoulder.
  • Training programs for both technical and soft skills were deemed important. 48% of employers surveyed had provided some kind of training for their employees, with the most common one being Dale Carnegie Training.

This survey of employees was conducted in August 2013 by MSW/ARS Research on behalf of Dale Carnegie Training. Participants included 1,000 employees ages 18 to 60.

About Dale Carnegie Training®

Dale Carnegie Training® partners with middle market and large corporations as well as organizations to produce measurable business results by improving the performance of employees with emphasis on leadership skills, sales, team building and interpersonal relations, customer service, public speaking and presentations and other essential management skills. Dale Carnegie’s corporate training specialists work with individuals, groups and organizations to design solutions that unleash your employees’ potential, enabling organizations to reach the next level of performance. Dale Carnegie Training® offers public courses, seminars and workshops, as well as in-house customized training, corporate assessments, online learning and one-on-one coaching.

Dale Carnegie Training is available in 30 languages, covers the entire United States and reaches over 85 countries. Approximately eight million people throughout the world have experienced Dale Carnegie Training, and includes 400 of the Fortune 500 companies as its clients. Dale Carnegie Training® was recently included in the prominent list of 20 companies as one of the Top Leadership Training Companies by TrainingIndustry.com. Additionally, Dale Carnegie’s best-selling book, How to Win Friends and Influence People, was featured on the United States Department of Labor’s list of "Books that Shaped Work in America," illustrating the legacy of Dale Carnegie and relevance of Dale Carnegie Training® today. In May 2014, Dale Carnegie was also named one of the top 50 leadership and management experts on Inc. Magazine online.

In honor of its 100th Anniversary, Dale Carnegie Training® commissioned an extensive study on Employee Engagement in the United States. The study, which unearthed vital factors that contribute to workplace success in relation to engaged employees, establishes the emotions of enthusiasm, empowerment, inspiration and confidence integral to positive engagement.

SOURCE Dale Carnegie Training

Media Contact:

Andrea Kleinman
LaForce + Stevens



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