1. What’s bugging employees? Simon Atkinson Ipsos MORI Social Research Institute 25 April 2006

2. 2 What’s the prevailing mood in the “typical” UK workplace?

3. 3 Our research among employees shows…. Around half of British employees would speak highly of their organisation as an employer Just two in five British employees agree they feel valued and recognised in their current roles Less than half receive regular performance feedback from their line manager Only a fifth feel ‘involved’ in their organisation, but two in five would like greater involvement Just a fifth feel they have a clear career path with their current organisation (but many more would like one) Source: Ipsos MORI/Insight normative database

4. 4 The “default” position for UK employees – private AND public sector….  Morale is NOT good  Promotion is NOT on merit  My career path is NOT clear  Information about decisions is NOT well communicated Comms/cooperation in my department IS good  But comms/cooperation between depts is NOT  Good ideas are NOT shared I DO understand the need for change  But it is NOT well managed  Staff are NOT consulted Source: Ipsos MORI/Insight normative database

5. 5 On the other hand…

6. 6 We like our jobs We are committed to what we do We expected to stay with the organisation ….at least for the next couple of years!!

7. 7 What’s bugging those who do leave? A retail case study…

8. 8 Retail case history: impact of experience on employer advocacy All leavers Be critical Speak highly Base: 300 former employees of British retail company 31% 29%

9. 9 Retail case history: impact of experience on employer advocacy Lack career opps Lack recognition Be critical Speak highly Base: 300 former employees of British retail company Main reason for leaving: Relationship with line mgr Lack interesting/varied work Insufficient training/devt Pay 37% 33% 26% 34% 24% 21% 48% 83% 70% 57% 56% 49%

10. 10 ‘EXIT’ retail case history: key reasons for resigning Base: 300 former employees of British retailer Poor working environment Unsociable hours Low pay Lack career opportunities Too many hours Working relationship with line manager Lack interesting/varied work Offered another job Insufficient training/devt Work related stress Educational commitments Lack of recognition % Spontaneous 8% 7% 6% 4% 8% 29% 23% 13% 9%

11. 11 What can we learn from “excellent” organisations…? A case study from local government

12. 12 % Above ave % Average% Below average QI am now going to ask you to rate [Authority name] as a place to work compared with other organisations? Would you rate it as…? Excellent Excellent councils are the best places to work 68271

13. 13 % Above ave % Average% Below average QI am now going to ask you to rate [Authority name] as a place to work compared with other organisations? Would you rate it as…? Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005 Excellent Poor Excellent councils are the best places to work 20 68 45 27 24 1

14. 14 % Above ave % Average% Below average QI am now going to ask you to rate [Authority name] as a place to work compared with other organisations? Would you rate it as…? Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005 Excellent Good Fair Weak Poor Excellent councils are the best places to work

15. 15 Job satisfaction is higher in better performers OverallExcellentGoodFairWeakPoor % very satisfied with their present job Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005

16. 16 But views on pay are similar everywhere OverallExcellentGoodFairWeakPoor % strongly agree that my pay is fair Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005

17. 17 But…..

18. 18 Commitment to staying in same organisation similar everywhere… OverallExcellentGoodFairWeakPoor % strongly agree Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005

19. 19 Too much bureaucracy everywhere! OverallExcellentGoodFairWeakPoor % strongly agree there is too much bureaucracy Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005

20. 20 Stress at work is affecting personal life – no significant differences….. OverallExcellentGoodFairWeakPoor % strongly agree Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005

21. 21 So what is different in the most effective??

22. 22 Bit better at recognising staff…. OverallExcellentGoodFairWeakPoor % strongly agree Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005

23. 23 Staff feel they are kept better informed OverallExcellentGoodFairWeakPoor % strongly agree Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005

24. 24 Staff are consulted on management decisions OverallExcellentGoodFairWeakPoor % strongly agree Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005

25. 25 Staff much more confident about customer care My organisation is focused on the needs of its customers My organisation provides good value for money to customers % Strongly agree ExcellentGoodFairWeakPoorExcellentGoodFairWeakPoor Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005

26. 26 Best have more internal cohesion overall I understand my organisation’s overall objectives I understand my unit’s overall objectives % Strongly agree ExcellentGoodFairWeakPoorExcellentGoodFairWeakPoor Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005

27. 27 Much more confidence in senior management I have confidence in the senior management team Senior management have a clear vision of where the organisation is going % Disagree ExcellentGoodFairWeakPoorExcellentGoodFairWeakPoor Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005 10% 5% 24% 18% 31% 30% 33% 28% 32% 31%

28. 28 As a result of all of these things….

29. 29 Best most likely to tell people outside they are great! OverallExcellentGoodFairWeakPoor %Strongly agree that they would speak highly of the authority to others outside the organisation Base: All respondents (500). Fieldwork: 12 th – 27 th May 2005

30. 30 UK employers of choice Source: Sunday Times Best Companies to Work For/ March 2006

31. 31 Doing employee research: what’s changing?

32. 32 Employee research in 2006 – what there is more of..…. Talent management Employee well-being/work life balance Living the brand/values Using the research to help think about recruitment Using the research to link with what the public/customer think Source: Ipsos MORI/Insight normative database

33. 33 % Reasons for repurchasing% Reasons for recommending Quality of products/services Price of products/services Promotions/special offers Range of products/services Knowledge of brand/reputation Its reputation as an employer The impact of employee behaviour on customer loyalty How staff treated you Staff knowledge of prod/services Staff enthusiasm for prod/services How staff represented company Handling of enquiry/complaint After sales service Source: Ipsos MORI/MCA Research Adults GB (925)

34. 34 HR director April 2006 Employee engagement....are we looking for this (pause while thinks hard)........ ……no, I don't think that's on our agenda, is it?

35. 35 HR director April 2006 Employee engagement....are we looking for this (pause while thinks hard)........ ……no, I don't think that's on our agenda, is it?

36. 36 What should be on our checklist if we are thinking about researching our employees?

37. 37 Think about the pressures facing your organisation… EU legislation New technology tools Global talent pool Seeking true diversity Competitive advantage through branding Skills shortages & retention issues Economic slow down Ageing population TRUST ENGAGEMENT ETHICS

38. 38 ….think about WHY you want to do the research Why are you doing this? Improve customer satisfaction/ business SWOT analysis Manage the impact of change Boost employee engagement Improve leadership/ performance Improve internal comms To become a more attractive employer Identify enablers/ barriers to high performance

39. 39 Bystanders Understand organisational goals but lack drive to support them Champions Willing and able to support business goals Champions Willing and able to support business goals Weak Links Waiting to be engaged, or lost interest and switched off Weak Links Waiting to be engaged, or lost interest and switched off Loose Cannons Motivated but lack understanding & how to support business goals Commitment to achieving business goals Med/Low High Med/Low High Understanding of business goals and role in achieving them Source: Ipsos MORI/MCA Research Adults GB (925) …. do we have a framework like this we want to explore….?

40. 40 Think about what you want to be measuring…. Opinions? Attitudes? Values? Behaviours? Closed questions? Open-ended questions? Qualitative? Quantitative?

41. 41 Think about how you are going to analyse the findings Source: Ipsos MORI/Leisure sector company Base: Sample of new joiners Mean Familiarity Score

42. 42 Think about what you are going to do with the findings – before you start…. ACTION PLANNING KEY STAGES Stage 1: Evaluation Determining the key issues Identifying root causes Prioritisation improvement areas Stage 2: Planning  Improvement actions  Existing initiatives  Quick wins  Improvement targets Stage 3: Implementation Allocating resources Determining accountability Formal record of plan Stage 4: Review Review action Measure progress Identify success Communicate progress

43. 43 ….and think about who is “in charge”…

44. 44 Think about what questions you want your managers to be thinking about…. Today: How are staff feeling about the organisation? Are things improving? What issues should WE be talking about? After today: Detailed analysis Looking at my service area Understanding key cohorts: grade, length of service Linking to our customer satisfaction data

45. What’s bugging employees? Simon Atkinson Ipsos MORI Social Research Institute 25 April 2006