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Prepared For: Marketing Department Survey Results Project Pearl Survey-Wave II Prepared By: February 19, 2013 1.

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Presentation on theme: "Prepared For: Marketing Department Survey Results Project Pearl Survey-Wave II Prepared By: February 19, 2013 1."— Presentation transcript:

1 Prepared For: Marketing Department Survey Results Project Pearl Survey-Wave II Prepared By: February 19,

2 BACKGROUND AND PURPOSE The Bayer Consumer Care marketing department recently developed “Project PEARL” -- a series of internal initiatives to encourage participation and morale among the people working in the various areas of the department. As part of their desire to encourage department morale, Management has an interest in periodically monitoring staff perceptions of the performance of the Market Leadership Team -- particularly in those areas having to do with the Project Pearl initiatives. An internal survey was conducted during the early part of 2013 to explore departmental reactions and to assess whatever progress has been made since the initial investigation that was conducted in the late spring of In total, 68 employees responded – 30 within the Marketing Services groups and another 35 within Brand Marketing. 2

3 KEY TAKEAWAYS 3 Respondents seem positive towards the progress made by project Pearl, but their feelings are not particularly enthusiastic. Of note, perceptions of progress have slowed since last Spring. Generally, there have been some signs of improvement in the departmental work environment, but these have been relatively small. Perceptions of departmental morale have improved, but there is still major room for improvement. There has been a decline in the number of people saying they work more than 50 hours a week – and a corresponding decline in the number who feel that are working too many hours. Employees have responded favorably to some recent innovations, including the no-meeting zones and changes to the marketing rewards programs A majority of respondents feel that the MLT is moving towards becoming a cohesive leadership team with a sense of purpose, and about half feel their performance is “excellent” or “very good” (the overwhelming majority of THOSE saying “very good”).

4 KEY TAKEAWAYS 4 There are some fundamental differences between those in the marketing services work unit in their reactions to the entire process. Those In brand are generally more positive and favorable to both the overall situation and specific elements of Project Pearl. Those in Brand see morale as higher overall AND they are more likely to see their personal level of morale as higher than those around them. They are ALSO more likely to think that morale has improved, suggesting that there might have been some environmental changes resulting in their overall improvement (it is impossible to attribute this SOLELY to the Project Pearl initiatives as Brand people are no more likely to rate its progress favorably than are the Marketing Services employees). Brand employees are LESS likely to feel they work too many hours than are Marketing Services employees, in spite of the fact that they, in fact, report working MORE hours than others. While it might be impossible to find any single data point to support it, there is an underlying sense that the people drawn into the Marketing Services positions might have some fundamental differences from those in Brand. Marketing Services employees appear to be more focused on work/live balance than those in marketing, and seem to connect somewhat less with some of the morale boosting efforts of the MLT. As a result, they see departmental morale as lower, and their personal morale as lower than departmental morale. They are less than half as likely to have received an award as those in Brand. They work fewer hours and are less likely to work on weekends, but are less satisfied with the number of hours worked than are those in Brand. An interesting corollary is that the Marketing Services people are far more likely than their Brand counterparts to feel responsible for managing their OWN priorities – and less likely to rely on their managers for prioritization – a situation that might encourage the Brand people to be more likely to feel a more integral part of a team..

5 RATING OF PROJECT PEARL PROGRESS Q.5 And, how would you rate the progress of Project Pearl in the last six months of 2012? (Excellent/Very Good/Good/Fair/Poor) Fair Good Very Good Excellent 43% 34% Base: (30) (35) 5 Very few employees felt Project Pearl has made excellent progress towards its objectives, although progress was rated “good “or “very good “by the majority of respondents. Those who work in Marketing Services feel the progress has been a little better.

6 RATING OF PROJECT PEARL PROGRESS By Ratings of OTHER Factors Q.5 And, how would you rate the progress of Project Pearl in the last six months of 2012? (Excellent/Very Good/Good/Fair/Poor) 6 Not surprisingly there is a strong relationship between perceptions of other related factors and perceptions of Project Pearl progress -- those who gave other aspects higher ratings are more likely to feel that Project Pearl is “excellent” or “very good”. Excellent Very good MLT Overal RatinglMLT Re: C-StoneMktg Dept Morale Mktg Awards Dinner RatingMktg Leadership Awards Rating Excellent/Very Good Excellent Very good Excellent/Very Good

7 RATING OF PROJECT PEARL PROGRESS (Wave I vs. Wave II) Q.5 And, how would you rate the progress of Project Pearl in the last six months of 2012? (Excellent/Very Good/Good/Fair/Poor) Fair Good Very Good Excellent Marketing ServicesBrand/Marketing Base: (55) (68) (19) (30) (36) (35) 7 Excellent/Very Good Total Poor Compared to the last time the survey was conducted, perceptions of Project Pearl progress has declined. Positive ratings have declined, while “fair” or “poor” perceptions have increased. While both Marketing Services and Brand employees registered a decline, the declines are somewhat sharper among for those in the Marketing Services unit.

8 PERCIEVED DEPARTMENTAL MORAL AND & PERSONAL VS. DEPARTMENT MORALE Fair Good Very Good Excellent 27% 37% Base: (30) (35) 8 Somewhat/ Much Worse About the Same Somewhat Better Much Better 20% Base: (30) (35) PERCIEVED MORALE OF MKT DEPT. PERSONAL MORALE VS. PERCIEVED DEPARTMENTAL MORALE Q.1 Overall, how would you rate the current morale of the Marketing Department? (Excellent/Very Good/Good/Fair/Poor) Q.2 And, how would you say that your own morale compares to the overall morale of the Marketing Department? (Much better/somewhat better/About the same/Somewhat worse/Much worse) VERY few employees feel that departmental morale is excellent, and just over 1 in 4 Marketing Services respondents and 1 in 3 Brand respondents feel it is very good. Current morale is slightly higher for those in Brand/Marketing than Marketing Services. On note, a majority of Brand/Marketing people feel their own personal morale is better than the overall morale of the marketing department.

9 CURRENT MORALE OF THE MARKETING DEPARTMENT (Wave I vs. Wave II) Q.1 Overall, how would you rate the current morale of the Marketing Department? (Excellent/Very Good/Good/Fair/Poor) Fair Good Very Good Excellent Marketing ServicesBrand/Marketing Poor 9 Excellent/Very Good Base: (55) (68) (19) (30) (36) (35) Total Of note, and driven primarily by those in Brand, perceptions of department Morale have improved since the prior wave of research.

10 NUMBER OF HOURS WORK IN TYPICAL WEEK (Wave I vs. Wave II) Q.6 Approximately how many hours per week would you say you typically work? Marketing ServicesBrand/Marketing 10 Base: (55) (68) (19) (30) (36) (35) Total More than 50 About 50 There has been a decline in the proportion of respondents who claim to be working in excess of 5 hrs/wk. This has been driven by the Marketing Services groups who appear to have been able to work fewer hours since the Spring. Less than 50

11 HOW FEEL ABOUT NUMBER OF HOURS WORK IN TYPICAL WEEK Q.7 And which statement below best describes how you feel about the number of hours you work in a typical week? ( Work too many hours/Work the right about of hours/Work too few hours) I work too many hours I work about the right amount of hours Work Unit# of Hours Work Base: (30) (35) (19) (30) (19) 11 The majority of workers feel they work the right amount of hours – but this perception is driven by those who work 50 hours a week or less. Those who put in more than 50 hours are far more likely to feel that they work too many hours.

12 RATING OF PROJECT PEARL PROGRESS By Number of Hours Worked Q.5 And, how would you rate the progress of Project Pearl in the last six months of 2012? (Excellent/Very Good/Good/Fair/Poor) 12 Those working the longest hours (more then 50/wk) have lower perceptions of Project Pearl progress than do those working 50 hrs/wk or less – but there is surprisingly little difference between those who work 50 hours and those who work fewer that 50. Good Excellent Very good Fair Poor # of Hours Worked/wk

13 CURRENT WORKLOAD ASSESSMENT (% AGREE COMPLETELY/AGREE SOMEWHAT) Q.8 Agreement With Work-Related Statements: % Agree Completely/Somewhat I am able to prioritize my workload on my own I often work through lunch to get work done Workload is more than can be handled during regular work hours My current workload is reasonable I often feel like I am running behind at work Regularly postpone important projects to handle new requests I regularly work on weekends I have time at work to build my knowledge and skills I rely on my manager to help me prioritize projects Average Rating Marketing ServicesBrand/Marketing Work Unit Base: (30) (35) 13 The majority of respondents feel they do not have sufficient at work to help them build their knowledge and skills. While nearly everyone claims that they are able to prioritize their own workload, significantly more people in Brand/Marketing are relying on their manager to help prioritize projects. Most people work through lunch and often feel they are running behind at work.

14 CURRENT WORKLOAD ASSESSMENT (% AGREE COMPLETELY/AGREE SOMEWHAT) (Wave I vs. Wave II) Q.8 Agreement With Work-Related Statements: % Agree Completely/Somewhat I am able to prioritize my workload on my own I often work through lunch to get work done Workload is more than can be handled during regular work hours My current workload is reasonable I often feel like I am running behind at work Regularly postpone important projects to handle new requests I regularly work on weekends I have time at work to build my knowledge and skills I rely on my manager to help me prioritize projects Average Rating Work Unit Wave IWave II Marketing ServicesBrand/Marketing Base: Wave I (19) (36) Wave II (30) (35) 14 There are fewer Marketing Services than there were people are working through lunch and feel like they are running behind. They are also somewhat more likely to feel their workloads are reasonable. Among Brand/Marketing people; there has been a spike in the number who report regularly working on the weekend, There are fewer Marketing Services than there were people are working through lunch and feel like they are running behind. They are also somewhat more likely to feel their workloads are reasonable. Among Brand/Marketing people; there has been a spike in the number who report regularly working on the weekend,

15 MOST & LEAST DEVELOPED CORNERSTONE Q.9 Which of the four Cornerstones would you say is currently the most developed in the Marketing Department? Q.10 How satisfied are you with the Cornerstone that you picked as the most developed in the Marketing Department? (Extremely Very/Somewhat/Not very/Not at all satisfied) Inspired Teams Driven to Win Healthier Living Raise the Bar MOST DEVELOPED CORNERSTONES Work Unit Base: (30) (35) 15 Inspired Teams Healthier Living Raise the Bar LEAST DEVELOPED CORNERSTONES “Driven to Win” is the most likely to be seen as the MOST developed Cornerstone – and it is virtually the only one seen as most developed by Brand/Marketing employees. Among those who work in Marketing Services, nearly a quarter see “Healthier Living” as most developed and about two-thirds see “Raise the Bar” as least developed.

16 SATISFACTION WITH MOST/LEAST DEVELOPED CORNERSTONE Q.10/12 Which of the four Cornerstones would you say is currently the most/least developed in the Marketing Department? Q.11/13 How satisfied are you with the Cornerstone that you picked as the most/least developed in the Marketing Department? (Extremely Very/Somewhat/Not very/Not at all satisfied) Somewhat Satisfied Work Unit Very Satisfied Not At All Satisfied Not Very Satisfied Base: (30) (35) 16 Somewhat Satisfied Extremely Satisfied Very Satisfied Not Very Satisfied SATISFACTION WITH MOST DEVELOPED CORNERSTONE SATISFACTION WITH LEAST DEVELOPED CORNERSTONE Department employees are generally satisfied with the status of their perceived “most developed” cornerstone – and Brand/Marketing people are more likely to say they are extremely satisfied with whatever Cornerstone they selected as most developed (although overall, top 3 box satisfaction is on par across the two work units).

17 REASONS FOR “DRIVEN TO WIN” RATED EXTREMELY/VERY SATISFIED Q.11 Please use the space below to explain why you have given that Cornerstone the rating you gave it. 17 Being driven comes naturally but sometimes at the expense of the other Cornerstones. And can lead to additional stress.

18 REASONS FOR “DRIVEN TO WIN” RATED SOMEWHAT/NOT VERY SATISFIED Q.11 Please use the space below to explain why you have given that Cornerstone the rating you gave it. 18

19 REASONS WHY CORNERSTONE RATED AS THE MOST DEVELOPED IN MKT DEPT. By Level of Satisfaction Q.11 Please use the space below to explain why you have given that Cornerstone the rating you gave it. The few people who rated other Cornerstones as most developed, in general have positive things to say about them.

20 REASONS WHY “HEALTHIER LIVING” RATED AS THE LEAST DEVELOPED IN MKT DEPT. By Level of Satisfaction Q.14 Please use the space below to explain why you have given that Cornerstone the rating you gave it. Among those who feel “Healthier Living” is least developed, they comment that the life/work balance could be less stressful and that healthy behavior should be more than just “talk”.

21 REASONS WHY “INSPIRED TEAMS” RATED AS THE LEAST DEVELOPED IN MKT DEPT. By Level of Satisfaction Q.14 Please use the space below to explain why you have given that Cornerstone the rating you gave it. While people feel that some work has been made improving team inspiration—there is still a way to go.

22 REASONS WHY “RAISE THE BAR” RATED AS THE LEAST DEVELOPED IN MKT DEPT. By Level of Satisfaction Q.14 Please use the space below to explain why you have given that Cornerstone the rating you gave it. The overwhelming comments here are around the lack of time for development given people’s already busy schedules.

23 RATING AND PERCEPTIONS OF THE MARKETING LEADERSHIP TEAM (MLT) Fair Good Very Good Excellent 47% 49% Base: (30) (35) (30) (35) 23 *See next page for “other” verbatims Q.3 How would you rate the current performance of the Marketing Leadership Team?(Excellent/Very Good/Good/Fair/Poor) Q.4 Which statement below best captures your perception of the MLT? Other* The MLT is simply a group of individual directors with no common purpose The MLT is becoming a cohesive leadership team with a sense of purpose Few people (and none of the Mktg Svs respondents) felt the performance of the MLT is excellent, but virtually all think it is very good or good. Regardless, a majority feel that the MLT is “becoming a cohesive leadership team with a sense of purpose”. RATING OF MLT PERCEPTIONS OF MLT

24 “OTHER” PERCEPTIONS OF MLT Q.4 Which statement below best captures your perception of the MLT? Some people think it is too early to have perceptions of the MLT and were unable to answer the question.

25 RATING OF CURRENT PERFORMANCE OF THE MARKETING LEADERSHIP TEAM (MLT) (Wave I vs. Wave II) Q.3 How would you rate the current performance of the Marketing Leadership Team?(Excellent/Very Good/Good/Fair/Poor) Fair Good Very Good Excellent Marketing ServicesBrand/Marketing 25 Excellent/Very Good Base: (55) (68) (19) (30) (36) (35) Total Perceived performance of the Market Leadership Team has improved since the Spring of 2012.

26 RATING OF MLT REGARDING MODELING CORNERSTONE BEHAVIORS Q.15 And, overall, how would you rate the Marketing Leadership Team when it comes to modeling the Cornerstone behaviors? (Excellent/Very Good/Good/Fair/Poor) Work UnitProgress Of Project Pearl Fair Good Very Good Poor Base: (30) (35) (25) (24) (16) 26 The overwhelming majority feel that the MLT is doing a very good or good job of modeling Cornerstone behaviors. Not surprisingly, those who give Project Pearl the best progress ratings feel most positive.

27 EVALUATION OF ‘NO MEETING ZONE’ INITIATIVE Q.16 Did you have your calendar blocked each week day from 4-5 p.m. as a No Meeting Zone? Q.17 Overall, did you find that the No Meeting Zone helped to reduce the number of hours worked in the evening or on the weekends? Q.18 On average each week, how many days did you use The No Meeting Zone to get work done instead of participate in meetings? Q.19 Do you plan to continue blocking this hour on your calendar? Q.20 Would you like the Marketing department to continue the No Meeting Zone? Yes No BLOCK CALENDAR WHETHER REDUCED WORK HOURS EVENING/WEEKEND 1 2 # OF DAYS USE Yes No WHETHER PLAN TO CONTINUE USING WHETHER MARKETING DEPARTMENT SHOULD CONTINUE 27 none A large majority are taking advantage of the “No Meeting Zone” initiative – although it apparently though it doesn’t reduce work hours for many (especially those in Brand/Marketing). Marketing Services folks are more likely to do it daily whereas those in Brand/Marketing take advantage 3+ times a week). An overwhelming majority support the continuation of the initiative.

28 28 COMMENTS REGARDING ‘NO MEETING ZONE’ INITIATIVE Q21 Please use the space below to provide any comments you may want to share about the No Meeting Zone. The most popular comment about the “No Meeting Zone” is its need to be better enforced. Those in Brand/Marketing mention that the Agency has some trouble with it.

29 FEEDBACK REGARDING MARKETING AWARDS PROGRAM Q.22 Overall, when you think about these changes, would you say that the Marketing Awards program is...(Much better than before/Somewhat better than before/The same as it was before/Somewhat worse than it was before/Much worse than it was before) Work UnitProgress Of Project Pearl Same As It Was Before Somewhat Better Than Before Much Better Than Before Somewhat Worse Than Before Better Than Before Base: (30) (35) (25) (24) (16) G 29 For the most part, the Marketing Awards Program changes were seen as better than they had been previously. Again, those that give Project Pearl progress a higher rating are more impressed with the changes.

30 30 REASONS FOR MARKETING AWARDS RATING Q23 Why do you say that? The People’s Choice Awards were liked as was the award money and the public recognition of employees.

31 RATING OF 2012 MARKETING AWARDS DINNER Q.24 And, how would you rate the 2012 Marketing Awards Dinner overall as an event? (Excellent/Very Good/Good/Fair/Poor) Work UnitMarketing Leadership Awards Good Very Good Excellent Fair Excellent/Very Good Base: (30) (35) (30) (26) (35) 31 The Marketing Awards Dinner was well rated.

32 FAMILIARITY AND RATING OF “BETTER FOR YOU” REWARDS PROGRAM Q.25 How familiar are you with the new Bayer "Better Because of You" rewards program? Q.26 And, how would you rate the new Bayer "Better Because of You" rewards program? (Excellent/Very Good/Good/Fair/Poor) FAMILIARITYRATING Not At All Familiar Somewhat Familiar Very Familiar Fair Good Very Good Poor Base: (30) (35) (19) (26) 74% 62% 67% 26% 32 Most employees are at least somewhat familiar with the “Better for you” rewards program, though few are “very” familiar with it. Ratings of the program seem to lukewarm, particularly on the part of the Marketing Services respondents..

33 WHETHER RECEIVED OR NOMINATED FOR “BETTER FOR YOU” REWARD Q.27 Have you received a "Better Because of You" reward? Q.28 Have you nominated a colleague for a "Better Because of You" reward? RECEIVED REWARD NOMINATED COLLEAGUE Yes No Base: (30) (35) (30) (35) 33 While Brand Marketing employees are more likely than those who work in Marketing Services to have received a “Better for you” reward, very few of either group nominate colleagues for this reward.

34 APPENDIX 34

35 CURRENT MORALE OF THE MARKETING DEPARTMENT By MLT Program Raters Q.1 Overall, how would you rate the current morale of the Marketing Department? (Excellent/Very Good/Good/Fair/Poor) Fair Good Very Good Excellent Progress Of Project Pearl MLT Overall MLT Re: C-stone Mktg Awards Dinner Base: (68) (28) (24) (16) (32) (30) (19) (34) (22) (21) (19) Exc/Very Good

36 ADDITIONAL FEEDBACK ON PROJECT PEARL

37 CONTINUED

38 38 COMMENTS REGARDING ‘NO MEETING ZONE’ INITIATIVE Q21 Please use the space below to provide any comments you may want to share about the No Meeting Zone.

39 39 ‘COMMENTS REGARDING ‘NO MEETING ZONE’ INITIATIVE (Continued) Q21 Please use the space below to provide any comments you may want to share about the No Meeting Zone.

40 40 REASONS FOR MARKETING AWARDS RATED MUCH BETTER THAN BEFORE Q23 Why do you say that?

41 41 REASONS FOR MARKETING AWARDS RATED SOMEWHAT BETTER THAN BEFORE Q23 Why do you say that?

42 42 REASONS FOR MARKETING AWARDS RATED SOMEWHAT WORSE THAN BEFORE Q23 Why do you say that?


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