In the current climate of fierce competition, employers have to stand out from the crowd to attract and retain their workforce. And everything indicates that Quebec employers have succeeded in making their mark in this respect. This is the conclusion of the Ordre des CRHA et CRIA du Québec (ORHRI), based on the findings of a CROP survey released this morning on the occasion of the Ordre’s 2008 conference on employer brands.
Employer brand determines a company’s ability to attract and engage its employees. It is the reason an organization is recognized, both internally and externally, for the quality of its workplace, its management practices based on employee development and respect for its workforce, its social commitment, and so on. According to the CROP-ORHRI survey, Quebec employers are definitely on the right track since respondents report they are satisfied in a number of these respects.
In fact, the survey indicates that 90% of workers are satisfied with the independence they have on the job, 86% with the work environment in their organization, and 86% with their employer’s reputation.
“These are three of the elements that define employers of choice. That’s why it’s encouraging to see that many Quebec employers clearly understand current HR management issues and are integrating them into their organizations,” explained Florent Francoeur, Ordre president and CEO.
But there’s still some way to go
However, despite the above, employers still have to focus on certain factors that define the most high-profile employers. For instance, employee satisfaction is lower in terms of:
- employer recognition (71%);
- the potential for promotion (68%); and
- participation in the decision-making process (68%).
More dissatisfaction among unionized workers
Dissatisfaction appears to be higher among unionized workers. Close to half (45%) say they are dissatisfied with their involvement in the decision-making process (versus 18% for non-unionized workers); 42% are dissatisfied with employer recognition (versus 19% for non-unionized workers); and 33% are dissatisfied with the potential for promotion in their present job (compared to 24% for non-unionized workers).
“These figures stress how important it is to seriously examine the challenges currently facing unionized workplaces. However, it should also be remembered that unionized workers are often more satisfied with general working conditions like job security and benefits. Nonetheless, the adoption of distinctive HR practices to meet workers’ new needs and expectations implies a level of flexibility that collective agreements don’t always allow for,” continued Francoeur.
Quit their jobs? Not really!
Interestingly, the survey also revealed that one worker out of five (20%) wouldn’t change jobs under any circumstances (e.g. higher salary, new challenges, better working environment, etc.).
For others, only the opportunity to earn a higher salary seems to be a sufficient incentive; 26% of respondents gave this as the main reason they would change jobs. New challenges, a better working environment, a more prestigious company, more flexible working hours and job security were mentioned by only 5% or less of respondents.
“An organization that succeeds in creating a prestigious employer brand has a strong competitive edge. People will want to work for this company because of its reputation as a good employer. They will only leave for an employer that has an even a better reputation in all areas. And that’s where the strength of the expertise HR professionals can contribute comes into play,” concluded Francoeur.