Relative weight analysis is a statistical technique which is used to figure out how much each of the employee engagement dimensions (e.g. professional growth, innovation, etc) have on overall employee engagement. When action planning, we would like to focus on those dimensions which will have the greatest impact on overall employee engagement. To do that, we need to know two things:

If I can improve a dimension (e.g. professional growth) by x%, how much will overall engagement improve; and, similarly,

How much of overall employee engagement is “explained” or “accounted for” by each dimension (in this case), professional growth.

The first question is answered with a regression equation (a separate analysis). The second question is answered by relative weight analysis.

Relative weight analysis calculates how much “weight”, or influence, each of the dimensions has on overall employee engagement. Relative weights are expressed as percentages.

For example, if overall employee engagement can be considered a pie, and each of the dimensions were a slice of that pie (see chart below), then we can see that professional growth accounts for, or explains, 17% of overall employee engagement. Senior leadership and innovation each explain 9% of overall engagement, and so on. Therefore, once we know which dimensions have the biggest impact on overall engagement, we can focus our action planning on those dimensions.

If I can improve a dimension (e.g. professional growth) by x%, how much will overall engagement improve; and, similarly,

How much of overall employee engagement is “explained” or “accounted for” by each dimension (in this case), professional growth.

The first question is answered with a regression equation (a separate analysis). The second question is answered by relative weight analysis.

Relative weight analysis calculates how much “weight”, or influence, each of the dimensions has on overall employee engagement. Relative weights are expressed as percentages.

For example, if overall employee engagement can be considered a pie, and each of the dimensions were a slice of that pie (see chart below), then we can see that professional growth accounts for, or explains, 17% of overall employee engagement. Senior leadership and innovation each explain 9% of overall engagement, and so on. Therefore, once we know which dimensions have the biggest impact on overall engagement, we can focus our action planning on those dimensions.

Updated on: 02 / 13 / 2019