A| PO Box 1775 Milton Brisbane Qld 4064 p| 07 3367 0613 e| [email protected]| w| Prepared by...

a| PO Box 1775 Milton Brisbane Qld 4064 p| 07 3367 0613 e| [email protected]|w|www.bpanz.com

Prepared by Best Practice Australia

Forrest Personnel2015 Employee Survey

Summary of Facts

|Research conducted by and exclusive copyright of Best Practice Australia Pty Ltd w|www.bpanz.com p| 07 3367 0613

About the researchers Best Practice Australia• Founded in 1992, Best Practice Australia Pty Ltd (BPA) is

a privately owned research company based in Brisbane.

• BPA are Social Researchers in the field of Employee Engagement, Leadership and Values.

• The BPA database contains over 404,000 respondent views or personal stories on what it’s like to work in the Health and Community Services Sector (including Disability Services)

• BPA uses a perception based survey instrument to capture these stories.

• There are two very specific areas of expertise in BPA’s research:

1. Methodology of benchmarking;

2. Linguistic Analysis.

• BPA only does surveys and education.

• The primary, differentiating characteristic of a BPA survey compared to its competitors is action-ability.

No. of respondents in the BPA database


Headlines on the results for Forrest Personnel

This is a good news story!

The level of Employee Engagement is 72%.

Using BPA’s Model of Engagement, Forrest Personnel is typed as a Culture of Success.

When compared against BPAs database of industry norms (Health and Community Services Sector):

• 101 questions benchmarked above the average/norm (represented by the blue graphs)

• 9 questions benchmark on the average (the number that appears in the bracket); and

• 1 question rated below the norm (represented by the yellow bar graph - Retaining quality staff).

63% of respondents have been employed in Forrest for <2 years which is contributing to the high level of Engagement.

Your challenge is in retaining quality staff, managing perceptions around pay and staffing, and thus maintaining the high level of Engagement (you are starting off a high base … however Organisational Culture is a bank account, you have a healthy bank account to use!)


Forrest Personnel

No. of surveys distributed: 68

No. of respondents: 67

Response Rate: 99%

Pieces of Narrative data: 1,588

Pieces of Quantitative data: 7,725

No. of Work Unit Reports prepared by BPA: 8

Total no. of messages sent to Mark Sullivan, CEO: 36

Data Volumes for Forrest PersonnelSurvey census period: Commenced Monday, 3rd August 2015

Last survey received and included in the analysis for Forrest Personnel: 17th August 2015


Response Rate Details by work unit


Demographic Profile of Respondents: Length of employment63.3% of respondents have worked for Forrest for <2 years

63.3%


Age Profile

12.5%

31.3%

37.5%

15.7%


Position of Respondents:


1. Engagement

2. Leadership

3. Values

4. Quality and Innovation

5. Safety

6. Consumer Outcomes


Employee Engagement



Engagement Culture


3 Cycles – BPA’s Health & Community Services Database Overall (contains views of 420,000 respondents)

Engagement Cycle43%


Those who ‘sit on the fence’ are …

• neither openly positive nor openly negative,

• they are inclined to just want to come to work, do their job.

• they typically comprise about 41% of an organisation and are clearly the main group to target during implementation of major cultural change

Swinging Voters

Engagement Cycle43%Swinging

Voters40%


Disengagement Cycle

Engagement Cycle43%

DisEngagement Cycle17%

Swinging Voters

40%

|Research conducted by and exclusive copyright of Best Practice Australia Pty Ltd w|www.bpanz.com p| 07 3367 0613 * Where percentages may not add up to 100% it’s due to rounding

Social & Community Services

Engagement Cycle50%


Swinging Voters37%

Forrest Personnel2015

DisEngagement Cycle 2.7%

Swinging Voters25.4%

Engagement Cycle71.9%


Swinging Voters38%

Engagement Cycle48%

Health & Community ServicesNon-Profit

Engagement Cycle33%


Swinging Voters45%

Disability Services


Culture of Reaction• 30% - 40% Engagement • Lots of organisational repair work – often on the run.• A lot of management time is spent putting out fires.

Culture of Consolidation• 40% - 50% Engagement• Culture in Transition. • Some work units in low-end cultures and some in high-end cultures.

BPA’s 6 Types of Culture – From Blame+ to Success

Culture of Ambition• 50% - 60% Engagement• Ambitious for new and better ways of moving ahead.• “Anything is possible mentality”• Needs a strong fiscal discipline and the ability to say ‘no’ to too many projects.

Culture of Success• More than 60% Engagement• Employees are very positive about tackling problems - ‘Can do’ mentality.• Very close-knit, very cohesive, very focused. • Anyone who doesn’t “fit-in” is squeezed out by peer pressure.

Culture of Blame• 20% - 30% Engagement• Common to hear ‘Communication is poor’, ‘There is no leadership’

or ‘Morale is bad’.• ‘Them and Us’ mentality.

Culture of Blame+• Low levels of Engagement (<20%)• The organisation may experience a history of ‘leadership churn’• Employees perceive the ship is rudderless and lacks direction.


Where is Forrest Personnel in 2015?


%age in Engagement

Cycle%age in Dis-

Engagement Cycle External Benchmarking

Engagement Culture


Truly Great Place to Work


Barriers to a Truly Great Place to Work


Engagement – Expectations


Employee Expectations of their Organisation


Leadership



Leadership – Reporting lines


Leadership – Meeting Expectations


Employees Expectations of their Manager


Leadership - Management Skills


Leadership Traits


Values andBehaviours



Team Norms and Team Standards


Values-in-Action – Harassment or Bullying / Discrimination or Favouritism?


Values-in-Action – Is there any Discrimination or Favouritism?


Values-in-Action – Do’s & Don’ts of Working at Forrest Personnel


Quality and Innovation



Quality and Innovation – What is Causing problems?


Engagement Issues that Matter….


Leadership Issues that Matter….


Values & Behaviours Issues that Matter….


Quality & Innovation Issues that Matter….


Day-to-day Work Frustrations


Safety



Workplace Safety


ConsumerOutcomes



Client Expectations


Summary



Going forward…For a first time BPA Survey, this is an outstanding result to have 72% of respondents engaged with the organisation.

63% of respondents have been working in Forrest Personnel <2years, this will be contributing to the Culture of Success (they haven’t worked in the organisation that long!).

Your challenge is in Retaining the workforce.

Use the ‘frustrations’ report to get some ideas to maintain this high level of employee engagement.

Lessons when in a Culture of Success:

• use the strengths of the culture to drive performance

• watch out for burn-out of key individuals.

• manage the number of projects taken on.

• watch out for ‘Group Think’. Encourage and protect divergent, even unpopular, views.

• watch out for the signs that Pride is creeping in.

• make sure managers put into practice Self Critique.


The one leadership behaviour that BPA gives massive weighting to is:

‘seeing ourselves as we really are – don’t believe our own publicity’.

This is the essence of self-critique.

Self-critique is the remedy for the problem pipeline.

Without this, you won’t progress your culture.

Strong leaders practice self critique … weak leaders will hide from the truth.

Culture is never neutral … it will either help you … or it will hurt you.

It’s your choice!

What is Self-Critique?


Thank You for choosing BPA

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