Reward and recognition identified as top engagement driver for MENA employees

Christopher-Page

Reward and recognition is the strongest engagement driver for employees based in the Middle East and North Africa (MENA), according to research by global professional services firm Aon.

Its 2018 Trends in Middle East and North Africa employee engagement report, which surveyed 258,662 employees across 211 MENA-based organisations working in 28 different industries, also found that 69% of respondents across the region are engaged with their organisation.

The research also found:

  • 31% of respondents are highly engaged with their organisation in 2018, compared to this answer’s previous high point of 29% in 2015.
  • 64% of respondents believe they will stay at their organisation and 77% state they act as employee advocates.
  • 69% of respondents put in extra effort to deliver on business objectives.
  • Levant has the highest engagement score across the region, at 74%, while 81% of employees in Levant say they are vocal advocates of their organisation.
  • After reward and recognition, the second overall highest engagement driver is career and development, followed by talent and staffing, employee value proposition and senior leadership.
  • Employees based in North Africa rank work-life balance as their greatest driver of employee engagement, followed by reward and recognition.

Christopher Page (pictured), chief executive officer, talent, rewards and performance at Aon Middle East and Africa, said: “The findings of our proprietary employee engagement study in MENA reflect the transformational changes that the region is witnessing today.

Sign up to our newsletters

Receive news and guidance on a range of HR issues direct to your inbox

OptOut
This field is for validation purposes and should be left unchanged.

“With increased focus by regional governments on embracing digital technology as a driver for socio-economic progress, it is rewarding to see that [employers] are aligned with this vision and investing in building the future tech skills of their employees. This fits in with the true definition of employee engagement, which is all about the level of an employee’s psychological investment in their organisation.

“Through enhanced employee engagement and continuous listening, [employers] can not only achieve their organisational goals, but [can] also contribute to a happy and productive society.”