St. Petersburg Times' Staffer Survey
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Transcript of St. Petersburg Times' Staffer Survey
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March 22, 2011
Michael Zia Mian, Ph.D.
2011 Staffer Survey
Summary Results
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Survey Instrument
Survey was developed based on questions from Censeossurvey item pool and items requested by Times
Survey consisted of 71 questions organized into
9 key dimensions
Company Effectiveness
Senior Leadership
Communications
Compensation and Benefits
Department Effectiveness
Customer Focus/Quality
My Supervisor
Performance Management & Staffer Development
Company/Job Satisfaction
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Survey Instrument
Survey included 7 demographic items and
2 open-ended questions
5-point response scale with Percent Favorable asthe summary statistic:
5. Strongly agree
4. Agree
3. Neither agree/disagree
2. Disagree
1. Strongly disagree
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Survey Response Rates
Censeo response rate average: 74%
Work GroupCompletion
Rate
Total Company 88%
Advertising 90%
Business Services 88%Consumer Marketing 84%
General Administration 100%
Human Resources 92%
IT 94%
Marketing 74%
News 86%
Operations 89%
Times Digital 100%
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Top Strengths
Pride in work, service provided to community
Sense of accomplishment, co-workers care
Times high standards, reputation
Committed to Times success
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Top Strengths (continued)
Clear on role in success of department andorganization
Times responsive to changes in marketplace
Staffers held accountable for producing qualityproducts
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Top Opportunities
Pay and benefits, recognition Health and retirement benefits
Pay relative to similar jobs in other organizations
5% pay cut
Amount of recognition (comments)
Career growth opportunities Managers help with career planning and individual development
Development opportunities
Communications Senior managers understanding of whats going on in lower levels
Ability to speak freely
Consideration of staffers needs
Vision for the future (comments)
Outdated internal technology
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Ratings by Survey Dimension
46
5
5
66
66
7
7
74
75
64
om & Bene its
ommuni ations
Snr Lea ers i
De t E e tiveness
er gt & Sta Dev
om any E e tiveness
y Su ervisor
ustomer Fo us/Qua ity
om any/Job Satisa tion
ota Survey
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Ratings by Department
9
siness er i es
imes Digita
News 93
3
perati ns
ar eting 3
H man Res r es
ns mer ar eting
A ertising 9
enera A min
ta mpany 3
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Model of mployee ngagement
ngagementDrivers Outcomes
ffective emotional
response people have
about their organization
Retention turnover
Customer service
oyalty
Productivity
ctions company can
take to improve
ngagement
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Development, Communications
Drivers of ngagement at the Times
** Items also in Top Improvement Opportunities
***Items 54 and 56 have the strongest relationship with plans to leave in 12 months
No. Survey Item % av
The professional development opportunities afforded to me are one of the
biggest reasons hy I remain ith the Times.
**
12 Senior leaders make decisions that seem to reflect an understanding of hats
going on in lo er levels of the organization.
2**
The company considers staffers needs and interests hen changes are made.**
There are good opportunities for me in this company if I perform ell and
develop my skills.
8***
18 In this company there are good ays for staffers to communicate their ideas
and concerns up ards.
1
1 Senior leaders communicate openly and honestly to staffers.
1 Senior leaders effectively balance long-term success of the company ith
short-term profits.
I have good opportunities to develop my kno ledge and skills (on the job,
additional training, etc.).
***
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Retention at the Times
Why staffers have stayed:
Passion for the job (71%)
Times reputation (68%)
Relationships with coworkers (60%)
Relationship with manager (51%)
Work schedule (47%)
Professional development (36%)
Pay and Benefits (32%)
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Demographic nalysis
Seven demographic questions Gender
thnicity
mployment status
Tenure
Position level
Shift
ocation
Questions were optional
On average 5% opted not to respond
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Demographic nalysis
Gender Females slightly more favorable than males (67% vs. 63%)
thnicity No difference between Caucasians, African Americans
Other sig. less favorable than other ethnic groups (52% vs. 65%)
ocation
Similar results for Hillsborough (69%) and Pasco/Hernando Counties(68%)
Pinellas County-South (64%) and Pinellas County-North (60%) areleast favorable
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Demographic nalysis
mployment Status PT 18 hour 70%
PT 1000 hour 61%
Full Time 64%
Largest difference forCommunications dimension(66% vs. 51% and 49%) :
17. There are good communications among different departmentsand functions in the company. (63% vs. 44% and 47%)
19. Its safe to say what you think around here.(59% vs. 44% and 33%)
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Demographic nalysis
Tenure Staffers with less than 1 year were sig. more favorable (75%) than all
other groups (Honeymoon Effect)
Mid-tenure groups were least favorable, at (62%)
Favorability increases to 67% for more than 20 years tenure
Shift No significant difference
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Written Comments nalysis
T o optional open-ended questions ere also asked
Q1 - Describe the top 2 reasons you remain a staffer at the Times.
Q2 - What 1 2 things can be done to make the Times a better placeto work?
The majority of staffers took the time to comment (72% - 83%).
Content analysis was performed for each question to identify the
major themes that emerged.
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Written Comments nalysisTop reasons staffers remain at the Times
My job
Pride in the products produced, passion for professionand industry
Being able to impact/serve the community and public
My co- orkers
Like a family, friendliness/warmth
Inspired by their competence and skills
Quality and Reputation of the Times
High standard of excellence, able to practice meaningfuljournalism
Proud to represent the Times, committed/loyal
Great work environment
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Written Comments nalysisTop reasons staffers remain at the Times (Cont.)
Poor conomy job market
No comparable jobs/lack of opportunity elsewhere
Need $$ to pay bills
Work schedule
Flexible hours, ability to balance work/family andother interests
Miscellaneous
Vacation benefits
Management/boss
Pay
Location
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Written Comments nalysisWhat ill make the Times a better place to ork?
Increase pay and recognition
Reintroduce merit increases, give back 5% pay cuts(especially for lower levels)
Pay competitive salaries, provide better incentives
Show gratitude, recognize peoples accomplishmentsand financial sacrifice
Improve benefits
Reduce cost of healthcare premiums, provide better
coverage Restore 401(k) contribution, bring back pensions
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Written Comments nalysisWhat ill make the Times a better place to ork? (Cont.)
Talent Management
Increase training and development
Increase coaching and feedback
Provide career pathing and advancement opportunities
Hold poor performers accountable; remove poorperformers
Hire more talent to offset workloads, hire more IT talent,replace personnel faster
Increase communication and cooperation
Across company; between levels and betweendepartments
What is vision and strategy going forward?; what is online
strategy?
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Written Comments nalysisWhat ill make the Times a better place to ork? (Cont.)
Improve Technology
Update computers and communication devices
Miscellaneous
More equality in compensation, recognition, resources,across levels and departments
Respectful treatment of all staffers
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Recommendations for Going or ard
Work with your HR Business Consultant
Determine best way to communicate survey results to your staffers
Communicate openly and honestly about the survey results
Lets work together to make this better for both our staffers and
customers vs. Staffers telling management what the problems are so
management can fix them
Look for ways to involve managers, staffers in action planning
Keep processes simple and streamlined; identify the top 2-3improvement opportunities in your specific areas
Hold managers accountable
Follow up, measure results, and communicate regularly with staffers