Transcript Diapositive 1

What’s bugging
employees?
Simon Atkinson
Ipsos MORI Social Research Institute
25 April 2006
What’s the prevailing
mood in the “typical”
UK workplace?
2
Our research among employees
shows….
Around half of British employees would speak highly
of their organisation as an employer
Just two in five British employees agree they feel
valued and recognised in their current roles
Less than half receive regular performance feedback
from their line manager
Only a fifth feel ‘involved’ in their organisation, but
two in five would like greater involvement
Just a fifth feel they have a clear career path with
their current organisation (but many more would like
one)
Source: Ipsos MORI/Insight normative database
3
The “default” position for UK employees
– private AND public sector….










Morale is NOT good
Promotion is NOT on merit
My career path is NOT clear
Information about decisions is NOT well
communicated
Comms/cooperation in my department IS good
But comms/cooperation between depts is NOT
Good ideas are NOT shared
I DO understand the need for change
But it is NOT well managed
Staff are NOT consulted
Source: Ipsos MORI/Insight normative database
4
On the other hand…
5
We like our jobs
We are committed to what we do
We expected to stay with the
organisation
….at least for the next couple of
years!!
6
What’s bugging
those who do leave?
A retail case study…
7
Retail case history: impact of
experience on employer advocacy
Speak
highly
All leavers
Base: 300 former employees of British retail company
Be critical
31%
29%
8
Retail case history: impact of
experience on employer advocacy
Speak
highly
Be critical
Main reason for leaving:
33%
Lack recognition
Relationship with line mgr
26%
34%
Lack interesting/varied work
Lack career opps
Insufficient training/devt
Pay
Base: 300 former employees of British retail company
83%
24%
21%
70%
57%
56%
49%
37%
48%
9
‘EXIT’ retail case history:
key reasons for resigning
% Spontaneous
Working relationship with
line manager
Offered another job
29%
23%
Unsociable hours
Low pay
Lack interesting/varied
work
Poor working environment
Too many hours
Lack career opportunities
Insufficient training/devt
Work related stress
Educational commitments
Lack of recognition
13%
9%
9%
8%
8%
7%
6%
6%
6%
4%
Base: 300 former employees of British retailer
10
What can we learn
from “excellent”
organisations…?
A case study from local
government
11
Excellent councils are the best
places to work
Q I am now going to ask you to rate [Authority name] as a place to work
compared with other organisations? Would you rate it as…?
% Above ave
% Average
% Below average
Excellent
68
27
1
12
Excellent councils are the best
places to work
Q I am now going to ask you to rate [Authority name] as a place to work
compared with other organisations? Would you rate it as…?
% Above ave
% Average
% Below average
Excellent
Poor
68
20
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
27
45
1
24
13
Excellent councils are the best
places to work
Q I am now going to ask you to rate [Authority name] as a place to work
compared with other organisations? Would you rate it as…?
% Above ave
% Average
% Below average
Excellent
68
Good
55
Fair
31
55
Weak
Poor
27
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
10
29
39
20
1
8
38
45
14
24
14
Job satisfaction is higher in
better performers
% very satisfied with their present job
33%
33%
30%
30%
23%
18%
Overall
Excellent
Good
Fair
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
Weak
Poor
15
But views on pay are similar
everywhere
% strongly agree that my pay is fair
20%
17%
19%
18%
14%
Overall
Excellent
Good
Fair
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
15%
Weak
Poor
16
But…..
17
Commitment to staying in same
organisation similar everywhere…
% strongly agree
51%
42%
Overall
46%
44%
39%
Excellent
Good
Fair
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
37%
Weak
Poor
18
Too much bureaucracy everywhere!
% strongly agree there is too much
bureaucracy
35%
31%
Overall
28%
29%
Excellent
Good
34%
26%
Fair
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
Weak
Poor
19
Stress at work is affecting personal
life – no significant differences…..
% strongly agree
18%
13%
12%
9%
Overall
Excellent
10%
Good
10%
Fair
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
Weak
Poor
20
So what is
different in the
most
effective??
21
Bit better at recognising staff….
% strongly agree
21%
22%
18%
15%
Overall
Excellent
Good
Fair
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
14%
Weak
13%
Poor
22
Staff feel they are
kept better informed
% strongly agree
31%
28%
20%
12%
13%
6%
Overall
Excellent
Good
Fair
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
Weak
Poor
23
Staff are consulted on management
decisions
% strongly agree
20%
16%
13%
Overall
Excellent
Good
9%
9%
9%
Fair
Weak
Poor
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
24
Staff much more confident about
customer care
% Strongly agree
My organisation is focused
on the needs of its
customers
My organisation provides
good value for money to
customers
49%
48%
37%
28%
ExcellentGood
31%
24%
28%
23%
13%
12%
Fair Weak Poor
ExcellentGood Fair Weak Poor
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
25
Best have more internal cohesion overall
% Strongly agree
I understand my
organisation’s overall
objectives
I understand my unit’s overall
objectives
77%
65% 65% 65%
64%
57%
41%
37% 38%
26%
ExcellentGood
Fair Weak Poor
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
ExcellentGood
Fair Weak Poor
26
Much more confidence in senior
management
% Disagree
I have confidence in the
senior management team
Senior management have a
clear vision of where the
organisation is going
33% 32%
31%
30%
31%
28%
24%
18%
10%
5%
ExcellentGood
Fair Weak Poor
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
ExcellentGood
Fair Weak Poor
27
As a result
of all of
these
things….
28
Best most likely to tell people
outside they are great!
% Strongly agree that they would speak highly of the
authority to others outside the organisation
51%
38%
33%
25%
25%
20%
Overall
Excellent
Good
Fair
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
Weak
Poor
29
UK employers of choice
Source: Sunday Times Best Companies to Work For/ March 2006
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Doing employee
research: what’s
changing?
31
Employee research in 2006 – what
there is more of..….
Talent management
Employee well-being/work life balance
Living the brand/values
Using the research to help think about recruitment
Using the research to link with what the
public/customer think
Source: Ipsos MORI/Insight normative database
32
The impact of employee behaviour on
customer loyalty
% Reasons for repurchasing
% Reasons for recommending
Quality of products/services
45
44
41
38
Price of products/services
How staff treated you
After sales service
Range of products/services
Handling of enquiry/complaint
Staff knowledge of prod/services
Promotions/special offers
Knowledge of brand/reputation
Staff enthusiasm for prod/services
How staff represented company
Its reputation as an employer
Source: Ipsos MORI/MCA Research Adults GB (925)
56 60
25
26
23
21
21
18
17
14
17
12
15
10
11
9
11
8
7
6
33
HR director April 2006
Employee engagement....are we
looking for this (pause while thinks
hard)........
……no, I don't think that's on our
agenda, is it?
34
HR director April 2006
Employee engagement....are we
looking for this (pause while thinks
hard)........
……no, I don't think that's on our
agenda, is it?
35
What should be on
our checklist if we
are thinking about
researching our
employees?
36
Think about the pressures
facing your organisation…
Ageing
Economic
Skills
population
slow
shortages
down
& retention
issues
Competitive
advantage
TRUST
through
ENGAGEMENT
Global
branding
talent
ETHICS
pool
Seeking
true
New
EU
diversity
technology
legislation
tools
37
….think about WHY you want
to do the research
Boost
employee
engagement
Improve
leadership/
performance
Improve
internal
comms
Improve
customer
satisfaction/
business
Why are
you
doing this?
Manage
the
impact of
change
SWOT
analysis
To become
a more
attractive
employer
Identify
enablers/
barriers to
high
performance
38
Med/Low
High
…. do we have a framework like this
we want to explore….?
Bystanders
Champions
Understand organisational
goals but lack drive to
support them
Willing and able
to support
business goals
Weak Links
Loose Cannons Motivated
Waiting to be engaged,
or lost interest
and switched off
but lack understanding &
how to support business
goals
Commitment to achieving business goals
Med/Low
Source: Ipsos MORI/MCA Research Adults GB (925)
High
39
Think about what you want to
be measuring….
Opinions?
Attitudes?
Values?
Behaviours?
Closed questions?
Open-ended questions?
Qualitative?
Quantitative?
40
Think about how you are going to
analyse the findings
Mean
Familiarity
Score
6
Understand co. objectives
Job satisfaction
Support to do job
Employer rating
Valued & recognised
5
4
3
2
1
0
Recruitment
End of
Induction
One Month
Six Months
Source: Ipsos MORI/Leisure sector company Base: Sample of new joiners
One Year
41
Think about what you are going to do
with the findings – before you start….
Stage 4: Review
•
•
•
•
Stage 1: Evaluation
• Determining the key
Review action
Measure progress
Identify success
Communicate progress
issues
• Identifying root causes
• Prioritisation
improvement areas
ACTION
PLANNING
KEY STAGES
Stage 3:
Implementation
• Allocating resources
• Determining
accountability
• Formal record of plan
Stage 2: Planning




Improvement actions
Existing initiatives
Quick wins
Improvement targets
42
….and think about
who is “in charge”…
43
Think about what questions you want your
managers to be thinking about….
Today:
How are staff feeling
about the
organisation?
Are things
improving?
What issues should
WE be talking
about?
After today:
Detailed analysis
Looking at my service
area
Understanding key
cohorts: grade, length
of service
Linking to our
customer satisfaction
data
44
What’s bugging
employees?
Simon Atkinson
Ipsos MORI Social Research Institute
25 April 2006