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Departure View Summary Report Alpha Company Q3 - 2010 Corporate Leadership Council Human Resources Report Highlights Executive Summary - Pg. 3 Top Reasons.

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Presentation on theme: "Departure View Summary Report Alpha Company Q3 - 2010 Corporate Leadership Council Human Resources Report Highlights Executive Summary - Pg. 3 Top Reasons."— Presentation transcript:

1 Departure View Summary Report Alpha Company Q Corporate Leadership Council Human Resources Report Highlights Executive Summary - Pg. 3 Top Reasons for Departure - Pg. 5 Employment Value Proposition - Pg. 8 Net Promoter Score - Pg. 12 Future Job Analysis - Pg. 17

2 Corporate Leadership Council 2 © 2010 The Corporate Executive Board Company. All Rights Reserved. About Your CLC HR Departure View Report Thank you for your recent participation in CLC HRs Departure View tool. Your exit report is designed to answer these main questions: 1) What are the top reasons why employees are leaving the organization? 2) Which employment value proposition (EVP) attributes* are driving dissatisfaction for departing employees? 3) How likely are employees to recommend your organization as a great place to work (i.e., your Net Promoter Score**)? 4) Have employees accepted another job at a different organization, and what does that job look like? We believe that the answers to these questions are critical inputs to the successful management of any workforce. Your report is based on the responses of 78 Alpha Company employees that completed the survey during the second quarter of The benchmark information in this report is based on 22 pilot organizations from 7 countries and 12 industries. Thank you again for your participation. We look forward to speaking with you soon. Best wishes, CLC HR Product Team * The Councils 38 EVP attributes and based on the Attracting and Retaining Critical Talent Segments quantitative research study. ** Net Promoter Score (NPS) is calculated from the question in the survey, How likely is it that you would recommend [organization] to a friend or colleague as a great place to work?. This question is asked on a 0-10 scale with 0 being not at all likely and 10 being extremely likely. The net promoter score equals the percentage of employees who selected 9 and 10 (they are known as promoters) minus the percentage of employees that selected 6 or below (they are known as detractors). Therefore the higher the score, the more positive the outcome. Net Promoter Score is the trademark of Satmetrix Systems, Inc., Bain & Company, and Fred Reichheld.

3 Corporate Leadership Council 3 © 2010 The Corporate Executive Board Company. All Rights Reserved. Executive Summary Top Reasons for Departure Employment Value Proposition Net Promoter Score Future Job Analysis Road Map for Your Report

4 Corporate Leadership Council 4 © 2010 The Corporate Executive Board Company. All Rights Reserved. Alpha CompanyBenchmark Dissatisfied with Work – 45% (Benchmark – 33%) Better Job Offer – 42% (Alpha Company – 31%) Better Job Offer – 31% (Benchmark – 42%) Dissatisfied with Work – 33% (Alpha Company – 33%) Retirement – 22% (Benchmark – 35%) Retirement – 35% (Alpha Company – 22%) Top Reasons for Departure Percent of Employees Accepting Other Positions Which Employment Value Proposition Elements Are Departing Employees Least Satisfied With? Alpha Company Q3 Benchmark Alpha CompanyBenchmark Future Career Opportunities – 65% (Benchmark – 31%) Compensation – 42% (Alpha Company – 19%) Work-Life Balance – 31% (Benchmark – 39%) Work-Life Balance – 39% (Alpha Company – 31%) Manager Quality – 22% (Benchmark – 24%) Manager Quality – 24% (Alpha Company – 22%) N = 78N = 978 CLC Departure View – Q Executive Summary Dashboard Departing Employee Net Promoter Score Alpha Company Q3 Benchmark N = 78 N = 978 Net Promoter ScorePercentageBenchmark High Likelihood (9 and 10)50%60% Medium Likelihood (7 and 8)30%22% Low Likelihood (6 or below)20%18%

5 Corporate Leadership Council 5 © 2010 The Corporate Executive Board Company. All Rights Reserved. Executive Summary Top Reasons for Departure Employment Value Proposition Net Promoter Score Future Job Analysis Road Map for Your Report

6 Corporate Leadership Council 6 © 2010 The Corporate Executive Board Company. All Rights Reserved. Top Reasons for Departure Analysis: Primary Reasons for Employee Departure Alpha Company Q3 Benchmark N = 78 N = 978

7 Corporate Leadership Council 7 © 2010 The Corporate Executive Board Company. All Rights Reserved. Top Reasons for Departure Analysis: At-Risk Segments for Employee Satisfaction Employee Segment Percent of Employees Leaving Due to Dissatisfaction Segment N Size Benchmark14%978 Alpha Company Overall9%78 Business Unit A45%10 Business Unit B38%11 Business Unit C36%15 Age Group 132%7 Age Group 218%8 Age Group 39%12 Geography X8%9 Geography Y4%10 Geography Z2%7 Male1%20 The chart below presents demographic segments within Alpha Company that have the greatest percentage of employees leaving due to dissatisfaction with employment at Alpha.

8 Corporate Leadership Council 8 © 2010 The Corporate Executive Board Company. All Rights Reserved. Executive Summary Top Reasons for Departure Employment Value Proposition Net Promoter Score Future Job Analysis Road Map for Your Report

9 Corporate Leadership Council Relative Dissatisfaction with EVP Drivers, as Compared to Perception of Likely Improvement Key EVP Factors for Focus: Top Areas of Dissatisfaction, Perceived Improvement at New Organization The graph below displays departing employees satisfaction levels with the employment value proposition (EVP) drivers at Alpha Company, in comparison to how satisfied they expect to be with them at their new organization. © 2010 The Corporate Executive Board Company. All Rights Reserved. More Dissatisfied and Higher Anticipation of Improvement More Dissatisfied and Lower Anticipation of Improvement Less Dissatisfied and Higher Expectation of Improvement Less Dissatisfied and Lower Expectation of Improvement 1.Future Career Opportunity 2.Development Opportunity 3.Recognition 4.Compensation 5.Manager Quality 6.Retirement Benefits 7.People Management 8.Work-Life Balance 9.Empowerment 10.Senior Leadership Reputation 11.Stability 12.Respect 13.Technology Level 14.Risk Taking 15.Collegial Work Environment 16.Market Position 17.Location 18.Camaraderie 19.Vacation 20.Innovative Work 21.Level of Job Impact 22.Ethics/Integrity 23.Meritocracy 24.Health Benefits 25.Job Interest Alignment 26.Business Travel 27.Organization Size 28.Business Travel 29.Product/Service Quality 30.Well Known Product Brand 31.Great Employer Recognition 32.Inclusion/Diversity 33.Formal/Informal Work Environment 34.Social Responsibility 35.Environmental Responsibility 36.Industry Desirability 37.Customer Prestige 38.Co-Worker Quality

10 Corporate Leadership Council 10 © 2010 The Corporate Executive Board Company. All Rights Reserved. Departing Employee EVP Analysis: Which EVP Elements Are Most Driving Dissatisfaction? Greatest Areas of Dissatisfaction Where Are Your Employees Least Satisfied, Compared to Benchmark?Where Are Your Employees Least Satisfied? 1.Compensation 2.Stability 3.Future Career Opportunities 4.Health Benefits 5.Location 1.Health Benefits 2.Retirement Benefits 3.Stability 4.Location 5.Empowerment

11 Corporate Leadership Council 11 © 2010 The Corporate Executive Board Company. All Rights Reserved. Departing Employee EVP Analysis: Which EVP Attributes Are Believed to Improve at the New Organization? Perceived EVP Improvement at New Organization (for Your Departing Staff) Greatest Perceived EVP Improvement, Relative to BenchmarkGreatest Perceived EVP Improvement 1.Compensation 2.Stability 3.Future Career Opportunities 4.Health Benefits 5.Location 1.Health Benefits 2.Retirement Benefits 3.Stability 4.Location 5.Empowerment

12 Corporate Leadership Council 12 © 2010 The Corporate Executive Board Company. All Rights Reserved. Executive Summary Top Reasons for Departure Employment Value Proposition Net Promoter Score Future Job Analysis Road Map for Your Report

13 Corporate Leadership Council 13 © 2010 The Corporate Executive Board Company. All Rights Reserved. Net Promoter Score (NPS) Analysis: Departing Employees Likelihood to Recommend the Organization ** Net Promoter Score is calculated from the question in the survey, How likely is it that you would recommend [organization] to a friend or colleague as a great place to work?. This question is asked on a 0-10 scale with 0 being not at all likely and 10 being extremely likely. The net promoter score equals the percentage of employees who selected 9 and 10 (they are known as promoters) minus the percentage of employees that selected 6 or below (they are known as detractors). Therefore the higher the percentage, the more positive the perception of departing employees, and the greater likelihood of their promoting the organizations brand in the labor market. Net Promoter ScorePercentageBenchmark High Likelihood (9 and 10)50%60% Medium Likelihood (7 and 8)30%22% Low Likelihood (6 or below)20%18% Top 3 Segments Business Unit A Business Unit B Business Unit C Calculated Net Promoter Score Alpha Company Q3 Benchmark N = 78 N = 978

14 Corporate Leadership Council 14 © 2010 The Corporate Executive Board Company. All Rights Reserved. Net Promoter Score (NPS) Analysis: At-Risk Segments by Net Promoter Score for Departing Employees Employee SegmentNet Promoter ScoreSegment Size Benchmark42%978 Alpha Company Overall30%78 Business Unit A-45%10 Business Unit B-38%11 Business Unit C-36%15 Age Group 1-32%7 Age Group 2-18%8 Age Group 3-9%12 Geography X8%9 Geography Y4%10 Geography Z2%7 Male1%20 The chart below presents demographic segments within Alpha Company that have the lowest Net Promoter Score.

15 Corporate Leadership Council 15 © 2010 The Corporate Executive Board Company. All Rights Reserved. Top 3 Segments Business Unit A Business Unit B Business Unit C Net Promoter Score (NPS) Analysis: Likelihood of Employees to Return Employee Likelihood to Return Alpha Company Q3 Benchmark N = 70 N = 968

16 Corporate Leadership Council 16 © 2010 The Corporate Executive Board Company. All Rights Reserved. Net Promoter Score (NPS) Analysis: At-Risk Segments With Less Likelihood of Return Employee SegmentLow Likelihood of ReturnSegment Size Benchmark7.1%978 Alpha Company Overall5.2%78 Business Unit A2.9%10 Business Unit B3.0%11 Business Unit C3.2%15 Age Group 13.3%7 Age Group 23.6%8 Age Group 34.1%12 Geography X4.3%9 Geography Y4.4%10 Geography Z4.6%7 Male5%20 The chart below lists the departing employee segments that are least likely to return to Alpha Company; each figure represents the percent of employees rating their likelihood of return on a 0-10 scale at a 6 or below.

17 Corporate Leadership Council 17 © 2010 The Corporate Executive Board Company. All Rights Reserved. Executive Summary Top Reasons for Departure Employment Value Proposition Net Promoter Score Future Job Analysis Road Map for Your Report

18 Corporate Leadership Council 18 © 2010 The Corporate Executive Board Company. All Rights Reserved. Departing Employee Future Job Analysis: Future Job Status Alpha Company Q3 Benchmark N = 70 N = 968 Alpha Company Q3 Benchmark N = 70 N = 968

19 Corporate Leadership Council 19 © 2010 The Corporate Executive Board Company. All Rights Reserved. Departing Employee Future Job Analysis: Job Search Process Alpha Company Q3 Benchmark N = 35 N = 445 *Only respondents reporting that they have accepted a new job are included in this analysis.

20 Corporate Leadership Council 20 © 2010 The Corporate Executive Board Company. All Rights Reserved. Departing Employee Future Job Analysis: Number of Offers Received Alpha Company Q3 Benchmark N = 35 N = 445 *Only respondents reporting that they have accepted a new job are included in this analysis.

21 Corporate Leadership Council 21 © 2010 The Corporate Executive Board Company. All Rights Reserved. Departing Employee Future Job Analysis: Total Anticipated Compensation Change Alpha Company Q3 Benchmark N = 35 N = 445 *Only respondents reporting that they have accepted a new job are included in this analysis.

22 Corporate Leadership Council 22 © 2010 The Corporate Executive Board Company. All Rights Reserved. Departing Employee Future Job Analysis: Type of Change Alpha Company Q3 Benchmark N = 35 N = 445 *Only respondents reporting that they have accepted a new job are included in this analysis.

23 Corporate Leadership Council 23 © 2010 The Corporate Executive Board Company. All Rights Reserved. Departure View Appendix: EVP Attribute Definitions Attribute NameDefinition Business TravelThe amount of out-of-town business travel required by the job CamaraderieWhether working for the organization provides opportunities to socialize with others Collegial Work EnvironmentWhether the work environment is team-oriented and collaborative CompensationThe competitiveness of the jobs financial compensation package Coworker QualityThe quality of the coworkers in the organization Customer ReputationThe reputation of the clients and customers served in performing the job Development OpportunitiesThe developmental/educational opportunities provided by the job and organization DiversityThe organizations level of commitment to having a diverse workforce EmpowermentThe level of involvement employees have in decisions that affect their job and career Environmental ResponsibilityThe organizations level of commitment to environmental health and sustainability Ethics/IntegrityThe organizations commitment to ethics and integrity Informal Work EnvironmentWhether the work environment if formal or informal Future Career OpportunitiesThe future career opportunities provided by the organization Great Employer Recognition Whether or not the organizations reputation as an employer have been recognized by a third-party organization Organizational Growth RateThe growth rate of the organizations business Health BenefitsThe comprehensiveness of the organizations health benefits IndustryThe desirability of the organizations industry to the respondent InnovationThe opportunity provided by the job to work on innovative, leading edge projects Job-Interests AlignmentWhether the job responsibilities match your interests

24 Corporate Leadership Council 24 © 2010 The Corporate Executive Board Company. All Rights Reserved. Departure View Appendix: EVP Attribute Definitions, Continued Attribute NameDefinition Job ImpactThe level of impact the job has on outcomes LocationThe location of the jobs the organization offers Manager QualityThe quality of the organizations managers Market PositionThe competitive position the organization holds in its market(s) MeritocracyWhether or not employees are rewarded and promoted based on achievements Organization SizeThe size of the organizations workforce Organizational StabilityThe level of stability of the organization and the job People ManagementThe organizations reputation for managing people Product Brand AwarenessThe level of awareness in the market place for the products brand Product/Service QualityThe organizations product or service quality reputation RecognitionThe amount of recognition provided to employees by the organization RespectThe degree or respect that the organization shows employees Retirement BenefitsThe comprehensiveness of the organizations retirement benefits Risk TakingThe amount of risk that the organization encourages employees to take Senior Leadership ReputationThe quality of the organizations leadership Social ResponsibilityThe organizations level of commitment to social responsibility Technology LevelThe extent to which the organization invests in modern technology and equipment VacationThe amount of holiday/vacation time that employees earn annually Work-Life BalanceThe extent to which the job allows you to balance your work and your other interests

25 CORPORATE EXECUTIVE BOARD Continue to Measure and MonitorOnce an action plan is in place, use the Exit Survey to track changes at your organization on an ongoing basis. Request a CLC On Site PresentationCLC can present results to senior leaders, research on key EVP drivers, as well as the most effective strategies for improving employee preference Consider Customized Solutions–Conduct detailed analysis with CLC Genesee to uncover more EVP drivers of disengagement and create a customized action plan. Leverage the Employment Value Proposition Solution Center Use the Decision Support Center to learn more about EVP drivers, make the case for improvement, and discover tactics and best practices to develop the drivers that matter most to your employees Supporting CLC HR Resources


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