Commitment @Work 2002

Aon Consulting
Executive Report
www.aon.com.au
Copyright 2002 by Aon Consulting
he search for
cost-effective,
innovative ways
of doing business in an
increasingly competitive
environment presents an
enormous challenge for
todays business leaders.
For most companies, thesolution is to attract, develop
and retain key talent thoseemployees committed to
thesuccess of theorganisation who can quickly and
effectively respond to change. This will only happen
if senior management understands what drives and
motivates staff. But too often, theneeds of key
employees areneglected, overlooked or misunderstood.
This inaugural Commitment @Work national study is
designed to givebusiness leaders theinformation they
need to surviveand thrivein aconstantly changing
market place. Theresearch defines and establishes the
WorkforceCommitment Index as thefirst national
measureof employees commitment to their
organisations.
Thestudy also introduces
thePerformancePyramid, a
hierarchical model of employee
workplaceneeds. By ranking these
needs and demonstrating how they
relateto employeecommitment,
thestudy gives business leaders
valuableinformation about the
workplacepractices under their
control that driveemployee
commitment and organisational
performance.
Together, theWorkforceCommitment Index and
PerformancePyramid giveemployers amechanism
for defining and measuring what it means to bean
employer of choice. Further, by identifying those
workplacepractices that areprimedrivers of
commitment, thestudy provides ageneral framework
that employers can useto improvecommitment levels.
Our goal is for organisations to useCommitment
@Work as ablueprint for creating acommitted
workforcethat will respond to challengeand prosper in
achanging work environment.
Stewart M. Fotheringham
Managing Director
Aon Consulting
Australia
T
Foreword
COMMITMENT
@WORK
Workforce research linking
people strategies with
business strategies
C OMMI T MENT @WORK 2 0 0 2
EXECUTIVE SUMMARY 1
THE @WORK RESEARCH MODEL METHODOLOGY 3
Workforcecommitment 3
Employeeconfidence 4
ThePerformancePyramid 4
Commitment drivers 5
Summary of the@Work research model 5
KEY FINDINGSOF COMMITMENT @WORK 2002 6
Workforcecommitment 6
Employeeconfidence 9
ThePerformancePyramid 10
Commitment drivers 12
CONCLUSION THE WAY FORWARD 13
ABOUT AON CONSULTING INSIDE BACK COVER
Contents
1
C OMMI T MENT @WORK 2 0 0 2
BACKGROUND
The@Work research model is along-term initiative
developed by Aon Consultings Loyalty Institutein
Michigan. Themodel was established to investigatethe
natureof employeecommitment in thenew economy.
It also examines thefactors and conditions or drivers
that organisations can useto increasethe
commitment levels of their employees. TheLoyalty
Institutehas conducted annual national studies in the
US from 1997, in Canadafrom 1999 and in theUK
from 2000. This is thefirst year that thestudy has been
run in Australia.
A committed workforceoffers tangible, measurableand
far-reaching benefits to an organisation. It means much
lower recruitment, training and development costs.
Further, it means theorganisation tends to retain the
intellectual properties, skills and abilities critical to its
long-term success and profitability. It also has apositive
influenceon customer loyalty and enhances the
organisations profilewithin thewider community.
Lifelong loyalty to asingleemployer is arare
commodity in todays dynamic market. Nevertheless,
organisations still need employees who arecommitted
to making apositivecontribution, even if this is for
acomparatively short period of time.
TheCommitment @Work study is avaluabletool for
any organisation seeking to improvethecommitment
levels of their employees.
Executive summary
METHODOLOGY
Thepurposeof Commitment @Work is to provide
information on employeecommitment and confidence.
It also examines theeffectiveness of various
organisational practices from theperspectiveof
employees. Thestudy is based on theAmerican
research model but has been adapted to theAustralian
market following extensivereview through focus
groups across Australia.
Theinaugural Australian study canvassed 1,207
randomly selected respondents aged 18 or over,
working at least 20 hours per week and not
self-employed or employed by themilitary. A local
research firm conducted thestudy, which comprised
around 80 individual questions. Theresults were
collated and analysed by theLoyalty Institute.
Thestudy is designed to answer four questions:
1. How committed areAustralian employees to
their organisation? (Workforcecommitment.)
2. How confident areemployees about thecurrent
and futuresuccess of their organisations?
(Employeeconfidence.)
3. How well do employees believetheir
organisations current workplacepractices are
meeting their workplaceneeds? (ThePerformance
Pyramid.)
4. Which workplacepractices aretheprime
influencers of workforcecommitment?
(Commitment drivers.)
2
C OMMI T MENT @WORK 2 0 0 2
Ex e c u t i v e s u mma r y
SUMMARY OF RESULTS
Business leaders havemany challenges ahead of them
if they wish to maketheir organisation thepreferred
choiceof employees.
Whileleaders aredoing agood job representing their
organisation externally, they areneglecting their most
valuableasset their employees. As aresult, most
Australian workers arenot committed to their
employers, and organisations arevulnerableto losing
staff to competitors who offer only aslight pay increase.
By and large, workers do not feel astrong senseof
loyalty to their organisations becausethey do not see
thelink between their success and thesuccess of the
organisation. Thesolution is to build asenseof spirit
and pridethat will rekindleconfidencein, and
commitment to, theorganisation.
Workplacebenefits arekey factors for building
employeeloyalty. Superannuation is themost important
benefit, followed by flexibleworkplaceschedules.
Job security, manageablestress levels, and apay and
benefits packagethat encourages asenseof ownership
and loyalty to theorganisation arealso very important.
Equally important is aculturethat:
Values employees and makes them part of
awinning, growing team.
Demonstrates theimportanceof retaining current
employees.
Provides thetraining to support and encourage
personal growth.
Helps balancepersonal and job needs.
@
3
C OMMI T MENT @WORK 2 0 0 2
he Commitment @Work
2002 study investigates the
level of commitment within
Australias workforce and also
explores the factors and conditions
within the control of the
organisation that can be used to
increase this level of commitment.
During June2002, Aon Consulting conducted 1,207
phonestudies from arandomly selected national
sample. Thestudy was madeup of approximately
80 individual questions. Theresults wereweighted to
accurately reflect gender distributions within each state.
Results should beaccuratewithin six percentagepoints.
Respondents had to beover 18 years of age, work at
least 20 hours per week, and not beself-employed or
employed by themilitary.
Theresponses to the80-question study werecollated,
analysed and used to build aprofileof employee
commitment, employeeconfidence, organisation
performanceand key commitment drivers.
WORKFORCE COMMITMENT
Thestudy defines and establishes theWorkforce
Commitment Index (WCI) as thefirst national measure
of employees commitment to their organisations.
Workforcecommitment is defined in terms of
employeebehaviour in threeareas:
Productivity theextent to which employees
believeco-workers striveto improvethemselves
and makepersonal sacrifices to ensurethe
employers success.
Pride theextent to which employees will
recommend their organisation as agood placeto
work, and their willingness to recommend their
employers products and services to others.
Retention theextent to which employees
intend to stay with theorganisation for thenext
several years, even if offered asimilar job with
slightly higher pay.
As this is theinaugural year of thestudy, the
WorkforceCommitment Index (WCI ) is being
established at abaselineof 100 and astandard
deviation of 25. Scores above100 represent ahigher
level of commitment, whilescores below 100 indicate
alower level. Annual measurement of theWCI will
allow us to track and record trends in thenational level
of commitment.
It is important to notethat aWCI of 100 is not agoal
for organisations to achieve, but an averagescorefor
employees in Australia. It is abenchmark by which
to measureeach organisations workforcecommitment.
The @Work research
model methodology
T
@
4
C OMMI T MENT @WORK 2 0 0 2
T h e @Wo r k r e s e a r c h mo d e l me t h o d o l o g y
EMPLOYEE CONFIDENCE
A defining aspect of theemployer/employee
relationship is theconfidencethat workers havein their
organisation. TheEmployeeConfidenceIndex (ECI)
measures this confidencelevel by evaluating the
responses to two questions:
1. How confident areemployees about thecurrent
performanceof their organisation relativeto a
year ago?
2. How confident areemployees about thefuture
performanceof their organisation over thenext
year?
TheECI is calculated by comparing ratios of positive
and negativeresponses to thetwo questions. TheECI
is plotted on ascalethat runs from -100 to +100.
On this scale, ascoreof zero would indicateneutrality.
Study participants werealso asked seven additional
questions about thefutureperformanceof their
organisations to help explain thereasons for their
individual confidencelevels.
THE PERFORMANCE PYRAMID
ThePerformancePyramid was first developed in 2000
by Aon Consultings Loyalty Institute. It is based on
an analysis of @Work responsepatterns of over 60,000
employees. (This analysis draws on research into the
motivational influenceof workplacepractices carried
out by Abraham Maslow during the1950s). The
PerformancePyramid model suggests that employers
can maximiseemployeecommitment by addressing the
most fundamental needs of safety/security and rewards
first, then tackling issues in theareas of affiliation,
growth and work/lifeharmony.
Safety/security
Along with aphysical senseof well-being,
employees need to know that theworkplaceis safefrom
environmental and other hazards, fear, intimidation or
threatening interpersonal treatment. Though change
is commonplacein thework environment, individuals
should feel that their job security is not at risk because
of organisational change.
Rewards
Compensation and benefits arethemain reasons why
peopletakejobs. Even though their motivational
valuetends to diminish onceacandidatebecomes
an employee, thePerformancePyramid tells us that
rewards arehighly valued by employees and will always
play acritical rolein building employeecommitment.
@
5
C OMMI T MENT @WORK 2 0 0 2
T h e @Wo r k r e s e a r c h mo d e l me t h o d o l o g y
Affiliation
Affiliation refers to asenseof belonging or mateship
that includes being in theknow and part of theteam.
Successful corporatecultures strengthen this natural
need to belong and thus encouragetheindividual to
contributeto theorganisations success. Leaders who
demonstrateastrong senseof mission, vision and
strategy will meet their employees need for affiliation.
Growth
Employees want opportunities to grow, learn and have
new experiences on thejob. The@Work studies have
shown that this PerformancePyramid level is not
only about individual growth, but adesirefor the
organisation to grow and improvein its work
processes, products, and ability to satisfy customers.
Work/life harmony
In an organisational context, work/lifeharmony means
employees want to reach their potential both on thejob
and in other aspects of their lives. The@Work studies
haveshown that when management recognises this
need by delivering theappropriateprograms and
policies, commitment to theorganisation increases.
COMMITMENT DRIVERS
Thefinal part of thestudy considers therelationship
between theWCI and theworkplacepractices
highlighted in thePerformancePyramid. Theobjective
is to identify workplacepractices that havethegreatest
influenceon workforcecommitment. Wecall them the
commitment drivers.
SUMMARY OF THE @WORK RESEARCH MODEL
6
C OMMI T MENT @WORK 2 0 0 2
his section presents the key
findings of this years study
on workforce commitment,
employee confidence, workplace
practices and organisational
commitment drivers.
WORKFORCE COMMITMENT
TheWorkforceCommitment Index shows that
Australian workers areonly moderately committed
to their organisations. To put this in perspective, we
asked respondents how much money it would takefor
them to leavetheir current organisation. Over half
(57%) would leavefor a20% pay increase. In fact, over
aquarter (26%) would leavefor a10% pay increase.
This suggests that Australian organisations are
vulnerableto opportunity knocking.
Organisations need to re-examinetheir efforts to build
commitment. They should pay particular attention to
critical risk areas including workers in their 30s, recent
hires and thosein production and clerical job functions.
Productivity
Generally, respondents feel that their co-workers arenot
productiveat work.
Only 37% of employees agreethat co-workers
makeefforts to improvetheir skills so they can
better contributeto their jobs.
Only 40% agreethat co-workers makepersonal
sacrifices to help thegroup succeed.
Key findings of
Commitment @Work
2002
THE PEOPLE I WORK WITH MAKE PERSONAL EFFORTS TO
IMPROVE THEIR SKILLS SO THAT THEY CAN MAKE A BETTER
CONTRIBUTION TO THEIR JOBS
THE PEOPLE I WORK WITH MAKE PERSONAL SACRIFICES
WHEN REQUIRED HELP OUR WORK GROUP SUCCEED
Pride
Respondents show only moderatepridein theproducts
and services that their organisation provides, and even
less so in theorganisation itself.
48% of employees would recommend their
organisations products and services to customers.
Only 33% said they would recommend their
organisation as thebest placeto work in their
community.
I WOULD RECOMMEND MY COMPANYS PRODUCTS AND
SERVICES AS THE BEST THAT A CUSTOMER COULD BUY
I WOULD RECOMMEND MY COMPANY AS ONE OF THE BEST
PLACES TO WORK IN MY COMMUNITY
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K e y f i n d i n g s o f C o mmi t me n t @Wo r k 2 0 0 2
7
C OMMI T MENT @WORK 2 0 0 2
Retention
Although morethan half therespondents arenot
actively looking for another job, most areunlikely
to stay if offered abetter paying job.
54% intend to stay with their current
organisation for thenext several years.
Only 36% agreed that they would stay if offered
asimilar job with slightly higher pay.
I INTEND TO STAY WITH MY COMPANY FOR THE NEXT
SEVERAL YEARS
I WOULD STAY WITH MY COMPANY EVEN IF OFFERED A
SIMILAR JOB WITH SLIGHTLY HIGHER PAY
To better understand thenatureand pattern of
commitment, theresearch considered theinfluence
of demographic factors on commitment.
Organisational size
Employees of organisations with fewer than 20
employees havethegreatest level of commitment
(102.6), whilemid-sizecompanies with between
101-499 employees havethelowest commitment
level (97.1).
WCI BY NUMBER OF EMPLOYEES
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C OMMI T MENT @WORK 2 0 0 2
K e y f i n d i n g s o f C o mmi t me n t @Wo r k 2 0 0 2
WCI BY JOB DESCRIPTION
WCI BY TENURE
WCI BY AGE
Job description
General management (102.8), supervisors/team leaders
(102.8) and qualified tradespeople(102.7) havethe
highest WCI scores. Production/operations workers
(92.8) and customer serviceemployees (95.5) report
thelowest levels of commitment.
Tenure
Respondents who havebeen with their organisation
between 6 and 10 years report thehighest level of
commitment (103.5). New employees, or thosewho
havebeen with theorganisation for less than ayear,
havethelowest WCI (94.7).
Age
Respondents nearing retirement ageexperiencethe
highest levels of commitment, employees 60 to 69 have
acommitment scoreof 105.6, and thosebetween the
ages of 50 and 59 haveacommitment scoreof 103.5.
Respondents between theages of 30 and 39 havethe
lowest WCI (98.0).
@
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C OMMI T MENT @WORK 2 0 0 2
K e y f i n d i n g s o f C o mmi t me n t @Wo r k 2 0 0 2
EMPLOYEE CONFIDENCE
The2002 baselineEmployeeConfidenceIndex for
Australiais 45.2 showing cautious optimism about
organisations success. Job security seems strong for half
of therespondents. Few believethat their organisations
will beableto increasepay and benefits for employees
over thenext year.
Only 14% of respondents felt their organisations were
worseoff than ayear ago and even fewer felt their
organisation would beworseoff next year.
HOW WOULD YOU RATE YOUR COMPANYS SUCCESS NOW
COMPARED TO A YEAR AGO?
HOW WOULD YOU RATE YOUR COMPANYS CHANCES OF
SUCCESS A YEAR FROM NOW?
50% believeto agreat or very great extent that their
organisation will beableto ensurejob security.
TO WHAT EXTENT OVER THE NEXT YEAR WILL YOUR
COMPANY BE ABLE TO ENSURE JOB SECURITY FOR
ITS WORKFORCE?
39% believethat their organisation will beableto
improveits financial performance.
TO WHAT EXTENT OVER THE NEXT YEAR WILL YOUR
COMPANY BE ABLE TO IMPROVE ITS FINANCIAL
PERFORMANCE?
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C OMMI T MENT @WORK 2 0 0 2
K e y f i n d i n g s o f C o mmi t me n t @Wo r k 2 0 0 2
THE PERFORMANCE PYRAMID
Thediagram shows thepercentageof respondents
whoseorganisations aremeeting or exceeding their
expectations on each level of thepyramid.
Overall, organisations arestronger at thebaseand top
levels of thepyramid (safety/security 80%, work/life
harmony 85%), but areweaker in themiddlelevels
(rewards 63%, affiliation 67% and growth 67%).
Safety/security
Organisations generally arenot doing avery good job
of ensuring short-term job security, with 23% of
respondents feeling that their jobs could becut.
YOUR COMPANYS CONCERN ABOUT YOUR JOB SECURITY
Whilesomestress goes with thejob, organisations are
not doing agood job of trying to createastress-free
environment, with 37% of responses below expectations.
YOUR COMPANYS EFFORTS TO CREATE A STRESS-FREE
WORKPLACE
Rewards
Pay
33% of respondents do not seetheir remuneration
packageencouraging performance.
THE PAY AND BENEFITS PACKAGES ENCOURAGEMENT OF
PERFORMANCE
Benefits
82% of respondents say benefits areafactor in keeping
them from looking for ajob elsewhere.
OVERALL, HOW IMPORTANT IS YOUR COMPANYS BENEFIT
PACKAGE TO YOU AS A FACTOR IN KEEPING YOU FROM
LOOKING FOR A JOB ELSEWHERE?
Superannuation (91%) and flexiblework schedules
(88%) arethemost highly valued workplacebenefits.
HOW IMPORTANT IS YOUR EMPLOYER-PROVIDED
SUPERANNUATION PLAN TO YOU?
28% of respondents arenot satisfied with thequality
of their benefits communications.
THE COMMUNICATIONS YOU RECEIVE ABOUT YOUR
BENEFITS
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11
C OMMI T MENT @WORK 2 0 0 2
K e y f i n d i n g s o f C o mmi t me n t @Wo r k 2 0 0 2
Affiliation
25% of respondents do not believetheir
organisation is creating an environment
conduciveto open, candid communications.
YOUR COMPANY CREATING AN ENVIRONMENT OF OPEN,
CANDID COMMUNICATIONS
33% of respondents do not believetheir
organisation is including employees in planning
changes as much as they should.
YOUR COMPANY HAVING EMPLOYEES PARTICIPATE IN
PLANNING CHANGES
30% of respondents areconcerned about their
organisations demonstration of theimportance
of retaining employees.
YOUR COMPANYS DEMONSTRATION OF THE IMPORTANCE
OF RETAINING EMPLOYEES
Growth
Almost all respondents (92%) believetheir organisation
is competitivewith other companies.
YOUR COMPANYS COMPETITIVENESS WITH OTHER
AUSTRALIAN COMPANIES
88% of respondents believethat their organisation is
doing agood job with its social responsibility.
YOUR COMPANYS SOCIAL RESPONSIBILITY
33% of respondents seeaproblem with theway that
changes aremanaged and communicated.
THE WAY CHANGES ARE MANAGED AND COMMUNICATED
32% of respondents arent satisfied with the
communication of career opportunities.
THE COMMUNICATION OF CAREER OPPORTUNITIES WITHIN
THE COMPANY
Work/life harmony
Nineout of 10 respondents seetheir co-workers as
positivesupport networks. On theother hand,
managers generally arenot recognising theimportance
of employees personal life(23% not satisfied).
MANAGEMENTS RECOGNITION OF THE IMPORTANCE OF
YOUR PERSONAL LIFE
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12
C OMMI T MENT @WORK 2 0 0 2
K e y f i n d i n g s o f C o mmi t me n t @Wo r k 2 0 0 2
COMMITMENT DRIVERS
TheCommitment @Work 2002 study raises avery
important question: Which workplacepractices should
an organisation focus on to improvethecommitment
levels of employees?
Thesimpleanswer is all of them, but clearly this is not
practical. Statistical analysis of coreworkplacepractices
shows that therearesignificant influencers or keydrivers
of commitment across all fivelevels of thePerformance
Pyramid. Thesedrivers arethemain leveragepoints for
organisational improvement.
Thediagram lists thekey commitment drivers
according to wherethey fit on thePerformance
Pyramid. Thefigures in brackets arethepercentage
of respondents who rated theitem unfavourably.
In other words, thepercentageof employees who said
their organisation was not meeting their expectations
for this particular item.
Thehighest failurerates arein themiddlelevels
rewards, affiliation and growth. So whilethe
PerformancePyramid asserts that organisations need
to begin at thebottom to build commitment
effectively, most Australian organisations arealready
doing agood job in theareaof safety/security. The
focus for Australian organisations should beon the
middlelevels of thePerformancePyramid beginning
with rewards.
Concern about job security (23%)
Efforts to createasafeand securework environment (10%)
Efforts to createan environment freefrom fear,
intimidation and harassment (15%)
Organisations success in reducingtime
off dueto injury or illness (12%)
Thepay and benefits packageencouragingasenseof
ownership and loyalty to theorganisation (32%)
Organisations efforts to build a
senseof spirit and pride(22%)
Peopletakingresponsibility
for their actions (20%)
Providingthenecessary training(25%)
Organisations social responsibility (13%)
Opportunities for personal growth (23%)
Co-workers supportingneeds as a
person and not just aworker (11%)
13
C OMMI T MENT @WORK 2 0 0 2
his inaugural Commitment
@Work national study
provides the business
intelligence that organisations need
to attract, develop and retain key
talent to help them survive, thrive,
and become employers of choice in
todays dynamic global economy.
To this end, this research sought theanswer to four
basic questions:
How committed are workers to their
organisations?
Workers in 2002 areonly moderately committed
to their organisations, with fewer than half willing
to recommend their organisation or its products and
services and even fewer feeling that their co-workers
areproductive. Although over half intend to stay with
their current organisation for thenext several years,
organisations arenot immunefrom opportunity
knocking, sinceonly one-third of employees would
turn down asimilar job with slightly higher pay.
In fact, 57% would leavefor a20% pay increase.
How confident are employees in the current
and future success of their organisations?
Employees report cautious optimism about their
organisations success now and over thenext year.
This optimism seems to bebased not so much on the
belief that their organisations will executesuccessful
business strategies, but rather on thebelief that they
havejob security wherethey are. Of course, not all
sharethis belief.
Conclusion -
the way forward
What is the employee perception of how
well current workplace practices meet their
workplace needs?
Looking at thecurrent stateof their organisations,
employees givetheir organisations both positiveand
negativemarks in fiveworkplaceneeds listed in the
PerformancePyramid. Key improvement opportunities
includejob security, stress, thelink between pay and
performance, employeeinvolvement, opportunities for
growth, and managements recognition of the
importanceof employees personal lives.
Overall, Australian workers tend to seetheir
organisations as being stronger in work/lifeharmony
and safety/security thetop and bottom sections of
thePerformancePyramid than in rewards, affiliation
and growth.
Organisation leaders areperforming well externally.
They excel at projecting apositiveimageto external
stakeholders, and at placing significant valueon their
shareholders and customers. Organisations areseen to
becompetitivewith other Australian organisations and
to bemaintaining ahigh degreeof social responsibility.
But whileorganisations put their best foot
forward publicly, employees haveconcerns about
their organisations internal human resources strategies.
They do not feel that they arecared for to thesame
extent as shareholders and customers.
T
14
C OMMI T MENT @WORK 2 0 0 2
C o n c l u s i o n t h e w a y f o r w a r d
Which workplace practices are the prime
influencers of workforce commitment?
Theanalysis showed that therewereeleven drivers
of commitment at all fivelevels of thePerformance
Pyramid. However, consistent with theoverall ratings,
thosedriver items identified in thethreemiddlelevels
of thePerformancePyramid rewards, affiliation and
growth weretheweakest and providethegreatest
leverageopportunities. Key items includebuilding
spirit and pride, linking pay and performanceand
providing opportunities for personal growth.
Building a workforce performance plan
Business leaders must understand that employees
arethecritical link to maximising shareholder value.
Organisations need employees committed to thesuccess
of theorganisation. They need to implement best
practicehuman capital strategies that attract, develop
and retain high-performing employees.
Theresults of theCommitment @Work study indicate
that organisations arefacing several challenges.
Thebody of research that established thePerformance
Pyramid model indicates that, in general, organisations
need to start at thebottom and ensurethat the
foundation levels of thePerformancePyramid
safety/security and rewards arestrong beforethey
tackleissues at higher levels.
However, Australian organisations aregenerally doing
well in safety/security, though it must beremembered
that job security and stress arestill issues for many.
Theseresults show that for most organisations, the
primary concern in building workforcecommitment is
pay and its link to performance. An effectively designed
rewards system asystem wherethecompensation
plan encourages performanceand asenseof ownership
and loyalty can bethedifferencebetween being the
market leader or thefollower.
Business leaders must also understand that it is not
just about money. Oncethereis an effectivepay system,
organisations must then focus on other factors. Training
and growth opportunities arealso key drivers of
commitment. It is clear that thereis no onesize
fits all, quick and easy solution.
Successful organisations begin with thebasics and
then continueup thePerformancePyramid to build
an energising, involving work environment that gives
employees achanceto grow with awinning team.
Successful organisations build asenseof spirit and pride
that ties organisational success to employees success.
@
Aon Consulting is part of theglobal Aon Group,
oneof thelargest professional insuranceand consulting
organisations in theworld. TheAon Group operates in
morethan 120 countries with over 53,000 employees
in morethan 550 offices.
Aon Consulting provides afully integrated rangeof
consulting services.
Contact details
Sydney
Level 20
201 Kent St
Sydney NSW 2000
GPO Box 534
Tel: 02 9253 7100
Fax: 02 9253 7101
Melbourne
Level 11
440 Collins Street
MelbourneVic 3000
GPO Box 5090
MelbourneVic 3001
Tel: 03 9211 3600
Fax: 03 9211 3601
About Aon Consulting
Brisbane
Level 8
175 EagleStreet
BrisbaneQld 4000
GPO Box 65
BrisbaneQld 4001
Tel: 07 3223 7500
Fax: 07 3223 7570
All email enquiries to: enquiries@aon.com.au
Visit our website: www.aon.com.au
For moreinformation about the
Commitment @Work 2002 study:
Tel: 1300 659 266
Email: caw@aon.com.au
Website: www.aon.com.au/caw
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