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Employee Engagement Survey 2011 Management Report

Employee Engagement Survey 2011 Management Report

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Employee Engagement Survey 2011 Management Report

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  1. Employee Engagement Survey 2011Management Report

  2. Contents • Overview • Participation • Engagement Scores Summary • Demographic Results • Impact Analysis • RPG Core Values Survey Results • Next Steps

  3. Survey Overview

  4. Survey Overview • HML engaged hrcraft to assist them in their initiative to gauge employee feedback in March 2011. • The study is designed by the RPG Enterprises to capture employee opinions to help HML obtain a list of priorities for improving the work environment in ways that would maximise Employee Engagement and drive business results. • 187 employees of HML participated in the 2011 Employee Engagement Survey. • Key objectives of the survey included: • Assess employees’ attitudes and beliefs about employees’ work activities, opportunities, leadership, quality of work life, relationships and rewards • Assess employee understanding and support of the business goals and strategies of HML • Identify the extent to which employees are observing and managers are supporting desired behaviours throughout the organization • Reinforce the idea of shared responsibility for improving business results • Learn whether different groups of employees have different needs or issues

  5. Overview • The ‘Employee Engagement’ model used has been developed by RPG Enterprises for obtaining employee feedback at HML. • As per this model Employee Engagement is defined as the extent to which an employee feels committed to an organization and achieving its stated or unstated objectives. • Engagement levels are reflected by demonstration of three key behaviours by employees. • Say : Speaking positively about the organization in all interactions. • Stay : Intending to continue working with the organization. • Strive: Commitment to ensuring achievement of the organization’s objectives • Research indicates that Engagement has a direct and significant impact on business results. • Determining factors which have the maximum impact on an employee’s level of Engagement can help HML to develop strategies and take actions to increase Engagement and therefore business results. • Interpreting results • Engagement Scores: • %age of respondents whose average rating of the 6 parameters of employee engagement is 4.5 or higher. • No Opinion (7) responses are excluded from calculation of scores.

  6. Participation

  7. Participation – by Function Numbers in brackets indicates no. of Participants Others: FSO (2), HR (6), Legal (4), Management (3)

  8. Participation – by Location Numbers in brackets indicate no. of Participants

  9. Participation – by Level Numbers in brackets indicate no. of Participants

  10. Participation – by Age Numbers in brackets indicate no. of Participants

  11. Participation – by Tenure Numbers in brackets indicate no. of Participants

  12. Engagement Scores Summary

  13. Engagement Scores Top-line: The overall Employee Engagement score in HML is 78% (2010=68%). The Employee Engagement score represents the percentage of employees whose average rating of six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher. It shows the current level of Employee Engagement and is a benchmark for improvement efforts for future tracking. The Employee Engagement score is determined by responses to the following questions : Change over 2010 Fav % agree + Strongly Agree) The other questions in the survey questions address the drivers of engagement and are designed to help identify those areas that, if HML can leverage and improve, will impact overall Engagement.

  14. Engagement Scores – Function Wise Numbers in brackets indicate no. of responses received Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher. Tea + Bulk Tea reported as a single vertical - Tea for the previous year and the score was 57%. Others includes FSO(2), HR(6), Legal(4), Management(3). In previous cycle Others includes Engg, HR, FSO, Legal, Management and the score was 72%.

  15. Engagement Scores – Function Wise Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  16. Engagement Scores – Location Wise Numbers in brackets indicate no. of responses received Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  17. Engagement Scores – Location Wise Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  18. Engagement Scores – Level Wise Numbers in brackets indicate no. of responses received Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  19. Engagement Scores – Level Wise Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  20. Engagement Scores – Age Wise Numbers in brackets indicate no. of responses received Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  21. Engagement Scores – Age Wise Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  22. Engagement Scores – Tenure Wise Numbers in brackets indicate no. of responses received Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  23. Engagement Scores – Tenure Wise Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  24. Impact Analysis

  25. Engagement and Drivers of Engagement - by Function Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  26. Engagement and Drivers of Engagement - by Location Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  27. Engagement and Drivers of Engagement - by Level Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  28. Engagement and Drivers of Engagement - by Age Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  29. Engagement and Drivers of Engagement - by Tenure Engagement score = %age of respondents whose average rating on the six parameters capturing perception about Stay, Say and Strive behaviors in the survey is 4.5 or higher.

  30. Drivers of Engagement • The key purpose of conducting the Employee Engagement Survey is to • Understand the unmet needs or expectations of employees. • Draw out the action plans for improvement initiatives to become an Employer of Choice. • To achieve these objectives an Impact Analysis is performed. • The Impact Analysis helps in • Prioritizing the areas where HML should focus in the near future. • Enabling the management to develop its People Strategy in terms of people practices and initiatives . • The analysis identifies • Positive and negative impact of each Driver of Engagement on the overall engagement score as well as of each question on the Driver to which it is linked. • The extent of possible improvement in scores if action is taken or possible decline if action is not taken.

  31. Impact Analysis Matrix • Engagement Drivers are classified into one of four categories based on Impact Analysis • The four categories are: • Threat and opportunity : High increase if action is taken, High Decrease if no action is taken • Threat : High decrease if no action is taken, Low increase if action is taken • Opportunity : High increase if action is taken otherwise possibility of low decrease. • Low Opportunity / Low Threat : Low increase if action is taken, otherwise possibility of low decrease. • Positive Impact : Projected improvement in score if action is taken • Negative Impact : Projected decline in score if no action is taken • High Impact : Drivers representing the Top 33 percentile in terms of potential increase • Low Impact : Drivers representing the Top 33 percentile in terms of potential decrease

  32. Impact Analysis • The Impact Analysis identifies the increase in the Outcome Score if action is taken to improve employee perception on a Driver or decrease if no action is taken. • Increase reflects the likely change in Outcome if Driver Score is 100% i.e. average of all responses are greater than 4.5. • Decrease reflects the likely change in Outcome if Driver Score is 0% i.e. average of the responses is less than 4.5. Change over Previous cycle Outcome Current Score on the Outcome 78% Change over Previous cycle Drivers of Outcome Current Score on Driver statement Expected decrease in Outcome Score if Driver Score is 0% Expected increase in Outcome Score if Driver Score is 100%

  33. Drivers of Engagement • The RPG Engagement model considers 11 drivers of Engagement. • The 11 Drivers and question statements for these drivers are as follows:

  34. Impact Analysis - Overall Engagement 78%

  35. Impact Analysis - Engagement • Opportunities: HML can benefit most from focusing on 2 Drivers – Policies & Procedures and Performance Management. The expected increase is around 8%. • Threats: Not addressing Job and Supervisor Drivers can lead to a decline in the Engagement Score and thereby adversely impact Business Results. The expected decline is between 19% - 24%. • Threat and Opportunity: The Career & Personal Growth and Communication drivers present an opportunity to increase the Engagement Scores by 10% - 12% if actions are taken to enhance perceptions. At the same time, not taking actions to address these drivers can lead to a decline of 14% - 21% in the Engagement Scores. Hence these represent a key area to be focused on. • Low Opportunity / Low Threat: 5 Drivers present the lowest potential for increase or decrease in Engagement. Taking steps to enhance perceptions on Compensation, Reward & Recognition, Senior Management, Fun@work and Work Environment can lead to a possible increase of 3% - 6%. Not taking any steps to sustain perceptions can lead to a decrease of 5% - 10%.

  36. Impact Analysis - Career & Personal Growth 60%

  37. Impact Analysis - Communication 63%

  38. Impact Analysis - Compensation 48%

  39. Impact Analysis – Fun @ Work 57%

  40. Impact Analysis – Job 73%

  41. Performance Management 51%

  42. Policies and Procedures 57%

  43. Rewards and Recognition 57%

  44. Senior Management 70%

  45. Supervisor 84%

  46. Work Environment 80%

  47. RPG Core Values Survey Results

  48. Overall Results - RPG Core Values Survey : Change over 2010 Fav % (Agree + Strongly Agree)

  49. Anticipation Speed and Flexibility : Change over 2010 Fav % (Agree + Strongly Agree)

  50. Customer Sovereignty : Change over 2010 Fav % (Agree + Strongly Agree)