Prepared by TNS For Ithala Development Finance Corporation Limited September 2011

1. Prepared by TNS For Ithala Development Finance Corporation Limited September 2011

2. objectives To identify employee commitment and satisfaction in order to establish areas of concern that need to be addressed to improve employee motivation Primary objective: How did Ithala Group meet employee’s expectations? 1 2 3 Secondary objectives: • How strong is employee morale? • How do employees rate current management? Have the expectations of employee’s been met ? How has their experience of employment in Ithala Group been? • Are employees motivated and aligned with the Ithala Group vision? Do they believe in the products and services Ithala Group offers? • Do employees receive feedback from their manager’s? Is good work seen to be recognised and rewarded?

3. Sample • Ithala Group consists of four business units which provide different products and services. It is important to ensure that all employees, despite which business unit they work in, are aligned with the overarching vision of the company. • Thus… • Who took part? • Where did we go? • We invited all employees at Ithala Group, falling into the following departments and grades to participate: • Departments: • Business Finance Group Strategy • Group Corporate Services IT • Group Finance Properties • Group Chief Executive Ithala Limited • Grades: A2 - F • We conducted research both online and face to face, with interviewers available for assistance if needed in the following areas: • Ezakheni Industrial Estate • Isithebi Industrial Estate • Head Office, Umlazi

4. 4 Highly satisfied with the organisation and have a high level of loyalty to the organisation Satisfied but rather security driven; they have a stabilising effect on the organisation Residents Drivers Dissatisfied and disconnected from the organisation; major source of negative word-of-mouth; they represent underutilised resources of the organisation Critics Rather critical and therefore difficult to lead; they are individualistic and mainly interested in their own professional advancement Detached TRI*M Typology – basic segmentation Satisfaction Motivating environment low high lowhigh

5. TRI*M Typology - Ithala Group Nearly 6/10 of your employees feel dissatisfied and disconnected from the organisation. 3/10 employees are residents – they feel satisfied but are driven by feeling secure TRI*M Index 25 Satisfaction This is the area that you want majority of your employees to be positioned in Drivers 5% Residents 31% Motivating Environment Critics 7% Detached 57% Base 332

6. A quick explanation…

7. 7 Respondents are directly asked what they think is important Another measurement of importance based on an indirect analysis of their actual commitment. Examine your engagement.Concentrate on those quality elements that could become opportunities. Potential Savers TRI*M Grid – the basic structure Motivators Must Haves Improve these strengths, eliminate dangerous weaknesses!Use these strengths in order to communicate! High Don't fall below a specific quality level. This will not be accepted by your employees! CLAIMED IMPORTANCE Look for possible motivators.These items offer the potential to increase commitment. Hidden Opportunities Low IMPACT ON EMPLOYEE COMMITMENT Low High

8. Areas to address: key In order to recommend clear and actionable opportunities to improve on, we have rated what your employees said based on stated importance and the impact on employee commitment We have ranked the statements in order of which should ideally be addressed: • Rated far below average, this is the statement which has the highest combination of stated importance and impact on employee commitment Rated below average, this will be the statement with the next highest combination of stated importance and impact on employee commitment • Rated below average, this is the statement with the third highest combination of stated importance and impact on employee commitment Performance Average Far above average Below average Above average Far below average

9. Areas to maintain: key Similarly, we have also rated the aspects that your employees found to be above average based on stated importance and impact on employee commitment We have ranked the statements on order of which should ideally be maintained • Rated above average, this is the statement which has highest combination of stated importance and impact on employee commitment Also ratedabove average, this will be the statement with the next highest combination of stated importance and impact on employee commitment • Also rated above average, this is the statement with the third highest combination of stated importance and impact on employee commitment Performance Average Far above average Below average Above average Far below average

10. Key findings • Employees seems to be satisfied interdepartmentally– majority consider their immediate manager to be trustworthy and to treat them respectfully. They rated their direct colleagues friendly, reachable and found sharing of knowledge and experiences, as well as their willingness to get involved above average. • However, there is a high level of detachment in Ithala Group, being driven by: • A lack of training and development opportunities • Not being rewarded according to performance and skills • Little opportunity for job rotation • Negative perceptions from the general public – adaptability and high quality products/services, amongst other things were rated below average • Communication between departments and the speed in which colleagues respond to requests is below average • Agreements made in meetings are not complied with and employees cannot talk about mistakes made at work openly • These could be driven by a wider intradepartmental issue: Management is performing on average across the board. They are treating employees with respect and dignity however they are not providing a particularly motivating environment. There is also a lack of honest and open communication regarding corporate issues and the strategic orientation of Ithala Group.

11. Quality of work

12. Areas to address - Quality of work • Training is seen to be lacking across all departments apart from Business Finance. Investing money into training your employees is a win win - boosting staff morale whilst increasing productivity

13. Income and benefits

14. Areas to address: Income and benefits • Employees do not feel that they are rewarded based on their job performance, resulting in a loss of motivation • Opportunity to implement a` performance base rewards/recognition programme

15. Professional development and promotion

16. Areas to address: Professional development and promotion It is concerning that no employees rated professional development at Ithala Group above average – is there a possible problem with promotion schemes? If this is addressed, it could cause great satisfaction amongst staff.

17. Information and communication

18. Areas to address: Information and communication • Employees do not consider Ithala Group to offer honest information and open communication

19. CO-OPERATION

20. Areas to address: Co-operation with your close colleagues in your own organisational unit • The only aspect rated below average is being able to speak about mistakes openly and without fear

21. Leadership

22. Areas to address: Line manager’s leadership style • The performance of managers are being rated average – apart from the Properties Department whose managers are not providing a motivating environment or supporting their professional development.

23. Image and attitude

24. Areas to address: Image and attitude of Ithala Group perceived by the market and general public • It is concerning that the general public perceive Ithala Group to be inadaptable and the quality of it’s products and services to be below average

25. Employee Survey

26. Areas to address: Employee survey • Employees do not seem to believe that anything will be implemented from this survey. • We strongly recommend sharing the results and ways in which you plan to address areas of dissatisfaction with all staff - make them aware that their voices are being heard.

27. What have your employees said...

28. Improve staff treatment: Overall “Managers must understand that being a manager doesn't mean that he/she must oppress people, his or her role is to help people to discover who they are and to be given a platform where they can do what they are good at” “The way they [managers] communicate with staff - they shout in front of everybody and use unnecessary words e.g. Stupid” “Staff are treated differently/discrimination” “Ithala Limited is divided in their attitude and commitment to the staff’s well being” “Respect is also crucial because we are all working towards the same goal no one has a right to bully another staff member even if you are the staff member's superior we all have to work together to keep this organisation alive”

29. Improve staff treatment: • Recognition of good work & long service: “Ithala needs to recognise employees that have a long experience and promote them to better” “Employees should be rewarded fairly and consistently in accordance with their performance” “Recognition for good performance e.g. Employee of the month” “If Ithala can recognise top performers, this will motivate other staff” “The company must recognise their long service and better qualified employees for better positions”

30. Improve staff treatment: Added extra’s More Training Fairer salaries “Provide more training or refresher courses” “Reward employees accordingly, not management to receive crazy salaries and employees to receive disappointing salaries” “I think training is needed for us to excel in our jobs” “Correct the huge gap of salary between employees” “Constant training and development of staff” Improve customer service “When it comes to customer services Ithala matches the likes of all government departments” “Ithala must start to be innovative, introduce new products on demand by the target market-our target has changed and we have not changed at all”

31. Improve leadership “Ithala can be an organisation that should remain competitive to other financial institutions, however, this can only be achieved through strong direction” “There is a general lack of discipline and commitment within the organisation, possibly as a result of no clear direction by management, no role models e.g. Do as I say-not do as I do” “With strong leadership Ithala can become a leader in the industry like it used to be, that will bring back the job security in us staff” “There exists a distinct lack of integration within the organisation, a situation arising from top management's lack of drive and leadership, leaving the organisation in doldrums” “Management need to work harder on staff motivation” “Management to be fair to all employees and stop having favouritism amongst staff”

32. Communication “Communication is extremely important and I believe Ithala still lags behind” “Transparency should be the name of the game and we are sick and tired of CEO's that are having their own agendas” “Lack of communication within the organisation is really affecting the working environment” “We need transparency when there are new developments that are taking place” “Staff communication is terrible”

33. Employing the right person for the job… “Ithala must employ qualified people rather than friends and connections” “Some employees are put into positions that are made for them. To Ithala, qualification is more important than skill. Over 55 year old employees were given the option of early retirement thereby making us feel unwanted” “People must not be in positions because of their level of education and without taking the experience on the job into consideration. Ithala has a number of academics but with less experience-Ithala is losing in hiring these experts but they can't deliver as per their title given because there is a lack of experience”

34. Image “The Ithala Group needs to have clear understanding of what it wants to achieve and stick by those goals” “There is a distinct lack of clarity of mission and roles” “Articulation of vision… a little understanding of where we come from, where we are now and where we are going” “Our company must shy away from the politicians because Ithala is treated as the carpet of the so called politicians which is detrimental to the image” “External factors (political) have extremely dented the image and brand of Ithala on the public at large”

35. Employee survey “I sincerely wish to see something positive to come out of this survey” “It is important that when surveys are done necessary measures should be taken where it needs to be” It is important to communicate the findings of this survey – send an email out to all employees with the results and with the action points that will happen in the next few months

36. The way forward

37. Quick recap… what are key motivators?

38. What are key motivators? • Cont’d...

39. What are the hidden opportunities?

40. What are the Hygenics?

41. What are the Hygenics Cont’d…

42. Areas of focus Recognition of good work –promotions to be based on performance and skills. Improve staff treatment –Contribute towards staff motivation, training/ development programmes Improve communication from leadership – positive PR, regular communication with updates on corporate issues and strategic orientation. Posters in the kitchen/bathroom about upcoming events or training will keep everyone updated Refresh image – need to make your mission well known to all employees – road shows are a great way to get staff buy in Employee survey – results of this survey must be shared with all employees and measures must be implemented

43. Thank you