The fine art of the communication audit
|
|
- Jennifer Nicholson
- 5 years ago
- Views:
Transcription
1 TCM feb RG2 10/11/00 6:07 pm Page 1 Total Communication The monthly report on research, measurement and evaluation Reprinted from Communication audits can turn up disappointing news, but even lackluster results are a baseline for improvement. In this feature, Rodney Gray talks about recent data from Australia. by Rodney Gray The fine art of the audit As elsewhere, audits are increasingly popular in Australia, even though they don t always measure the most critical indicators of effectiveness. While the primary objective of measuring internal is to determine the extent it changes behavior or influences attitudes, the first step is to satisfy employees needs. Communication audits assess the extent to which employees needs are being met. Not only that, but good audits indicate employees assessment of a wide range of variables. By using factorial modelling, different aspects of can be correlated with overall satisfaction to reveal high leverage areas. This analysis reveals employees priorities. Communicators can then (a) concentrate improvements in those high leverage areas where there are both low scores and a high correlation with overall satisfaction; and (b) minimize efforts and expense where there s little impact overall. The who, what and how While I ve been conducting audits in Australia for many years, it s only been in the last few years that the research findings have been gathered in a single database to enable benchmarking. At present the database comprises the findings from 12 surveys from 10 Australian organizations. These include: one of the defence forces; an airline; a research organization; a government department; a retail bank; a merchant bank; a teles company; and three insurance companies. They range in size from a few hundred employees up to 16,000 and 22,000. Some are leaders in their field. Some of our surveys have been conducted internationally within Australian global organizations. These surveys, together with other anecdotal evidence, suggest that Australian findings differ little from those likely to be found in North American and European organizations. Australian business practices, after all closely model those in the US and UK. The questionnaires used had a minimum of about 35 items. They gathered opinions on five or six items on each of such internal topics as: upward, downward, horizontal, change, job, team, supervisor, manager and executive. The questionnaires used a five point Likert response scale, with all items worded positively. Each questionnaire had a write-in comments section. Also, our audits have usually included both qualitative and quantitative aspects, sometimes with one or two dozen focus groups conducted in various locations throughout
2 TCM feb RG2 10/11/00 6:07 pm Page 2 Australia. These give employees the opportunity to discuss generally and explain why questionnaire ratings are as they are. Presenting the findings How do employees rate? For simplicity, the database s positive median is the percentage of respondents who agreed or strongly agreed with the statements in the items making up each core-issue in each survey. The negative median is the percentage who disagreed or strongly disagreed with the statements in each core-issue. Those who did not respond either positively or negatively make up the balance. The medians are shown in the table. What s important to employees? A factorial modelling technique, similar to factor analysis, is used to sort responses statistically into core-issues. Each core-issue is then correlated with the questionnaire items making up the overall satisfaction core-issue. This is similar to conducting a regression analysis. The program uses respondents patterns of responses to indicate priorities. The typical correlations are shown in the table. What are the top priorities? The Performance-Prediction Matrix arrays the positive median scores (or performance ) for the various core-issues against the typical correlation ( predictive strength ) of each with overall The area of the matrix (see Figure 2, page five) where the top priorities lie is the bottom right hand corner: where those core issues with low scores and strong correlations appear. This graph shows that in Australia, generally speaking, there are six top priorities: senior management upward consultation and involvement change cross-functional company information. Naturally the findings do vary from one organization to another. But this pattern, with employees much more satisfied with local, workgroup than management, is very typical judging by the organizations in the database. What they told us Employees say that company fails them. The audits conducted here reveal fully 62% are not satisfied. A little more than a third of surveyed Australian employees (38%) give positive ratings of overall satisfaction, and almost a quarter (26%) give negative ratings. The remaining 36% could not decide, or are partly, or sometimes, both positive and negative. Yet, unquestionably, such low scores indicate that productivity is being hampered by poor internal. This is confirmed in focus groups with employees giving countless examples of how poor impacts their ability to do a good job. If these organizations are typical, and I believe they are, most organizations are underperforming because of poor employee. Even the best scores aren t good enough The table (below) shows the best scores recorded by various organizations in each of the coreissues. Given how low most of these scores are, we have not called them best practice. It s a depressing picture. Clearly there is considerable room for improvement overall, and in most areas surveyed. If 71% of surveyed employees (on average) are positive about job information, why not other aspects of? What are organizations doing to communicate job Figure 1: Typical correlations, best scores and medians for core issues Typical Best Correlation Score Medians (+%) +% -% Overall satisfaction Extremely strong correlates Senior Management Team Upward Very strong correlates Change Consultation and involvement Strong correlates Cross-functional Company information Moderate correlates Strategic direction Immediate manager or supervisor Team meetings & Job information Performance feedback Not very significant Company publication Senior executive roadshows Results presentations messaging Intranet / Lotus Notes t Rodney Gray is principal at Employee Communication & Surveys in Sydney, Australia. Special thanks go to Geoff Alford of Geoff Alford Research Services, Melbourne, for all the computing for these audits, development and maintenance of the database, and production of tables and graphs. 2
3 TCM feb RG2 10/11/00 6:07 pm Page 3 Lower level employees, especially those in blue collar roles, often want most from their immediate supervisor. However, perceptions of immediate supervisors are much more positive. If you plot the gap between employees perceptions of existing and what s wanted from various sources, the gap is almost always greatest (and usually by far) for the CEO. In one public sector agency there was a wide range of consultative mechanisms by way of crossfunctional project teams. Senior executives couldn t understand why employees were so negative about consultation. But employees wished to be involved in decision-making about things to do with their jobs and local work environment. t information that they re not doing for, say, cross-functional or change? The key findings In order to review what Australian employees think of with them in more detail, the median scores for each of a number of the main core-issue findings are discussed in five groups in the order they typically correlate with overall (The typical correlations shown below and in the table are the averages of the correlations in the database.) 1. Extremely strong correlations with overall satisfaction Senior management? Who are they? Employees often think senior managers do a pretty poor job of communicating with them. On average only 38% are positive, and 26% are negative. A poor picture indeed. In Australia, employees perceptions of senior management is statistically the factor which correlates most strongly with overall On average, senior management correlates 0.7 with overall Recorded correlations range from 0.45 to 0.8. No-one listens to us Ratings of upward in Australia are also mediocre. Only 41% of employees surveyed believe their organizations provide adequate opportunities for upward, and around a third say they definitely do not. Upward generally, especially listening by executives, is very important to employees and usually correlates extremely strongly with overall satisfaction (on average about 0.7; range ). Overwhelmingly, our employees tell us that managers and executives must find ways to listen better. This finding is closely related to the next two core-issues: change and consultation and involvement. 2. Very strong correlates with overall satisfaction What s really going on around here? Australian employees perceptions of change are generally not favourable. As with a number of other factors, only about a third of employees have positive perceptions, and almost a third give negative scores. In some organizations undertaking major change initiatives, this aspect of internal vies with senior management for the highest correlation with overall Correlations with overall satisfaction of are typical, even in those organizations not undergoing major change. Ideally, employees want to be consulted and involved in change efforts. But, failing this, they insist on getting good about the changes that are happening or planned in their organizations. Some leading organizations do get this right. They make a very active effort to include employees in the planning and implementation of change initiatives. I want to be involved In today s involve me society, employees want to be consulted, involved and valued for their contributions in matters to do with their work and immediate work environment. This especially applies in the case of the increasing numbers of knowledge workers. Consultation & involvement median scores are 40% positive and 37% negative. These show that most organizations are not yet involving employees in decision making to the extent they want. In recent years, this aspect of upward has become critical in most Australian organizations. A very strong correlation with overall satisfaction of around 0.6 is typical (range ). 3. Strong correlates with overall satisfaction We re more like a dozen different companies The medians for cross-functional are only 30% positive and 36% negative. Even the best score recorded in nine organizations is only 45% positive. These are the worst scores in the database. And cross-functional correlates as highly as 0.7 (typically 0.55; range ) with overall Despite the efforts of the total quality management (TQM) movement over the last couple of decades, cross-functional or crossdepartment is usually extremely poor in Australia. Even in our best organizations, those which have made great strides to improve downward and upward, from one function or department to another is often lacking or of poor quality. 3
4 TCM feb RG2 10/11/00 6:07 pm Page 4 It s just head office propaganda Despite huge efforts and considerable expense for Intranets, ad hoc and fax news services, senior executive roadshows, results presentations, as well as award-winning company newsletters and magazines, less that half (42%) of surveyed Australian employees are satisfied with organizational or company information. And a quarter are not satisfied. Company information generally correlates around 0.55 (range ) with overall 4. Moderate correlates with overall satisfaction Where are we heading? Communication of where the organization is going can be significant to employees, particularly in times of change. The median score indicates that 51% of employees are satisfied with of strategic direction to them. And 16% are not. Strategic direction correlates moderately (range ) with overall My boss is not the problem In Australia, 61% of surveyed employees are positive about with their immediate boss. This is one of the highest scores in the database. But clearly there is room for improvement. While only 17% were negative, another 22% (the neutrals ) were not prepared to rate their manager or supervisor positively. The immediate manager or supervisor correlates moderately (around 0.4 to 0.6) with overall Communication in my team is okay Ratings of team meetings and (and the typical correlation with overall satisfaction) are much the same as those for immediate managers or supervisors. I know what I have to do... The picture with of basic job information is even better, with 71% of employees being happy with this. Only 13% do not feel job is satisfactory. Australian organizations have made a major effort in this area over the past five years or so. Job information correlates moderately (0.4 to 0.6) with overall...but no-one tells me how I m doing Unfortunately, the excellent job picture is not matched by performance feedback to employees. The positive median for performance feedback is 53% with a negative median of 24%. Employees often report in focus groups that they assume no news is good news. Performance feedback correlates moderately ( ) with overall 5. Not very significant to overall satisfaction In Australia (and likely in other developed countries) employees in focus groups can discuss for an hour or more without ever mentioning corporate publications or intranets, although generally gets a mention. Consider the data: Print publications are still popular with Australian employees, with 48% satisfied with their organisation s publication, and only 14% dissatisfied. But publications contribute little to overall Recorded correlations range from 0.3 to The median level of satisfaction with senior executive presentations and roadshows is 57% positive and only 8% negative. Clearly most employees like executive roadshows, but they contribute very little to overall satisfaction with correlations from The findings for annual or half-yearly senior executive results presentations are much the same as for executive roadshows. More than half the employees like these, but they make little impact on overall is viewed favourably by 44% of employees, with 29% not satisfied. The correlation with overall satisfaction is relatively low, typically around As to intranets, employees are 56% positive and 20% negative about intranets and/or Lotus Notes systems. However, as with , these tools are not very significant to overall So what does it all mean? One clear message emerging from these surveys: tools for (or information flow) should not be high priorities for communicators. Communicators should be concentrating their efforts on helping executives and managers improve their, especially listening to employees, and consulting and involving them in the changes needed in the workplace. The scores would have been higher but for some organizations having multiple incompatible systems as a result of mergers. A more difficult problem to overcome is over-using at the expense of interpersonal, even with people in offices or cubicles close by. You may not like what you find out when you conduct a audit or other research of employees. However, if you can find out exactly how to improve and take appropriate action, you can make a big improvement to organizational productivity. 4
5 TCM feb RG2 10/11/00 6:07 pm Page 5 HOW... to prepare a drive analysis matrix Suppose you re faced with an array of issues that you ve identified as possible drivers affecting a problem in your company. Attention to any one of them might help, but how much attention can you afford to give? Naturally, since your resources are limited, you ll want to focus on the drivers that will have the most impact on the results you want. How do you decide where to start? Developing a driver analysis matrix can help. It s time for the pay off In this issue s Feature article (see pages 1-4), measurement and research consultant Rodney Gray outlines a s audit and offers two methods for presenting and organizing research data. The first, a correlations table, is reproduced on page 2. A second, the Performance Prediction Matrix, appears below. The matrix demonstrates a useful technique for arranging data via driver analysis that makes it easier to identify the issues that are most likely to give the biggest payoff. Figure 2: performance-prediction matrix: correlates of internal satisfaction Key issues in vision The matrix shown here (right) ranks core issues according to their percentage of agreed/strongly agreed respondents along the left-hand side in ascending order. The horizontal axis of the chart plots the predictive correlation for each core issue. By arraying core issues on the chart according to the points of intersection between the two axes, some startling visual information emerges. This type of matrix quickly highlights core issues that while scoring low on the left-hand side have a strong predictive value. In other words, a dollar or a franc spent addressing these issues will probably yield higher rewards and a greater impact on satisfaction than efforts devoted to issues falling elsewhere on the matrix. In the (strictly theoretical) Figure 3 (right), four issues identified as drivers of effective are scattered across four quadrants of a matrix created from two axes valued from Figure 3: Priority predictor matrix zero to 100. Issues falling above the horizontal matrix have scored reasonably well for specific satisfaction on a (fictitious) survey, while those falling below have fared poorly. For example, access is an issue that while low on the satisfaction index also registers low for its predictive value as a driver of overall effectiveness. Through the eye of a needle Applying resources to improve access could result in raising specific satisfaction levels, with little impact on the overall outcome. On the other hand, attention paid to the bottomright quadrant in Figure 3 will most likely move the needle upward vertically and to the right horizontally. Resources expended to improve credibility would have a much higher probability for cost effectiveness. This is why envisioning such a matrix before collecting your data is useful. It helps to shape the questions best calculated to produce the kind of data you need to develop the matrix in the first place. And that means questions that not only ask about specific levels of satisfaction, but also aim to form an understanding about impact on your overall goal. A matrix coordinating issues with value can provide powerful arguments for your recommendations. It can be tempting to grab at the lowhanging fruit, especially when the temptation is reinforced by budget constraints. Yet it s often the harder issues that will reward your efforts the most. Thanks to Geoff Alford for his help with the tables on this page
$ % ( 5 !" # SUPPORTING ORGANISATIONAL OBJECTIVES WITH COMMUNICATION ORGANISATIONAL PERFORMANCE EMPLOYEE BEHAVIOUR
" () "! " ' # )**+ -!" # 3 4 SUPPORTING ORGANISATIONAL OBJECTIVES WITH COMMUNICATION The organisation must perform if objectives are to be achieved Organisational performance depends on the behaviour of
More informationKey Drivers algorithm classifies the aspects measured in the survey into four categories
Key Drivers Analysis There are probably many things you would like to improve about your organization. Since it is unlikely that you are going to get the resources to address them all, the challenge to
More informationInvolve your team in continuous improvement: Content guide
Involve your team in continuous improvement: Content guide Contents Involve your team in continuous improvement: Content guide 1 Overview 2 Key terms 2 Identifying opportunities for improvement 4 Total
More informationBETTER TEAMS. BETTER RESULTS.
BETTER TEAMS. BETTER RESULTS. The Performance Culture System helps you achieve the results you want from your Accounting Firm through alignment, accountability and team chemistry. DALLAS ROMANOWSKI & MELISSA
More informationImplementing an Employee Engagement Programme
Implementing an Employee Engagement Programme A People & Culture White Paper Introduction Over the last decade, employers focus has moved away from employees who are satisfied with their working conditions,
More informationSEEK Intelligence Survey of Employee Satisfaction and Motivation in New Zealand
SEEK Intelligence 2004 Survey of Employee Satisfaction and Motivation in New Zealand The second SEEK Intelligence Survey of Employee Satisfaction and Motivation in New Zealand has collected responses from
More informationLeadership MOT. Action Planning Guide
Leadership MOT Action Planning Guide Contents Contents Page Introduction 3 The questions 3 Understanding your report 4 Next steps 5 Action planning 7 Keeping everyone up to date 7 2 Introduction To help
More informationStrategic CSAT: Driving Strategic Outputs From Satisfaction Research
Report Summary Findings: Outsourcing customer satisfaction research is common but not universal: 54% of large scale enterprises fully outsource their CSAT programmes According to marketing decision makers,
More informationThe 10 Big Mistakes People Make When Running Customer Surveys
The 10 Big Mistakes People Make When Running Customer Surveys If you want to understand what drives customer loyalty for your business and how to align your business to improve customer loyalty, Genroe
More informationSPRING 2012 EMPLOYEE OUTLOOK PART OF THE CIPD OUTLOOK SERIES
SPRING 2012 EMPLOYEE OUTLOOK PART OF THE CIPD OUTLOOK SERIES EMPLOYEE OUTLOOK PART OF THE CIPD OUTLOOK SERIES Summary of key findings 2 Job satisfaction and engagement 4 Employee attitudes towards managers
More informationEmployee Engagement Leadership Workshop
Employee Engagement Leadership Workshop Turning employee feedback into results Developed for: Presented by: Copyright 2010, DecisionWise, Inc. All rights reserved. No part of this publication may be reproduced,
More informationThe Road to Real-time
The Road to Real-time Your ambitious but wholly achievable plan to go from annual surveys to continous listening in a single year and the business-changing results you ll see in return. A Peakon Whitepaper
More informationCRITICAL INSIGHTS FOR INSPIRATIONAL SAFETY LEADERSHIP NEW RESEARCH REVEALS FOUR KEY ATTRIBUTES OF EFFECTIVE LEADERS
CRITICAL INSIGHTS FOR INSPIRATIONAL SAFETY LEADERSHIP NEW RESEARCH REVEALS FOUR KEY ATTRIBUTES OF EFFECTIVE LEADERS Caterpillar Inc. Caterpillar Safety Services 2017 CONTENTS EXECUTIVE SUMMARY.............................
More informationEmployee engagement. Introduction. benchmark trends report. Our ETS benchmark
Employee Introduction We re delighted to publish this employee. It s heartening that so many companies now run an employee survey. However, for lots of them, it can still be a challenge to demonstrate
More informationEMPOWERING YOUR PEOPLE TO MANAGE RISK. A white paper on employee training around risk and compliance.
EMPOWERING YOUR PEOPLE TO MANAGE RISK A white paper on employee training around risk and compliance. RISK COMES FROM NOT KNOWING WHAT YOU RE DOING - WARREN BUFFET EXECUTIVE SUMMARY THE REWARDS OF EFFECTIVE
More informationThe DealerRater Guide to Online Reviews: LEVERAGING REVIEWS FOR A COMPETITIVE EDGE
The DealerRater Guide to Online Reviews: LEVERAGING REVIEWS FOR A COMPETITIVE EDGE EXECUTIVE SUMMARY Online reviews are the new word of mouth. A positive online review of your dealership causes a ripple
More informationA package full of change: An interview with Ian Andrews of Commonwealth Bank of Australia
A package full of change: An interview with Ian Andrews of Commonwealth Bank of Australia Operations July 2016 Christian Johnson Jonathan Michael A package full of change: An interview with Ian Andrews
More informationEmployment Practices of Multinational Companies in Denmark. Supplementary Report
Employment Practices of Multinational Companies in Denmark Fall 11 Employment Practices of Multinational Companies in Denmark Supplementary Report Appendix I: Questionnaires Appendix II: Frequencies Dana
More informationIs finance going green?
> Is finance going green? CFO perspectives on climate change and environmental sustainability A report prepared by CFO Europe Research Services in collaboration with ABN Amro > Is finance going green?
More informationReport Employee Satisfaction Survey
Report Employee Satisfaction Survey Communication 1 In my company, there is open, honest communication. 2 My ideas and suggestions are heard and valued by upper management. 3 I receive adequate information
More informationThree steps to joining and participating in unions
Anger hope action Three steps to joining and participating in unions 1. Anger The first condition for joining or becoming involved in the union is anger. Many people are uncomfortable about expressing
More informationWorkplace Change Management. November 11, :00-1:30 p.m.
Workplace Change Management November 11, 2008 12:00-1:30 p.m. Today s Speakers Glenn Dirks Director, Consulting Services Facet Teletrips Peter Miscovich Managing Director Jones Lang LaSalle Susan Mitchell-Ketzes
More informationEMPLOYEE SATISFACTION SURVEY VOICE OF EMPLOYEE - ANALYSIS & RESULTS. SpiceJet Employee Satisfaction Survey
EMPLOYEE SATISFACTION SURVEY VOICE OF EMPLOYEE - ANALYSIS & RESULTS SpiceJet Employee Satisfaction Survey Executive Summary 1 The main objective of conducting Employee Satisfaction Survey was to set a
More informationEMPLOYEE LOYALTY. March 31, 2008
EMPLOYEE LOYALTY March 31, 2008 Objective To understand perceptions and attitudes of Middle Eastern employees regarding their career, the work they do and the organization they work for. The findings will
More informationHRM and Dairy. Research Questions. Purpose of the Study. Dependent Variable. Explanatory Variables
HRM and Dairy Managing for Commitment: How Human Resource Management Practices Affect Dairy Employee Attitudes Richard Stup, Ph.D. AgChoice Farm Credit Popular press is filled with articles, information,
More informationNHRMA Conference - September 27, 2017
NHRMA Conference - September 27, 2017 Presented by Cindy O Neal, MS, SPHR, SHRM-SCP Sr. Director of Human Resources The Center - Orthopedic and Neurosurgical Care Which item would help you to help your
More informationSafety Perception / Cultural Surveys
Safety Perception / Cultural Surveys believes in incorporating safety, health, environmental and system management principles that address total integration, thus ensuring continuous improvement, equal
More informationOrganizational Culture by Design Not Default. Greg Honey and Peter Mayne Farm Credit Canada
Organizational Culture by Design Not Default Greg Honey and Peter Mayne Farm Credit Canada What we ll cover today 1. What does it mean to have a culture by design? 2. How did FCC go about transforming
More informationDeveloping A Data Dashboard The Art And Science Of Making Sense
WELCOA s 7 Benchmarks Benchmark # 3: Collecting Data To Drive Health Efforts Developing A Data Dashboard The Art And Science Of Making Sense By David Hunnicutt, PhD The Well Workplace Awards initiative
More informationResearch Report: Forget about engagement; let s talk about great days at work
Research Report: Forget about engagement; let s talk about great days at work May 2017 What does engagement mean? And what exactly does an engaged employee look like? There are many different conceptual
More informationThe Rules of Engagement
The Rules of Engagement An industry report card based on Advisor Impact s Economics of Loyalty research February 2013 Created by: Sponsored by: The Rules of Engagement When we get it right, measurement
More informationDepartment for International Development (DFID)
Government and Public Sector Department for International Development (DFID) Stakeholder survey Final report March 2008 Contents Section Page Introduction... 3 Executive summary... 6 Summary of key messages
More informationBEC Vantage Reading Part 3 Teacher s Notes
BEC Vantage Reading Part 3 Teacher s Notes Description Students do vocabulary exercises to help them understand a text about product life cycles. They answer several multiple-choice questions by comparing
More informationSurvey of Cohort Mentors August 2012
1 Sample Survey of Cohort Mentors August 2012 Sixteen mentors completed the survey from an overall population sample of 33 mentors. Thus, this survey had a response rate of 48.5%. This sample was made
More informationThink. Feel. Do. Making law firm bids more persuasive
Making law firm bids more persuasive Story 1. Start 2. Think 3. Feel 4. Do 5. Improve 6. End Start. To persuade or not persuade? Too long. Insufficient focus. Too many standard CVs and hourly rates. The
More informationOverview A new approach
Identifying the best Innovation Opportunities March 15, 2016 Overview Innovation presents a challenge for many executives, because it demands attention and resources that are typically devoted to driving
More informationCreative Leadership Questionnaire (CLQ)
MSP Feedback Guide 2009 Creative Leadership Questionnaire (CLQ) Feedback to Test Takers www.myskillsprofile.com Introduction (page 2 of the report) Key points to make The Creative Leadership Questionnaire
More informationcreating a culture of employee engagement
creating a culture of employee engagement creating a culture of employee engagement 2 Introduction Do your employees report a strong sense of purpose at your company? Do they trust senior management and
More informationGen Work. Introduction
Gen Y @ Work Introduction Generation Y appears to value some of the same things from work that have been traditionally viewed as important by other groups, according to a recent online survey completed
More informationEffective Management Response Strategies for Reviews & Surveys
Effective Management Response Strategies for Reviews & Surveys GUIDE Managing Guest Satisfaction Surveys: Best Practices Index Introduction 3 Why Respond to Guest Feedback 5 What to Consider When Defining
More informationSix Steps to Improving Corporate Performance with a Communication Plan
TALK POINTS COMMUNICATION Six Steps to Improving Corporate Performance with a Communication Plan How to develop a clear identity and communicate with your internal and external customers A Higher Level
More informationPlanning Your Success With Jimmy Petruzzi
Planning Your Success With Jimmy Petruzzi www.nlp-trainingcourses.com Good time management, as we have already hinted at, is largely about good planning and knowing how to set effective priorities. Understanding
More informationThe Powerful Act of Coaching Employees Profiles International, Inc. All rights reserved.
Who We Are Profiles International Help clients gain competitive advantage by tapping the talents of their people. We provide the necessary information for leaders to coach, manage, and motivate their teams.
More informationEmployee Engagement: The Management Factor Keeping Employees Invested, Productive And Working For You 1/10
Employee Engagement: The Management Factor Keeping Employees Invested, Productive And Working For You 1/10 disengagement (n.) the act of releasing from an attachment or connection When it comes to your
More informationA STUDY ON ORGANISATIONAL CULTURE AND IT S IMPACT ON EMPLOYEES BEHAVIOUR
A STUDY ON ORGANISATIONAL CULTURE AND IT S IMPACT ON EMPLOYEES BEHAVIOUR L.PRAKASH 1, B.DINESH 2, U.R.MIRUDHUVARSHINI 3 1,2,3 Department of Commerce Sri Krishna Arts and Science College, ABSTRACT This
More information(800) Leader s Guide
www.edgetrainingsystems.com (800) 476 1405 Leader s Guide Copyright 2002 Edge Training Systems, Inc. All Rights Reserved This publication may not be reproduced, stored in a retrieval system, or transmitted
More informationNew thinking on benchmarking customer experience. Vicki Howe, Head of Product Development
New thinking on benchmarking customer experience Vicki Howe, Head of Product Development April 2015 Contents 1 Key points... 3 2 Introduction... 4 2a Satisfaction benchmarking from HouseMark... 4 3 Star
More informationA STUDY ON EMPLOYEE SATISFACTION AND PERFORMANCE AT CEMENT INDUSTRIES IN RAYALASEEMA REGION
A STUDY ON EMPLOYEE SATISFACTION AND PERFORMANCE AT CEMENT INDUSTRIES IN RAYALASEEMA REGION RAMA KUMARI.M Research Scholar, Department of Management Sciences, JNTUA, Ananthapuramu, A.P, India. Dr.D.PRADEEP
More informationPSR stakeholder reputation survey 2017
PSR stakeholder reputation survey 2017 At the beginning of this year we commissioned BritainThinks, an independent market research company, to conduct a stakeholder reputation survey for the PSR. This
More informationAppendix 1 Petrom Organizational Chart
Appendix 1 Petrom Organizational Chart Appendix 2 OMV Petrom Organizational Chart Appendix 3 List with face-to-face interviews Appendix 4 List of questionnaire respondents Appendix 5 General information
More informationSurvey of communications and relations between HEFCE and its key non- HEI stakeholders and staff
October 2005 Survey of communications and relations between HEFCE and its key non- HEI stakeholders and staff Report to HEFCE by the MORI Social Research Institute Contents List of Charts & Tables 1 Executive
More informationSBSC Roundtable Events - Sydney, Brisbane, Melbourne
SBSC Roundtable Events - Sydney, Brisbane, Melbourne November 7, 8 and 9, 2007 Last week we held a series of SBSC Roundtable Events in Sydney, Brisbane and Melbourne. The objective of the events was to
More information15 Proven Accountability Tools You Can Use
15 Proven Accountability Tools You Can Use PRACTICAL TOOLS 15 Proven Accountability Tools You Can Use / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / / /
More informationReport. Report findings, at a glance. 360 degree feedback trends. Summary
Report 360 degree feedback trends Summary This report aims to show how and why businesses are using 360 degree feedback. We hope the insight and advice will be helpful for others planning or already running
More informationFrom Vulnerable to Valuable
From Vulnerable to Valuable Service Quality Conference and American Marketing Association Goals and Introductions Our Goals 1. Present some interesting findings 2. Define the basics 3. Learn how to assess
More informationWelcome to the strengths revolution
Welcome to the strengths revolution The benefits of strengths-based recruitment experienced by five top companies A free white paper summarising the findings of a new in-depth report from Engaging Minds
More informationEmployee Engagement in a Government Entity. By Brianna Ludwig. North Dakota Department of Commerce. January 2015
Employee Engagement in a Government Entity By Brianna Ludwig North Dakota Department of Commerce January 2015 The following white paper outlines employee engagement and company culture from a government
More information2015 Hospitality Consumer Report. Get ahead of the biggest trends in the lodging and dining industries
2015 Hospitality Consumer Report Get ahead of the biggest trends in the lodging and dining industries Welcome to Our 2015 Hospitality Consumer Report If you ve got customers or guests, it s likely you
More informationIntroductory guide to media relations
Introductory guide to media relations Published by All About Audiences This is a guide for those new to working with the press that takes you through the key stages of developing media relations campaigns.
More informationPowerful Insights 2019 Top Risks Survey Overview
Powerful Insights 2019 Top Risks Survey Overview Kevin Donahue: Hello, and welcome to a new edition of Powerful Insights. This is Kevin Donahue, a senior director with the Protiviti Marketing Group. I
More informationCustomers Value Research
Customers Value Research Sue McKnight Director of Libraries and Knowledge Resources Nottingham Trent University Libraries & Knowledge Resources The Boots Library Goldsmith Street Nottingham NG1 5LS sue.mcknight@ntu.ac.uk
More informationwho really owns employee engagement? Front-line Workers, Managers, and Leadership Differ on Who s Accountable for Driving Employee Engagement
who really owns employee engagement? Front-line Workers, Managers, and Leadership Differ on Who s Accountable for Driving Employee Engagement who really owns employee engagement? 2 Abraham Lincoln said,
More informationEMPLOYEE ENGAGEMENT SURVEY
EMPLOYEE ENGAGEMENT SURVEY ATC Project March 30, 2015 on behalf of TTC TABLE OF CONTENTS Introduction 3 Overall Engagement Score 12 Aspects of Employee Engagement 16 What Drives Engagement 20 Overall Organizational
More informationYes, We ve Heard About the Cascade. But Is It Always the Best Tactic?
Yes, We ve Heard About the Cascade. But Is It Always the Best Tactic? Research is the only way to find out which cascade method works for your employees, says Angela Sinickas. Most communicators agree
More informationCongratulations on Your Engagement. Engaging Employees Using Workplace Digital Signage
BEST PRACTICES Congratulations on Your Engagement Engaging Employees Using Workplace Digital Signage A Guide Developed by The Marlin Company, The Workplace Communication Experts WORKPLACE DIGITAL SIGNAGE
More informationGenerating Value from Investments in Business Analytics. Rajeev Sharma, Tim Coltman, Abhijith Anand, University of Wollongong
Generating Value from Investments in Business Analytics Rajeev Sharma, Tim Coltman, Abhijith Anand, University of Wollongong Foreword So you ve embraced the idea that data is an asset. You have invested
More informationDTR72KXREB7/TGDTRN24PERe. Sample Organization Sample Organization
DTR72KXREB7/TGDTRN24PERe Sample Organization Sample Organization Feedback Report 2/27/217 About This Survey Sample Organization, 2/27/217 This multi-rater survey is designed to assist your organization
More informationNMSU Administration and Finance Accounts Payable
REPORT ID: 1514 Introduction & Survey Framework... 1 Organization Profile & Survey Administration... 2 Overall Score & Participation... 3 Construct Analysis... 4 Areas of Strength... 5 Areas of Concern...
More informationWorkshop Date: January 01, Date Printed: March 30, FranklinCovey. All rights reserved.
Report for: Sample Report Workshop Date: January 01, 2030 Date Printed: March 30, 2017 FranklinCovey. All rights reserved. The 5 Choices Benchmark Report TM Q2 SCORE PRODUCTIVITY BEHAVIOURS SCORE + = TOTAL
More informationEMPLOYEE OPINION SURVEY NARRATIVE REPORT XYZ COMPANY. (Sample report with representative sections, graphics, and text)
EMPLOYEE OPINION SURVEY 2000 NARRATIVE REPORT XYZ COMPANY (Sample report with representative sections, graphics, and text) Table of Contents TABLE OF CONTENTS...1 FIGURES...3 EXECUTIVE SUMMARY...4 LOMA
More informationCOACHING USING THE DISC REPORT
COACHING USING THE DISC REPORT TAKING THE NEXT STEP Congratulations! You ve taken the first vital step in showing that you are a champion in your organization that wants to make a difference. Your employees
More informationThe Ultimate Guide to Performance Check-Ins
The Ultimate Guide to Performance Check-Ins The Ultimate Guide to Performance Check-Ins January 2017 1 Table of Contents 03 Introduction 03 Definition of the Performance Check-In 04 05 Rise of Check- Ins
More information2016 EMPLOYEE SURVEY RESULTS AND ANALYSIS
2016 EMPLOYEE SURVEY RESULTS AND ANALYSIS JULY 2016 Survey Administered by the Institutional Effectiveness Committee March-June 2016 Report Prepared by the Office of Institutional Advancement Data Support
More informationIt s Not About Employee Satisfaction! The Do s and Don ts of Conducting an Employee Engagement Survey By Bob Kelleher
It s Not About Employee Satisfaction! The Do s and Don ts of Conducting an Employee Engagement Survey By Bob Kelleher I usually hear a few gasps in audience when I announce, I do not care about satisfying
More informationTHE ROLE OF THE IMMEDIATE SUPERVISOR
ENHANCING EMPLOYEE ENGAGEMENT: THE ROLE OF THE IMMEDIATE SUPERVISOR Dale Carnegie Training White Paper Copyright 2012 Dale Carnegie & Associates, Inc. All rights reserved. Enhance_engagement_062513_wp_EMEA
More informationSuccession Planning, High Potentials and Performance
Succession Planning, High Potentials and Performance There are two separate and distinct aspects to effective succession planning initiatives. The organizational or strategic perspective usually dominates
More informationEmployee Engagement Survey Results
Employee Engagement Survey Results The results of the Employee Engagement Survey are back. Eighty-one per cent of employees responded to the survey a significant number that is well above the average,
More informationStrengths. Opportunities. Engaged Not Engaged Actively Disengaged Engagement Index Ratio: % 61% 10%
Summary Grand Mean Respondents Current Mean Last Mean Mean Percentile Rank Strengths Current Mean 109 3.81 NA 31 Q1: Learn and Grow 4.9 Q05: Cares About Me 4.18 Opportunities Q03: Opportunity to do Best
More informationCHAPTER 5 SUMMARY, FINDINGS, LIMITATIONS & SUGGESTIONS FOR FUTURE RESEARCH
CHAPTER 5 SUMMARY, FINDINGS, LIMITATIONS & SUGGESTIONS FOR FUTURE RESEARCH 5.1 SUMMARY OF CHAPTERS 5.1 a) CHAPTER 1: Introduction There have been many studies on the subject of emotional intelligence in
More informationAUDIT Where are we now? ONGOING MEASUREMENT Are we getting there?
CIPR Skill Guide Internal Communications: Measurement & Evaluation Applying the PRE Cycle to Internal Communications Introduction Measurement & evaluation is at the heart of successful, strategic internal
More informationWORK MANAGEMENT SURVEY Executive Summary and Full Report
WORK MANAGEMENT SURVEY 2015 Executive and Contents I. Executive 3 Everyone s a Project Manager (Whether They re Ready or Not) Do People Generally Feel Productive? What Else is Causing Dissatisfaction At
More informationWHITEPAPER ISSUE 3 / JUNE 2018 HOW JANITORIAL TURNOVER IMPACTS YOUR BUSINESS
WHITEPAPER ISSUE 3 / JUNE 2018 HOW JANITORIAL TURNOVER IMPACTS YOUR BUSINESS HOW JANITORIAL TURNOVER IMPACTS YOUR BUSINESS Employee turnover in the commercial cleaning industry is high, averaging around
More informationHow (not) to measure customer satisfaction as an internal IT service provider
How (not) to measure customer satisfaction as an internal IT service provider Martina Holubcova Manager of Service Management Office M.Holubcova@mmu.ac.uk Twitter @holubcovka My fascination with Customer
More informationGetting Engaged - What is Employee Engagement and Why Does it Matter?
Getting Engaged - What is Employee Engagement and Why Does it Matter? Employee engagement is critical for the success of any business. It is about having a workforce who wants to be there, who like what
More informationChallenges and Opportunities for Financial Services
Workforce 2020 Challenges and Opportunities for Financial Services The financial services sector is running a human-capital deficit. In a global market for talent, new technologies, changing employment
More information8 Tips to Help You Improve
8 Tips to Help You Improve Service Level Management by Stuart Rance 1 What Is the Purpose of Service Level Management? The purpose of service level management (SLM) is to understand and influence your
More information30 2ND QUARTER DRIVINGSALES, LLC
PEOPLE The Art of Retention and Recruiting When sales stagnate, don t just survive: Thrive BY MIKE ESPOSITO F or many dealerships, profit margins on new vehicle sales have been shrinking for well over
More informationa detailed picture of their financial position, management effectiveness, organisational culture, customer satisfaction and more.
BENCHMARKING Rating the World s Best Banks Lafferty Benchmarking delivers unique rating services allowing senior executives to measure their banks against their national, regional and bestin-class competitors.
More informationProfessional Development in Higher Education Survey
Professional Development in Higher Education Survey Executive Summary prepared by Daniel Fusch, Ph.D., Director of Research and Publications, Academic Impressions Contents 3 Overview 4 1. The Impact of
More informationState of Talent Acquisition 2016
State of Talent Acquisition 2016 Presented by ERE Media A Tale of Two Views State of Talent Acquisition 2016 A Tale of Two Views The Survey by the Numbers Participants Too many jobs to backfill, a lack
More informationFrom Mission Statement to Business Process The business analyst s role in corporate objectives
From Mission Statement to Business Process The business analyst s role in corporate objectives Jan Kusiak, Training Services Manager IRM Training Pty Ltd ACN 007 219 589 Suite 209, 620 St Kilda Rd, Melbourne,
More informationSummary of Comments on conflict_printable.pdf This page contains no comments
Summary of Comments on conflict_printable.pdf This page contains no comments Page: 6 Author: AMSC Subject: Sticky Note Date: 8/15/2011 9:34:26 AM Conflict is normal Conflict is a natural part of the
More informationDiversity and Inclusion. Executive Summary
Diversity and Inclusion Executive Summary In an effort to explore the adoption and impact of diversity and inclusion initiatives within IT departments, TEKsystems surveyed more than 250 IT leaders (i.e.,
More informationEmployee Engagement Survey
Research-based // Valid // Reliable Sample Items The DecisionWise contains a subset of research-based anchor questions that are designed to measure overall engagement. The other questions measure the factors
More informationOvercoming Corporate Culture:
Overcoming Corporate Culture: Making the Case for Procurement Session FF17 Tuesday, May 23, 2017 10:00 11:00 Bob Ernst Director, Firmwide Procurement A Little about KPMG Big Four Firm Tax, Audit, and Advisory
More informationin partnership with EMPLOYEE OUTLOOK EMPLOYEE VIEWS ON WORKING LIFE
in partnership with EMPLOYEE OUTLOOK EMPLOYEE VIEWS ON WORKING LIFE 2015 The CIPD is the professional body for HR and people development. The not-for-profit organisation champions better work and working
More informationMonitoring recordkeeping performance
Guideline No. 19 Monitoring recordkeeping performance April 2004 Summary These guidelines cover the implementation of monitoring for records management programs and recordkeeping within a public office.
More informationAttachment E Safety Culture Assessment Date: June 15, 2011 ATTACHMENT E
ATTACHMENT E E-1: Example Survey Excerpted From Baker Panel Report E-2: Written Survey Development Example from a Facility E-3: Example Interview / Written Survey Assessment Topics E-4: Observation Process
More informationCIO Metrics and Decision-Making Survey Results
CIO Metrics and Decision-Making Survey Results Executive Summary & Key Findings: CIOs and other IT executives from mid- to large-sized organizations make significant business-altering decisions every day
More informationHR Connect Asia Pacific
Building the Right High Potential Pool: How Organizations Define, Assess, and Calibrate Their Critical Talent [Part 2] By Lorraine Stomski, Partner, Leadership Practice, Aon Hewitt, Jill Atkisson, Associate
More information