What’s bugging employees?
Simon AtkinsonIpsos MORI Social Research Institute
25 April 2006
2
What’s the prevailing mood in the “typical” UK workplace?
3
Our research among employees shows….
Around half of British employees would speak highly of their organisation as an employerJust two in five British employees agree they feel valued and recognised in their current rolesLess 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 involvementJust 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
4
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
5
On the other hand…
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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!!
7
What’s bugging those who do leave? A retail case study…
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Retail case history: impact of experience on employer advocacy
All leavers
Be critical Speak highly
Base: 300 former employees of British retail company
31%29%
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Retail case history: impact of experience on employer advocacy
Lack career opps
Lack recognition
Be critical Speak highly
Base: 300 former employees of British retail company
Main reason for leaving:
Relationship with line mgr
Lack interesting/varied work
Insufficient training/devt
Pay 37%
33%
26%
34%
24%
21%
48%
83%
70%
57%
56%
49%
10
‘EXIT’ retail case history: key reasons for resigning
Base: 300 former employees of British retailer
Poor working environment
Unsociable hours
Low pay
Lack career opportunities
Too many hours
Working relationship with line manager
Lack interesting/varied work
Offered another job
Insufficient training/devt
Work related stress Educational commitments
Lack of recognition
% Spontaneous
8%
7%6%
6%6%
4%
8%
29%
23%13%
9%9%
11
What can we learn from “excellent” organisations…?A case study from local government
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% Above ave % Average % Below average
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…?
Excellent
Excellent councils are the best places to work
68 27 1
13
% Above ave % Average % Below average
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…?
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
Excellent
Poor
Excellent councils are the best places to work
20
68
45
27
24
1
14
20
39
55
55
68
45
38
29
31
27
24
14
8
10
1
% Above ave % Average % Below average
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…?
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
Excellent
Good
Fair
Weak
Poor
Excellent councils are the best places to work
15
30%33% 33%
30%
23%
18%
Job satisfaction is higher in better performers
Overall Excellent Good Fair Weak Poor
% very satisfied with their present job
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
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17%18%
20%
14%15%
19%
But views on pay are similar everywhere
Overall Excellent Good Fair Weak Poor
% strongly agree that my pay is fair
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
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But…..
18
42%
51%
44%39% 37%
46%
Commitment to staying in same organisation similar everywhere…
Overall Excellent Good Fair Weak Poor
% strongly agree
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
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31%28% 29%
35%
26%
34%
Too much bureaucracy everywhere!
Overall Excellent Good Fair Weak Poor
% strongly agree there is too much bureaucracy
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
20
13%
9%10%
18%
10%
12%
Stress at work is affecting personal life – no significant differences…..
Overall Excellent Good Fair Weak Poor
% strongly agree
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
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So what is different in the
most effective??
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18%
21%22%
15%14%
13%
Bit better at recognising staff….
Overall Excellent Good Fair Weak Poor
% strongly agree
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
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20%
31%28%
12% 13%
6%
Staff feel they are kept better informed
Overall Excellent Good Fair Weak Poor
% strongly agree
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
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13%
20%
16%
9% 9% 9%
Staff are consulted on management decisions
Overall Excellent Good Fair Weak Poor
% strongly agree
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
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Staff much more confident about customer care
48% 49%
37%31%
28% 28%24% 23%
13% 12%
My organisation is focused on the needs of its
customers
My organisation provides good value for money to
customers
% Strongly agree
ExcellentGood Fair Weak Poor ExcellentGood Fair Weak Poor
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
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Best have more internal cohesion overall
64%
77%
41%
65%
37%
65%
38%
65%
26%
57%
I understand my organisation’s overall
objectives
I understand my unit’s overall objectives
% Strongly agree
ExcellentGood Fair Weak Poor ExcellentGood Fair Weak Poor
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
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Much more confidence in senior management
I have confidence in the senior management team
Senior management have a clear vision of where the
organisation is going
% Disagree
ExcellentGood Fair Weak Poor ExcellentGood Fair Weak Poor
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
10%
5%
24%
18%
31% 30%33%
28%
32% 31%
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As a result of all of these
things….
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33%
51%
38%
25% 25%20%
Best most likely to tell people outside they are great!
Overall Excellent Good Fair Weak Poor
%Strongly agree that they would speak highly of the authority to others outside the organisation
Base: All respondents (500). Fieldwork: 12th – 27th May 2005
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UK employers of choice
Source: Sunday Times Best Companies to Work For/ March 2006
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Doing employee research: what’s changing?
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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
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% Reasons for repurchasing % Reasons for recommending
Quality of products/services
Price of products/services
Promotions/special offers
Range of products/services
Knowledge of brand/reputation
Its reputation as an employer
The impact of employee behaviour on customer loyalty
How staff treated you
Staff knowledge of prod/services
Staff enthusiasm for prod/services
How staff represented company
Handling of enquiry/complaint
After sales service
Source: Ipsos MORI/MCA Research Adults GB (925)
17
17
15
11
11
7
44
38
26
21
18
14
12
10
9
8
6
21
5645
41
25
23
60
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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?
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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?
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What should be on our checklist if we are thinking about researching our employees?
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Think about the pressures facing your organisation…
EU legislation
New technology
tools
Global talent poolSeeking
truediversity
Competitive advantagethrough branding
Skills shortages
& retention issues
Economic slow down
Ageing population
TRUST
ENGAGEMENT
ETHICS
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….think about WHY you want to do the research
Why are you
doing this?
Improve customer
satisfaction/ business SWOT
analysis
Manage the
impact of change
Boost employee
engagement
Improve leadership/
performance
Improve internal comms
To become a
more attractive employer
Identify enablers/
barriers to high
performance
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Bystanders Understand organisational
goals but lack drive to support them
Bystanders Understand organisational
goals but lack drive to support them
ChampionsWilling and able
to support business goals
ChampionsWilling and able
to support business goals
Weak LinksWaiting to be engaged,
or lost interest and switched off
Weak LinksWaiting to be engaged,
or lost interest and switched off
Loose Cannons Motivated but lack understanding & how to support business
goals
Loose Cannons Motivated but lack understanding & how to support business
goals
Commitment to achieving business goals
Med/Low High
Med
/Low
Hig
h
Un
de r
s ta n
din
g o
f b
usi
ne s
s g
oa l
s a n
d r
ol e
in
ach
ievi
ng
th
e m
Source: Ipsos MORI/MCA Research Adults GB (925)
…. do we have a framework like this we want to explore….?
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Think about what you want to be measuring….
Opinions?Attitudes?Values?Behaviours?
Closed questions?Open-ended questions?
Qualitative?Quantitative?
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0
1
2
3
4
5
6
Recruitment End ofInduction
One Month Six Months One Year
Understand co. objectives Employer ratingJob satisfaction Valued & recognisedSupport to do job
Think about how you are going to analyse the findings
Source: Ipsos MORI/Leisure sector company Base: Sample of new joiners
Mean Familiarity Score
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Think about what you are going to do with the findings – before you start….
ACTION PLANNING
KEY STAGES
Stage 1: Evaluation• Determining the key issues• Identifying root causes• Prioritisation improvement areas
Stage 2: Planning Improvement actions Existing initiatives Quick wins Improvement targets
Stage 3: Implementation
• Allocating resources• Determining accountability• Formal record of plan
Stage 4: Review• Review action• Measure progress• Identify success• Communicate progress
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….and think about who is “in charge”…
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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
What’s bugging employees?
Simon AtkinsonIpsos MORI Social Research Institute
25 April 2006
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