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What’s bugging employees?

Simon Atkinson Ipsos MORI Social Research Institute 25 April 2006. What’s bugging employees?. What’s the prevailing mood in the “typical” UK workplace?. Our research among employees shows…. Around half of British employees would speak highly of their organisation as an employer

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What’s bugging employees?

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  1. Simon Atkinson Ipsos MORI Social Research Institute 25 April 2006 What’s bugging employees?

  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 employer • Just two in five British employees agree they feel valuedand 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

  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…

  6. 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…

  8. Retail case history: impact of experience on employer advocacy Speak highly Be critical 31% All leavers 29% Base: 300 former employees of British retail company

  9. Retail case history: impact of experience on employer advocacy Speak highly Be critical Main reason for leaving: 33% • Lack recognition 83% 26% Relationship with line mgr 70% 34% Lack interesting/varied work 57% 24% • Lack career opps 56% 21% Insufficient training/devt 49% 37% Pay 48% Base: 300 former employees of British retail company

  10. 29% 23% 13% 9% 9% 8% 8% 7% 6% 6% 6% 4% ‘EXIT’ retail case history: key reasons for resigning % Spontaneous Working relationship with line manager Offered another job 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 Base: 300 former employees of British retailer

  11. What can we learn from “excellent” organisations…?A case study from local government

  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 68 27 1

  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 27 1 Poor 20 45 24 Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  14. 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 Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  15. Job satisfaction is higher in better performers % very satisfied with their present job Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  16. But views on pay are similar everywhere % strongly agree that my pay is fair Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  17. But…..

  18. Commitment to staying in same organisation similar everywhere… % strongly agree Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  19. Too much bureaucracyeverywhere! % strongly agree there is too much bureaucracy Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  20. Stress at work is affecting personal life – no significant differences….. % strongly agree Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  21. So what is different in the most effective??

  22. Bit better at recognising staff…. % strongly agree Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  23. Staff feel they are kept better informed % strongly agree Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  24. Staff are consulted on management decisions % strongly agree Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  25. 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 Excellent Good Fair Weak Poor Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  26. Best have more internal cohesion overall % Strongly agree I understand my unit’s overall objectives I understand my organisation’s overall objectives Excellent Good Fair Weak Poor Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  27. 33% 32% 31% 31% 30% 28% 24% 18% 10% 5% Much more confidence in senior management % Disagree Senior management have a clear vision of where the organisation is going I have confidence in the senior management team Excellent Good Fair Weak Poor Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  28. As a result of all of these things….

  29. 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 Overall Excellent Good Fair Weak Poor Base: All respondents (500). Fieldwork: 12th – 27th May 2005

  30. UK employers of choice Source: Sunday Times Best Companies to Work For/ March 2006

  31. Doing employee research: what’s changing?

  32. 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

  33. The impact of employee behaviour on customer loyalty % Reasons for repurchasing % Reasons for recommending Quality of products/services 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)

  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, isit?

  35. 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, isit?

  36. What should be on our checklist if we are thinking about researching our employees?

  37. Think about the pressures facing your organisation… Skills shortages & retention issues Ageing population Economic slow down Competitive advantage through branding TRUST ENGAGEMENT ETHICS Global talent pool Seeking true diversity New technology tools EU legislation

  38. ….think about WHY you want to do the research Improve customer satisfaction/ business SWOT analysis Boost employee engagement Why are you doing this? To become a more attractive employer Improve leadership/ performance Improve internal comms Identify enablers/ barriers to high performance Manage the impact of change

  39. …. do we have a framework like this we want to explore….? Champions Willing and able to support business goals Bystanders Understand organisational goals but lack drive to support them High Understanding of business goals and role in achieving them Loose Cannons Motivated but lack understanding & how to support business goals Weak Links Waiting to be engaged, or lost interest and switched off Med/Low Commitment to achieving business goals High Med/Low Source: Ipsos MORI/MCA Research Adults GB (925)

  40. Think about what you want to be measuring…. Opinions? Attitudes? Values? Behaviours? Closed questions? Open-ended questions? Qualitative? Quantitative?

  41. Think about how you are going to analyse the findings Mean Familiarity Score Source: Ipsos MORI/Leisure sector company Base: Sample of new joiners

  42. Think about what you are going to do with the findings – before you start…. Stage 4: Review • Review action • Measure progress • Identify success • Communicate progress Stage 1: Evaluation • Determining the key issues • Identifying root causes • Prioritisation improvement areas ACTION PLANNING KEY STAGES Stage 2: Planning • Improvement actions • Existing initiatives • Quick wins • Improvement targets Stage 3: Implementation • Allocating resources • Determining accountability • Formal record of plan

  43. ….and think about who is “in charge”…

  44. Think about what questions you want your managers to be thinking about…. After today: • Detailed analysis • Looking at my service area • Understanding key cohorts: grade, length of service • Linking to our customer satisfaction data Today: • How are staff feeling about the organisation? • Are things improving? • What issues should WE be talking about?

  45. Simon Atkinson Ipsos MORI Social Research Institute 25 April 2006 What’s bugging employees?

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