The report summarizes findings from a survey of 800 South Australian employees under age 40 on factors impacting workplace retention. Key findings include:
1. Management culture has the greatest impact on job satisfaction and loyalty, yet received the lowest satisfaction ratings. Improving management culture correlates most strongly to increased satisfaction and loyalty.
2. While pay is important, it has a relatively small impact on satisfaction and loyalty compared to other factors like career growth opportunities and a respectful management style. Higher pay alone does not increase satisfaction or loyalty.
3. Only 6% of employees are extremely satisfied and likely to remain with their employer for three years, indicating retention is a major challenge. The small minority who are highly satisfied and loyal
Future of Work in Investment ManagementCFA Institute
The state of work – what we do, where we do it, and how it gets done – looks undeniably different today than just a year ago. The forced reality of remote working due to the pandemic has made leaders and employees think more carefully about what investment careers could look like going forward. The short-term changes have prompted firms to update their technology to enable a work-from-anywhere (WFA) environment, but what are the longer-term implications of this disruption?
CFA Institute offers the first in-depth study examining the new work parameters for the investment industry in a multi-part research series, Future of Work in Investment Management.
Outside directors are meant to provide independent oversight of management but research on their effectiveness is mixed. Some studies found shareholders react positively to appointments of outside directors and negatively when they suddenly leave. However, other research found no improvement in performance from more outside directors. Effectiveness may depend on overcoming information disadvantages and ensuring true independence rather than just meeting stock exchange standards. So-called independent directors may still be beholden to management.
The document summarizes research on the impact of "say on pay" votes, which allow shareholders to vote on executive compensation. Studies have found that say on pay has a limited impact. It may reduce egregious pay practices but does little to lower overall pay levels. Say on pay improves dialogue between boards and shareholders but has not been shown to consistently influence pay amounts. While it increases accountability, concerns remain that it could expose companies to activists or make it harder to attract executive talent.
Guru Group Meeting 7 July 14 - The Engage With What Challenge - Paul SparrowEngage for Success
This was one of the presentations given at our Guru Group Event on 7 July 2014 at Aston University, Birmingham.
The theme of the day was around the future of engagement, to engagement in the future
The Regus Work:life Balance Index 2013 showed that the rate of improvement in work-life balance has slowed marginally since last year. Generations X and Y reported better work-life balance and greater achievement at work compared to Baby Boomers, who are struggling with health and family issues. While most countries saw declines in their index scores, Canada saw the largest increase. The myth that business owners have worse work-life balance was also debunked, as owners reported better balance than employees.
HR Analytics: New Insights and New Capabilities?Lewis Garrad
A small number of real examples linking HR data (employee surveys and personality assessments) to business outcomes like store level sales performance, employee retention and safety performance.
By David Larcker and Brian Tayan, CGRI Research Spotlight Series. Corporate Governance Research Initiative (CGRI), Stanford Graduate School of Business, October 2016.
This Research Spotlight provides a summary of the academic literature on internal and external CEOs.
It reviews the evidence of:
• Trends in hiring external CEOs
• Operating condition of companies that hire internal and external CEOs
• Stock market reaction to hiring external CEOs
• Relative performance of internal and external CEOs
This Research Spotlight expands upon issues introduced in the Quick Guide “CEO Succession Planning.”
Directors believe that CEOs deserve significant credit (40% on average) for corporate performance and that CEO pay is reasonable and tied to performance. However, these views contrast sharply with the American public, who believe CEOs are overpaid. This disconnect poses challenges, as public outrage could invite regulation. A survey found that most directors and CEOs believe pay is fair and aligned with performance through short- and long-term incentives. However, they disagree on the best performance metrics and use of discretionary bonuses. This highlights ongoing debates around compensating CEOs.
Future of Work in Investment ManagementCFA Institute
The state of work – what we do, where we do it, and how it gets done – looks undeniably different today than just a year ago. The forced reality of remote working due to the pandemic has made leaders and employees think more carefully about what investment careers could look like going forward. The short-term changes have prompted firms to update their technology to enable a work-from-anywhere (WFA) environment, but what are the longer-term implications of this disruption?
CFA Institute offers the first in-depth study examining the new work parameters for the investment industry in a multi-part research series, Future of Work in Investment Management.
Outside directors are meant to provide independent oversight of management but research on their effectiveness is mixed. Some studies found shareholders react positively to appointments of outside directors and negatively when they suddenly leave. However, other research found no improvement in performance from more outside directors. Effectiveness may depend on overcoming information disadvantages and ensuring true independence rather than just meeting stock exchange standards. So-called independent directors may still be beholden to management.
The document summarizes research on the impact of "say on pay" votes, which allow shareholders to vote on executive compensation. Studies have found that say on pay has a limited impact. It may reduce egregious pay practices but does little to lower overall pay levels. Say on pay improves dialogue between boards and shareholders but has not been shown to consistently influence pay amounts. While it increases accountability, concerns remain that it could expose companies to activists or make it harder to attract executive talent.
Guru Group Meeting 7 July 14 - The Engage With What Challenge - Paul SparrowEngage for Success
This was one of the presentations given at our Guru Group Event on 7 July 2014 at Aston University, Birmingham.
The theme of the day was around the future of engagement, to engagement in the future
The Regus Work:life Balance Index 2013 showed that the rate of improvement in work-life balance has slowed marginally since last year. Generations X and Y reported better work-life balance and greater achievement at work compared to Baby Boomers, who are struggling with health and family issues. While most countries saw declines in their index scores, Canada saw the largest increase. The myth that business owners have worse work-life balance was also debunked, as owners reported better balance than employees.
HR Analytics: New Insights and New Capabilities?Lewis Garrad
A small number of real examples linking HR data (employee surveys and personality assessments) to business outcomes like store level sales performance, employee retention and safety performance.
By David Larcker and Brian Tayan, CGRI Research Spotlight Series. Corporate Governance Research Initiative (CGRI), Stanford Graduate School of Business, October 2016.
This Research Spotlight provides a summary of the academic literature on internal and external CEOs.
It reviews the evidence of:
• Trends in hiring external CEOs
• Operating condition of companies that hire internal and external CEOs
• Stock market reaction to hiring external CEOs
• Relative performance of internal and external CEOs
This Research Spotlight expands upon issues introduced in the Quick Guide “CEO Succession Planning.”
Directors believe that CEOs deserve significant credit (40% on average) for corporate performance and that CEO pay is reasonable and tied to performance. However, these views contrast sharply with the American public, who believe CEOs are overpaid. This disconnect poses challenges, as public outrage could invite regulation. A survey found that most directors and CEOs believe pay is fair and aligned with performance through short- and long-term incentives. However, they disagree on the best performance metrics and use of discretionary bonuses. This highlights ongoing debates around compensating CEOs.
This document summarizes the results of a comprehensive study on workplace trends conducted in partnership with Redshift Research. Some of the key findings include:
1) More than half of employees feel overworked and burnt out, which negatively impacts productivity. Flexible schedules and adequate breaks can help reduce burnout.
2) Job satisfaction is closely tied to staff loyalty - unhappy employees are more likely to seek new jobs. Positive work culture, trust in leadership, and engaging work can improve satisfaction.
3) Flexible work arrangements like telecommuting are linked to happier, more loyal employees. However, flexibility requires mutual trust between employers and staff.
4) Access to modern technology impacts both productivity and morale. Dissatisf
There's a science to creating a highly engaged organization. In this Slideshare, discover the strategies of leaders who are already using real-time people data to drive sustainable employee engagement.
Guru Group Meeting 7 July 14 - Thought Piece - Peter CheeseEngage for Success
This was one of the presentations given at our Guru Group Event on 7 July 2014 at Aston University, Birmingham.
The theme of the day was around the future of engagement, to engagement in the future
This document discusses employee engagement and disengagement. It defines engagement as having a positive connection to work that motivates excellence. Disengagement is costly, reducing profits and productivity while increasing costs and staff turnover. The document recommends using an engagement survey to identify disengaged employees, the causes, and costs of disengagement. This allows companies to improve engagement, productivity and profits through an action plan. Client testimonials praise the surveys for validating issues and focusing improvement efforts. Contact information is provided for Profitable Personnel.
As employees continue to demonstrate low levels of engagement, organizations are increasingly asking themselves what they need to do differently to improve the talent experience. Bersin research shows that organizations with superior business, talent, and financial outcomes are not just making incremental changes to the talent experience, but are instead fundamentally rethinking it, focusing on creating a “systemic relationship with talent.” The end goal of this new approach is to create a talent experience for employees that makes them feel heard, valued, and supported throughout their employee lifecycle.
In this webcast, Stacia Garr, Madhura Chakrabarti, and Michelle Deneau share:
- The benefits of creating this new talent relationship
- Three areas organizations should focus on to create this new talent relationship as well as specific action steps to get started
- The implications of this new approach on how organizations assess employee engagement and act upon it
- Examples of how Intuit is creating this new talent relationship, focusing especially on employee engagement
This Data Spotlight provides data and statistics on the attributes of boards of directors of publicly traded companies in the United States. This data supplements the issues introduced in the Quick Guide “Board of Directors: Structure and Consequences.”
We’ve been living through possibly the biggest change in working patterns since the industrial revolution. Technology was already pushing us in this direction, but the Covid-19 pandemic prompted an almost immediate shift to working from home that nobody could have foreseen. Is this shift set to continue? What are some of the ongoing hybrid working patterns being trialled in the market? What will work, what are the challenges and what can be done to ensure that we don’t lose out in the war for talent.
Why not join Julie Osborne and Kate Wilson of Osborne Thomas for our half hour webinar to explore some of the thinking and research on hybrid working and the impact this is having on the ability of local authorities to attract and retain the people needed to deliver effective services.
This document summarizes Diana Strom's thesis defense on workplace engagement. It discusses how transformational leadership and organizational justice, such as interactional, procedural, and distributive justice, relate to employee engagement. While interactional justice was hypothesized to strengthen the relationship between transformational leadership and engagement, the results did not find this. However, procedural and distributive justice were found to moderate the relationship between transactional leadership and engagement, such that higher levels of justice lessened the effect of transactional leadership on engagement. Employment status was also found to impact these relationships.
This document provides a summary of evidence from various studies and research that show a correlation between employee engagement and organizational performance. Some key findings include:
1) Research shows organizations with high employee engagement levels outperform those with low engagement in terms of total shareholder returns, annual net income, and productivity.
2) Studies from various companies found stores and business units with higher engagement delivered better financial results, including more sales revenue, higher customer satisfaction, and lower costs.
3) Data from over 23,000 business units showed those in the top 25% for engagement averaged 18% higher productivity than those in the bottom 25%. Additionally, engaged employees took fewer sick days.
David F. Larcker and Brian Tayan
Stanford Closer Look Series
June 24, 2016
One of the most controversial issues in corporate governance is whether the CEO of a corporation should also serve as chairman of the board. In theory, an independent board chair improves the ability of the board to oversee management. However, an independent chairman is not unambiguously positive, and can lead to duplication of leadership, impair decision making, and create internal confusion—particularly when an effective dual chairman/CEO is already in place.
In this Closer Look, we examine in detail the leadership structure of publicly traded corporations and the circumstances under which they are changed. We ask:
• What factors should the board consider in deciding whether to combine or separate board leadership?
• How can the board weigh the tradeoffs between stability of leadership, efficient decision making, and decreased oversight?
• What structure should be the default setting for a corporation?
• Why do activists advocate that corporations strictly separate the roles when there is little research support for this position?
This presentation explores the the changing demographic & legal rules surrounding our aging workforce and how employers can adapt and comply with these changes.
This document discusses research on job satisfaction and attrition in the IT and ITES industries in India. It examines the impact of work-life balance and burnout (measured by meaninglessness, de-motivation, and exhaustion) on job satisfaction. The findings show that while work-life balance and job satisfaction were positively related, the burnout dimensions were negatively related to job satisfaction. Work-life balance was a more significant contributor to job satisfaction in ITES than IT. Job satisfaction was also higher among male respondents than female respondents. The IT group had lower work-life balance and job satisfaction but higher burnout levels than the ITES group. The implications and future research directions are discussed.
This document summarizes a study of CEO succession events among the largest 100 U.S. corporations between 2005-2015. The study analyzed executives who were passed over for the CEO role ("succession losers") and their subsequent careers. It found that 74% of passed over executives left their companies, with 30% eventually becoming CEOs elsewhere. However, companies led by succession losers saw average stock price declines of 13% over 3 years, compared to gains for companies whose CEO selections remained unchanged. The findings suggest that boards generally identify the most qualified CEO candidates, though differences between internal and external hires complicate comparisons.
How Experienced Workers are Re-energizing the WorkforceAARP
The document discusses how experienced workers aged 50+ are becoming increasingly important to the workforce. By 2022, workers aged 50+ will make up 35% of the workforce, increasing 62% since 2002. Employers value the experience, institutional knowledge, problem-solving skills, and reliability that experienced workers provide. Surveys find most employers believe experienced workers are valuable assets for training, mentoring, and addressing skills gaps. The document encourages experienced workers to recognize their strengths and rethink opportunities to remain engaged in the workforce.
Presentation on "Employee Engagement and Organisational Performance in the Au...OECD Governance
This document discusses employee engagement in the Australian Public Service (APS). It presents data from APS employee censuses conducted in 2012-2013 and 2013-2014 that show levels of employee engagement over time. The APS Employee Engagement Model links workforce and workplace characteristics to employee attitudes, behaviors, and productivity outcomes. Analysis found high-scoring agencies used focused leadership communication, while low-scoring agencies listed generic HR practices. The document outlines plans to further test and improve the engagement model.
Organizations have the opportunity to not only attract but enable tomorrow's workforce, and to do it better than everyone else. We'd like to invite you to take a look at some of our People Success predictions for 2020 and beyond.
Wellness at work characteristics of the most profitable, productive and creat...Sapio Research
The document discusses how creating healthy and productive workplace cultures can benefit businesses. It finds that companies with physically and mentally fit employees are more profitable, with mentally fit employees associated with a 30% higher profit margin. Characteristics of highly productive, innovative and profitable companies include providing quiet working spaces, flexibility in workspace configuration, and employee consultation over workspace usage. The research also identifies common workplace distractions and finds that simple, free activities like fresh air breaks can help mitigate dips in concentration. Overall, the document argues that prioritizing staff well-being creates environments that are conducive to commercial success.
How To Increase Employee Engagement Through Culture & DesignHaworth
When leaders make the important connection between space and organizational culture, it pays dividends, especially in attraction, retention, and engagement of top talent.
The business case for work life integration solutionsSeventeenHundred
Why implement work-life initiatives in your organisation? Because employees who are less stressed and more engaged are more productive leading to cost savings as a result of reduced turnover and absenteeism.
What would happen to an organization if its goals did not account for external threats and shifting marketplace realities? What challenges will a business face if it doesn’t have sound measures and an effective performance management system, and why?
This document summarizes the results of a comprehensive study on workplace trends conducted in partnership with Redshift Research. Some of the key findings include:
1) More than half of employees feel overworked and burnt out, which negatively impacts productivity. Flexible schedules and adequate breaks can help reduce burnout.
2) Job satisfaction is closely tied to staff loyalty - unhappy employees are more likely to seek new jobs. Positive work culture, trust in leadership, and engaging work can improve satisfaction.
3) Flexible work arrangements like telecommuting are linked to happier, more loyal employees. However, flexibility requires mutual trust between employers and staff.
4) Access to modern technology impacts both productivity and morale. Dissatisf
There's a science to creating a highly engaged organization. In this Slideshare, discover the strategies of leaders who are already using real-time people data to drive sustainable employee engagement.
Guru Group Meeting 7 July 14 - Thought Piece - Peter CheeseEngage for Success
This was one of the presentations given at our Guru Group Event on 7 July 2014 at Aston University, Birmingham.
The theme of the day was around the future of engagement, to engagement in the future
This document discusses employee engagement and disengagement. It defines engagement as having a positive connection to work that motivates excellence. Disengagement is costly, reducing profits and productivity while increasing costs and staff turnover. The document recommends using an engagement survey to identify disengaged employees, the causes, and costs of disengagement. This allows companies to improve engagement, productivity and profits through an action plan. Client testimonials praise the surveys for validating issues and focusing improvement efforts. Contact information is provided for Profitable Personnel.
As employees continue to demonstrate low levels of engagement, organizations are increasingly asking themselves what they need to do differently to improve the talent experience. Bersin research shows that organizations with superior business, talent, and financial outcomes are not just making incremental changes to the talent experience, but are instead fundamentally rethinking it, focusing on creating a “systemic relationship with talent.” The end goal of this new approach is to create a talent experience for employees that makes them feel heard, valued, and supported throughout their employee lifecycle.
In this webcast, Stacia Garr, Madhura Chakrabarti, and Michelle Deneau share:
- The benefits of creating this new talent relationship
- Three areas organizations should focus on to create this new talent relationship as well as specific action steps to get started
- The implications of this new approach on how organizations assess employee engagement and act upon it
- Examples of how Intuit is creating this new talent relationship, focusing especially on employee engagement
This Data Spotlight provides data and statistics on the attributes of boards of directors of publicly traded companies in the United States. This data supplements the issues introduced in the Quick Guide “Board of Directors: Structure and Consequences.”
We’ve been living through possibly the biggest change in working patterns since the industrial revolution. Technology was already pushing us in this direction, but the Covid-19 pandemic prompted an almost immediate shift to working from home that nobody could have foreseen. Is this shift set to continue? What are some of the ongoing hybrid working patterns being trialled in the market? What will work, what are the challenges and what can be done to ensure that we don’t lose out in the war for talent.
Why not join Julie Osborne and Kate Wilson of Osborne Thomas for our half hour webinar to explore some of the thinking and research on hybrid working and the impact this is having on the ability of local authorities to attract and retain the people needed to deliver effective services.
This document summarizes Diana Strom's thesis defense on workplace engagement. It discusses how transformational leadership and organizational justice, such as interactional, procedural, and distributive justice, relate to employee engagement. While interactional justice was hypothesized to strengthen the relationship between transformational leadership and engagement, the results did not find this. However, procedural and distributive justice were found to moderate the relationship between transactional leadership and engagement, such that higher levels of justice lessened the effect of transactional leadership on engagement. Employment status was also found to impact these relationships.
This document provides a summary of evidence from various studies and research that show a correlation between employee engagement and organizational performance. Some key findings include:
1) Research shows organizations with high employee engagement levels outperform those with low engagement in terms of total shareholder returns, annual net income, and productivity.
2) Studies from various companies found stores and business units with higher engagement delivered better financial results, including more sales revenue, higher customer satisfaction, and lower costs.
3) Data from over 23,000 business units showed those in the top 25% for engagement averaged 18% higher productivity than those in the bottom 25%. Additionally, engaged employees took fewer sick days.
David F. Larcker and Brian Tayan
Stanford Closer Look Series
June 24, 2016
One of the most controversial issues in corporate governance is whether the CEO of a corporation should also serve as chairman of the board. In theory, an independent board chair improves the ability of the board to oversee management. However, an independent chairman is not unambiguously positive, and can lead to duplication of leadership, impair decision making, and create internal confusion—particularly when an effective dual chairman/CEO is already in place.
In this Closer Look, we examine in detail the leadership structure of publicly traded corporations and the circumstances under which they are changed. We ask:
• What factors should the board consider in deciding whether to combine or separate board leadership?
• How can the board weigh the tradeoffs between stability of leadership, efficient decision making, and decreased oversight?
• What structure should be the default setting for a corporation?
• Why do activists advocate that corporations strictly separate the roles when there is little research support for this position?
This presentation explores the the changing demographic & legal rules surrounding our aging workforce and how employers can adapt and comply with these changes.
This document discusses research on job satisfaction and attrition in the IT and ITES industries in India. It examines the impact of work-life balance and burnout (measured by meaninglessness, de-motivation, and exhaustion) on job satisfaction. The findings show that while work-life balance and job satisfaction were positively related, the burnout dimensions were negatively related to job satisfaction. Work-life balance was a more significant contributor to job satisfaction in ITES than IT. Job satisfaction was also higher among male respondents than female respondents. The IT group had lower work-life balance and job satisfaction but higher burnout levels than the ITES group. The implications and future research directions are discussed.
This document summarizes a study of CEO succession events among the largest 100 U.S. corporations between 2005-2015. The study analyzed executives who were passed over for the CEO role ("succession losers") and their subsequent careers. It found that 74% of passed over executives left their companies, with 30% eventually becoming CEOs elsewhere. However, companies led by succession losers saw average stock price declines of 13% over 3 years, compared to gains for companies whose CEO selections remained unchanged. The findings suggest that boards generally identify the most qualified CEO candidates, though differences between internal and external hires complicate comparisons.
How Experienced Workers are Re-energizing the WorkforceAARP
The document discusses how experienced workers aged 50+ are becoming increasingly important to the workforce. By 2022, workers aged 50+ will make up 35% of the workforce, increasing 62% since 2002. Employers value the experience, institutional knowledge, problem-solving skills, and reliability that experienced workers provide. Surveys find most employers believe experienced workers are valuable assets for training, mentoring, and addressing skills gaps. The document encourages experienced workers to recognize their strengths and rethink opportunities to remain engaged in the workforce.
Presentation on "Employee Engagement and Organisational Performance in the Au...OECD Governance
This document discusses employee engagement in the Australian Public Service (APS). It presents data from APS employee censuses conducted in 2012-2013 and 2013-2014 that show levels of employee engagement over time. The APS Employee Engagement Model links workforce and workplace characteristics to employee attitudes, behaviors, and productivity outcomes. Analysis found high-scoring agencies used focused leadership communication, while low-scoring agencies listed generic HR practices. The document outlines plans to further test and improve the engagement model.
Organizations have the opportunity to not only attract but enable tomorrow's workforce, and to do it better than everyone else. We'd like to invite you to take a look at some of our People Success predictions for 2020 and beyond.
Wellness at work characteristics of the most profitable, productive and creat...Sapio Research
The document discusses how creating healthy and productive workplace cultures can benefit businesses. It finds that companies with physically and mentally fit employees are more profitable, with mentally fit employees associated with a 30% higher profit margin. Characteristics of highly productive, innovative and profitable companies include providing quiet working spaces, flexibility in workspace configuration, and employee consultation over workspace usage. The research also identifies common workplace distractions and finds that simple, free activities like fresh air breaks can help mitigate dips in concentration. Overall, the document argues that prioritizing staff well-being creates environments that are conducive to commercial success.
How To Increase Employee Engagement Through Culture & DesignHaworth
When leaders make the important connection between space and organizational culture, it pays dividends, especially in attraction, retention, and engagement of top talent.
The business case for work life integration solutionsSeventeenHundred
Why implement work-life initiatives in your organisation? Because employees who are less stressed and more engaged are more productive leading to cost savings as a result of reduced turnover and absenteeism.
What would happen to an organization if its goals did not account for external threats and shifting marketplace realities? What challenges will a business face if it doesn’t have sound measures and an effective performance management system, and why?
An interesting survey on turnover and retention in 2015 in Australia by the AUSTRALIAN HUMAN RESOURCES INSTITUTE.
The survey that resulted in these findings was conducted online in April and May of 2015. It was communicated by email to a sample of the member database of the AHRI. A total of 603 respondents returned answers to the survey.
This document provides a summary of research conducted on employee engagement at Big Bazaar. It defines employee engagement, discusses the differences between engaged, disengaged, and actively disengaged employees. Diagnostic tools for measuring engagement are identified, as well as factors that predict organizational success. The scope of study, research methodology, and conclusions of the research are summarized. Employee satisfaction versus engagement is explored, and engagement is found to positively correlate with business performance.
To study the concept of job satisfaction.
To identify factor influencing employees job satisfaction
To examine the most influencing factors of employee satisfaction.
A Study on Effect of Motivation on Employee Job Performance at Anurag Group o...IRJET Journal
This study examines employee motivation at Anurag Group of Institutions in Hyderabad. The objectives are to identify motivational and demotivational factors for employees, and understand the impact of monetary and non-monetary benefits. A survey was conducted of 50 faculty members. The findings show that most employees are motivated by monetary incentives and have worked at the institution for 5 years or less. While the management is interested in motivation, other factors like workload demotivate employees. Most employees are satisfied with incentives and feedback to improve performance.
This report is co-published by Opensurvey, a mobile research platform, and Startup Alliance, a startup supporting network.
The scope of work covered by this report is as follows.
Opensurvey : Project design, analysis and report drafting
Startup Alliance : Survey supervision, founder survey, final report review
The file contains a research proposal written on Employee turnover in Unilever, Pakistan addressing the following problem statement and research queries:
Research Objective:
The purpose of the study is:
‘’To investigate the factors influencing the employees turnover in Unilever Pakistan’’.
Research Questions:
1. To what extent unskilled labor leads to employee turnover?
2. Does work-life balance effects the employee turnover?
3. What contributions wage rate have toward employee turnover?
4. How much influence age have on employee turnover?
can be contacted at: summaya.sharif123@gmail.com
#CultureCode The little red book of answers for HR managers Naomi Simson
This pocket size book gives you a quick glance as to why employee engagement is so important - and why happy people = happy profits.
After all it is okay to have fun at work.
Future of Work in Investment Management: Context, Content, CultureRuss8
In the Future of Work in Investment Management, we explore the changes investment organizations and investment professionals are likely to make as they reassess the context of careers, the content of work, and the culture of organizations. We suggest that the “where, what, and how” of work are undergoing simultaneous transformations.
AN ASSESSMENT OF WORKERS’ SATISFACTION IN ESTATE SURVEYING AND VALUATION FIRM...IAEME Publication
This study examined the levels of satisfaction of employees with the major focus on
the staff of estate surveying firms (ESFs) practicing in Lagos State, Nigeria. This was
with a view to identify the factors influencing their levels of job satisfaction and analyze
the relationship among the influencing factors. Structured questionnaire were
administered to 367 ESFs operating in Lagos State out of which 274 representing
74.66% questionnaire were properly filled, returned and analyzed. The study deployed
descriptive statistics such as simple frequency distribution, mean weighted score
(MWS), cross tabulation, correlation and one-sample test (t-test). The findings of the
study showed that few estate surveyors (17.52%) expressed satisfaction in the job,
39.42% of the employees were completely dissatisfied while 43.07% of them were
unsure about their job satisfaction level. The result of cross tabulation showed that,
male estate surveyors expressed higher level of dissatisfaction (53.73%) compared to
their female counterparts (33.65%) in ESFs. From the MWS result, the respondents
rated communication (COM: 4.41), fairness and sufficiency of salary (SAL: 4.23), the
quality of relationship with supervisor (RLS: 4.23), fairness of organizational policies
(ORG: 4.17), reward for good job performance (RWD: 3.85) and quality of relationship
with co-workers (RCW: 3.77) as the dominant influencing factors of job satisfaction.
The study also discovered strong positive correlation coefficient between COM and
COW (.824), SAL and RWD (.775), RLS and COM (.754). At 5% confidence level, the
result of the t-test showed positive contributions of all the influencing factors to
employees job satisfaction in estate firms (p<0.05). The study concluded that providing
enabling work environment in ESFs should be encouraged for optimal unitization of
human and non-human resources. Thus, issues relating to staff welfare should be
treated with optimum priority in organizations that desires to achieve efficiency in their
operations.
11.a live study of employee satisfaction and growth analysisAlexander Decker
This document summarizes a study on employee satisfaction and growth at Tata Steel in India. The study measured satisfaction across dimensions like superior-subordinate relationships, role, culture, career development, training, goals, and motivation. A questionnaire and interviews were used to collect data from 60 employees.
The findings from analyzing the questionnaire data using mean-SD scores, factor analysis, and correlation showed that employees were most satisfied with their relationships with superiors and the variety in their jobs. Training to meet needs was a more mixed area. The conclusions provide insight into how different factors contribute to satisfaction levels at Tata Steel.
In this report, Blessing White reviews key findings from our 2008 State of Employee Engagement global research and share strategies for delivering on the promises of employee engagement (employee retention strategy, employee motivation strategy).
Reading csr current trends in australia and nzPramodh Sherla
76%
70%
60%
50%
40%
30%
20%
10%
10% 7%
5%
2%
0%
0%
Don't calculate ROI
Positive ROI
Australia
Too soon to tell
Negative ROI
New Zealand
Source: Manpower 2009 Corporate Social Responsibility Survey, April 2009, Australia and New Zealand
1) According to a survey of HR professionals in Australia and New Zealand, less than half of organizations in both countries participated in corporate social responsibility practices in the current economic downturn, indicating potential cuts to CSR budgets. Larger organizations were more likely to participate in
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
An insightful report providing information on remote working, specific issues affecting productivity, stress and wellbeing. Offers a rich mix of data and recommendations based on feedback and surveys
A Systematic Review on Importance of Employee Turnover with Special Reference...IIJSRJournal
This document provides a summary of a research article on employee turnover. It discusses several key points:
- Employee turnover is a major issue for organizations that can negatively impact productivity, sustainability, competitiveness and profitability. High turnover rates increase replacement costs and decrease productivity.
- There are many potential reasons for employee turnover, including job stress, lack of job satisfaction, poor work environment, low pay, lack of career development opportunities, interpersonal conflicts, family issues and job insecurity.
- High turnover is costly for organizations, which have to spend money recruiting and training replacements. It can also decrease organizational knowledge when experienced employees leave. Maintaining valuable employees is important for organizational success.
- The document reviews
Employee satisfaction is essential to ensure higher revenues for the organization. No amount of trainings or motivation would help, unless and until individuals develop a feeling of attachment and loyalty towards their organization. Employees waste half of their time fighting with their counter parts or sorting out issues with them. Satisfied employees are the happy employees who willingly help their fellow workers and cooperate with the organization even during emergency situations. Such employees do not think of leaving their jobs during crisis but work hard together as a single unit to overcome challenges and come out of the situation as soon as possible. For them, their organization comes first, everything else later. They do not come to office just for money but because they really feel for the organization and believe in its goals and objectives. Satisfied employees also spread positive word of mouth and always stand by each other. Instead of wasting their time in gossiping and loitering around they believe in doing productive work eventually benefitting the organization. They take pride in representing their respective organizations and work hard to ensure higher revenues for the organization.
This study examined factors that influence employee retention and turnover at an organization. Through surveys and interviews with 78 employees, the researchers found:
1) Location, compensation, job responsibilities, and company reputation were the most common reasons employees chose to work at the company, while compensation, lack of challenge/opportunity, and limited career advancement were the most common potential reasons for leaving.
2) Employees were generally satisfied with their jobs and unlikely to seek other employment in the next 1-2 years, though 15% indicated they were likely or highly likely to leave.
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Summary 30 minute presentation to small businesses and start ups re key factors in growing a business
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Market research is an industry with a long history of understanding what makes people tick, with the hope of producing insight that will have a tangible strategic value. The industry is ever-evolving, yet debate surrounding the meaning of insight and how can we have a greater strategic impact are ongoing conversations.
At a time when market research is being faced with increasing competition and need to justify return on investment, perhaps design thinking holds some answers.
So, what is design thinking?
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Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
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INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
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12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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1. R
Workplace Retention
Make it work for you
Summary Report
Project Director:
Jason Dunstone
Managing Director
Project Manager:
Rikki-Lee Schmitt
+61 [0]8 8232 3355
Data collected:
July - September 2007
For the full report visit
www.sagreat.com.au
or www.aimsa.com.au
or contact Square Holes Pty Ltd
Square Holes Pty Ltd
8-10 Regent Street North
Adelaide South Australia 5000
www.squareholes.com
2. Overview ................................................................................1
Conclusions ............................................................................2
Aspects impacting job satisfaction............................................. 3
Aspects impacting job loyalty.................................................... 4
Top 10 retention strategies....................................................... 5
Lower priority retention strategies............................................. 6
Employers of choice................................................................. 6
Other key findings ................................................................... 7
What are the key messages to South Australian employers?........ 7
Appendices .............................................................................8
Top 20 Retention Strategies by Industry.................................... 9
About Square Holes ............................................................... 12
This report is provided for information purposes only. Except to the extent permitted by law, no part of this report may be reproduced, published,
adapted, distributed, stored in a retrieval system, transmitted or communicated for any commercial purpose (including education or training) without
the prior written approval of Square Holes Pty Ltd. Any reference to the research findings contained in this report should state 'Source: report on
Workplace Retention (2007) by Squares Holes Pty Ltd, SA Great and Australian Institute of Management SA' [Report SA Great summary]
4. 1
Overview
Now more than ever, employee retention in the workplace is a hot topic.
There is little if any current research available about what South
Australian employers can do to retain and entice good staff. While some
research has been conducted previously about the needs of younger
South Australian professionals, the focus has been on social and economic
issues such as ‘affordable living’ and a ‘good place to raise a family’.
The current research by Square Holes working with SA Great and the
Australian Institute of Management [AIM] seeks deeper insight and
valuable actionable directions for employers.
The workplace retention research project commenced with a series of
targeted focus groups, held to allow some initial brainstorming of the
topic amongst young people representing professional services, science
and technology and trades. These were moderated at Square Holes’
Adelaide CBD research facility by Rikki-Lee Schmitt with the support of
Jason Dunstone. The focus groups provided valuable guidance for the
survey questionnaire development.
The second stage of the project was an internet survey of 800 South
Australian employees aged under 40. This included 181 expatriate South
Australians currently working interstate or overseas. The survey was open
to all levels of an organisation, ranging from administration to upper
management. It attracted open and honest feedback from a wide
selection of younger people.
SA Great, AIM and Square Holes are thrilled with the response the survey
generated, and are appreciative of the enthusiastic support. Those
involved in the research were invited to attend a cocktail function on the
15th
of October 2007 to hear the preliminary findings first hand and to
offer additional feedback.
The results of the survey were presented at a business luncheon on the
31st
of October 2007 at the Hyatt Regency Ballroom in Adelaide. The
event also involved a panel discussion facilitated by Phil Speakman,
Chairman Morton Phillips, and included:
Joanne Fox, Manager, People & Performance, Santos Ltd
John Chaplin, Director, Fusion
Peter de Cure, People, Performance & Culture Executive Partner, KPMG
Jason Dunstone, Managing Director, Square Holes Pty Ltd
Copyright 2007 Australia Square Holes Pty Ltd, SA Great and Australian Institute of Management SA
5. 2
Conclusions
South Australian Generation X and Y employees generally admit to being
satisfied with their employment – 86%. Some of the aspects they like
include the responsibility and challenge they are given, autonomy and
flexibility. Employees aged 18 to 24 have the highest job satisfaction.
OVERALL JOB SATISFACTION
2%
13% 17%
68%
Extremely satisfied Quite satisfied Quite dissatisfied Extremely dissatisfied
When the issue is explored more deeply, it is evident that younger
employees are by no means locked into their current jobs. Only 17% are
extremely satisfied with their job. Furthermore, while 48% believe it is
extremely likely that they will be with the same employer in one year, this
level decreases to 25% in two years and 14% in three years. Only 6% are
extremely satisfied with their job and extremely likely to be with the same
employer in three years.
Only 1 in 20 employees aged
under 40 are extremely satisfied and
extremely likely to be working for
the same employer in three years
The key reasons a change of job may be on the horizon include the
search for ‘career progression and more challenge and responsibility’
and/or employers offering better direction in achieving this. Complaints
about current employers included a lack of career progression and
responsibility and poor management.
Copyright 2007 Australia Square Holes Pty Ltd, SA Great and Australian Institute of Management SA
6. 3
Aspects impacting job satisfaction
The focus group stage of the research revealed seven areas as
fundamental in job satisfaction …
pay and salary package;
training and development;
responsibility and challenge;
employer image;
work-life balance;
management culture; and
work environment.
These areas formed the basis of the online survey questionnaire designed
by Square Holes in collaboration with SA Great and the Australian
Institute of Management [AIM]. The questionnaire explored satisfaction,
loyalty, issues relating to each of the seven fundamental areas and other
associated questions. One of the priorities of the survey analysis was to
illustrate the impact each of the seven areas has on overall job
satisfaction and loyalty [i.e. likelihood of being in same job in 3 years].
As indicated by the Job Satisfaction Impact Scoreboard to the right
‘management culture’ and ‘responsibility & challenge’ have the greatest
impact on overall job satisfaction, closely followed by ‘work environment’.
It is interesting that ‘pay and salary package’ has a relatively low impact
on overall job satisfaction. Also of interest is the comparatively low level
of satisfaction with the management culture of current employers.
Job Satisfaction Impact Scoreboard
NB: Size of squares and pie graphs indicate level of correlation with overall job satisfaction
Management Culture
Salary Package
Work-Life Balance
Training & Development
Responsibility & Challenge
Company Image
Work Environment
Satisfied with current employer in key areas
NB: Percentages indicate the actual level of satisfaction with the different areas
Management Culture
66%
Responsibility & Challenge
78%
Company Image
83%81% Salary Package
Work Environment
Training & Development
82% 74%
Work-Life Balance
81%
Copyright 2007 Australia Square Holes Pty Ltd, SA Great and Australian Institute of Management SA
7. 4
The research illustrates that satisfaction is a combination of satisfaction
with a variety of aspects of a younger employee’s job, yet some aspects
have a greater impact. A 100% improvement in satisfaction with the
management culture of an employer will, based on the survey data, result
in a 48% increase in overall job satisfaction. In comparison, a 100%
improvement in the pay and salary package will only increase overall job
satisfaction by 30%. This may be logical, yet clearly illustrates that you
cannot increase a disgruntled employee’s job satisfaction by improving
their pay in isolation.
Aspects impacting job loyalty
Further evidence of how difficult it is to retain good younger staff is in the
survey finding that there is not a direct correlation between overall job
satisfaction and staff loyalty [i.e. likely to be with the same employer in
three years]. It is vital that employers are strategic and invest
appropriately to minimise employee resignations and churn, and maximise
staff focus on medium to longer term objectives.
A 100% increase in overall job
satisfaction will increase staff loyalty
by only 27%.
The importance of a robust ‘management culture’ once again surfaces
when we analyse the impact of the seven key aspects of job satisfaction
on staff loyalty [i.e. likely to be with the same employer in three years].
Based on the survey data, a 100% improvement in satisfaction with an
employer’s management culture will increase staff loyalty by 27%.
‘Company image’, ‘work environment’ and ‘training and development’
have the next greatest impacts on loyalty. Interestingly, based on the
survey data, a 100% increase in the pay and salary package of an
employee will only increase loyalty by 19%.
Job Loyalty Impact Scoreboard
Management Culture
Salary Package
Work-Life Balance
Training & Development
Responsibility & Challenge
Company Image
Work Environment
NB: Size of squares and completeness of pie graphs indicate level of correlation with
likelihood of being with current employer in three years
Copyright 2007 Australia Square Holes Pty Ltd, SA Great and Australian Institute of Management SA
8. 5
Some other interesting findings illustrate that pay and salary package,
while important, has limited impact on retention. This includes a smaller
proportion of younger employees believing that their pay is below the
industry average [24%], compared with the six other areas of job
satisfaction. There are clearly other areas of job satisfaction with greater
need of strategic focus and consideration by South Australian employers.
Employer Performing Below Industry Average
Top 10 retention strategies
Throughout the survey the younger employees were asked to indicate
from extensive lists under each of the seven areas of job satisfaction
which of these their current employers offer them and which would assist
with retaining them in their current job or attract them to another
employer.
When we look at the 6% of younger people interviewed who are
extremely satisfied and extremely likely to be with the same employer in
three years some interesting messages emerge for employers. Aspects of
their pay and salary package differ little from other less satisfied and loyal
younger employees. They are satisfied because their employers have
management who place trust and respect in their employees’ abilities and
encourage team work and creativity. Company reputation is important
and the employers are contributors to the community. A comfortable,
casual and friendly work environment is also fundamental.
35%
Management Culture
24%
Salary Package
44%
Work-Life Balance
34%
Training & Development
42%
Responsibility & Challenge
55%
Company Image
47%
Work Environment
The top 10 aspects of younger employees nominated would encourage
them to stay with an employer or move to another revolve mainly around
management culture, responsibility and challenge and work environment.
A clear career direction and pathway is important, as is intelligent,
innovative, trustworthy and respected management. Also the way staff
are treated is essential to business success.
1. a management style that you respect
73%
2. future opportunity for advancement and more responsibility
70%
3. reward you for successfully completing complex tasks
68%
4. places its employees needs as essential to business success
68%
5. a casual and friendly work environment
68%
6. has a reasonable view of hours worked in an average week
67%
7. forward thinking and innovative management
67%
8. well respected and intelligent management
66%
9. trustworthy management
65%
10. allows working from home
65%
Copyright 2007 Australia Square Holes Pty Ltd, SA Great and Australian Institute of Management SA
9. 6
Lower priority retention strategies
It is important to stress that none of the list of aspects relating to pay or
salary package featured in the top 10 factors that would attract or retain
younger employees. This is unlikely to infer that pay and salary package
are not important in job satisfaction and retention, but it does indicate
that unless issues such as management culture and career progression
are addressed adequately there is no point focusing on financial
enticements.
Evidence of this is also provided when we present the bottom ten aspects
that would encourage younger people to stay with an employer or move
to another. There is a high prominence of aspects relating to pay and
salary package. These may be desirable, but less likely to retain or attract
staff than the earlier mentioned factors.
gift vouchers
11%
job share
14%
reimbursement expense account
16%
blackberry paid by employer
16%
school fee subsidy
17%
discount programs
18%
relocation allowance
18%
company paid credit card
19%
working outside
20%
equity or shares in the business
20%
Employers of choice
When asked for suggestions for employers of choice, those involved
nominated employers based on a belief that these organisations
encourage creativity, treat staff with respect, recognise and reward
performance, and offer career progression. A national or even global
focus is desired - i.e. not SA centric.
“They provide their employees with
flexibility, a great work environment
that encourages creativity and
development” [referring to Google]
Google attracted the highest level of nominations [36 of the 800 people
surveyed]. They were believed to be an employer offering a creative
environment encouraging innovation and forward thinking among
employees. Google is considered to treat staff as assets and in turn
creates an efficient, productive and dynamic team.
The only other employers named by ten or more of the younger
employees involved were BHP Billiton [18], Virgin [13] and Macquarie
Bank [12].
Copyright 2007 Australia Square Holes Pty Ltd, SA Great and Australian Institute of Management SA
10. 7
Other key findings
Half [49%] of the younger people surveyed had previously worked outside of
South Australia - 26% interstate and 23% overseas - for an average of two
years.
Prominent reasons for working in SA include study/education access and
enjoying the arts/festivals/events. Family and friends living in South Australia
is also important as is the easy lifestyle offered in this "good size city".
Of the 800 people interviewed, 181 are expatriate South Australians currently
working interstate [91%] or overseas [9%]. They have been doing so for an
average of 4.5 years.
The main reason for the expatriates working outside of the State is for better
career opportunity and progression than they believe is possible in South
Australia. In saying this, there is typically openness to considering working in
SA in the future. Greater opportunity for career advancement than perceived
to currently exist, being less SA-centric, illustrating strong industry growth
and being an employer of choice is important. There was also a view that
South Australian management are overly restrictive and conservative in
offering senior and quality jobs to younger employees. The expatriates were
on a higher pay level than local employees, but often less satisfied in their
current jobs that their South Australian based colleagues.
One in five of the people interviewed have children [21%], with this level only
10% for expatriates. The parents are seeking a reasonable view of hours
worked in an average week from employers [75%]; a supportive policy for
time off for sick children [70%]; a family friendly policy [69%]; ability to work
from home [69%]; and flexibility in hours to fit with picking up/dropping off
children [68%].
There were some differences when we compare different age groups,
expatriates and other segments of the survey sample, yet these were
typically minor.
What are the key messages to South Australian employers?
Management culture is the area of greatest weakness yet it has the
strongest impact on overall job satisfaction and retention. Generation X and Y
employees are demanding a management style that they respect and
managers who work with staff in a friendly manner. It is also important that
management treat staff as individuals and place employees' needs as
essential to business success.
Younger South Australian employees and expatriate South Australians
working elsewhere believe that management needs to take a long hard
look at themselves and take more responsibility in attracting and retain the
best. Attempting to shift the blame is viewed as unacceptable.
Disputing the myth that the new generation of employees are about ‘I want it
now’, this research illustrates intelligent and ambitious hard workers. They
are prepared to wait for financial and other rewards of success, yet are
highly confident and will leave employers unwilling to nurture and
provide future opportunity for advancement and more responsibility. A
career pathway is essential.
Adequate investment in retaining quality younger employees is
important. They demand proper selection and training of management,
workplace design that encourages productivity and creativity, career training
and development and other support. It's not just a job or about the money.
Only one in twenty are extremely satisfied and extremely likely to be with the
same employer in three years. With job satisfaction not directly linked with
loyalty, the strategic focus should be on minimising the churn.
Strategic focus on the employer's company image is important. While this
did not emerge as one of the top areas impacting job satisfaction, it did have
the second largest impact on staff loyalty [following management culture]. It
is also the area in which the largest proportion believes their employer is
below the industry average [55% believed this]. This should include ensuring
the vision/mission engages younger staff, contributing to the community and
being a visible and well know employer.
Copyright 2007 Australia Square Holes Pty Ltd, SA Great and Australian Institute of Management SA
12. 9
Top 20 Retention Strategies by Industry
Of the 104 specific aspects of job satisfaction investigated in the survey, the following were nominated as the Top 20 likely to retain younger employees with their current
employer or attract them to another. Comparisons are made across various subgroups, such as expatriates and different industries. Sample sizes indicate the number of
interviews for each subgroup. Areas highlighted in green are the Top 2 for each subgroup. Where more than two are highlighted they are equal first/second.
TOTAL In SA Expats
Agri-
culture
Arts,
creative
Banking
+
finance
Building
+ real
estate Defence
Educa-
tion Energy
Sample size 800 619 181 15 12 83 34 23 25 29
a management style that you respect 73% 73% 73% 80% 91% 83% 81% 75% 100% 75%
future opportunity for advancement and more responsibility 70% 80% 79% 73% 70% 89% 77% 88% 87% 75%
places its employees needs as essential to business success 68% 79% 75% 62% 82% 82% 83% 75% 78% 86%
reward you for successfully completing complex tasks 68% 80% 71% 64% 90% 87% 87% 79% 87% 64%
a casual and friendly work environment 68% 73% 76% 64% 64% 74% 70% 92% 67% 71%
has a reasonable view of hours worked in an average week 67% 75% 75% 57% 80% 82% 77% 87% 92% 82%
forward thinking and innovative management 67% 67% 65% 80% 82% 80% 69% 67% 92% 75%
well respected and intelligent management 66% 67% 64% 70% 91% 71% 69% 79% 88% 71%
trustworthy management 65% 66% 62% 80% 64% 74% 81% 71% 88% 75%
allows working from home 65% 74% 66% 71% 90% 81% 70% 78% 68% 78%
respectful management 65% 65% 65% 70% 73% 74% 75% 75% 83% 79%
a vision / mission you believe in and support 65% 73% 77% 54% 82% 81% 70% 60% 87% 69%
trust and respect in your abilities 64% 75% 70% 64% 80% 80% 73% 63% 83% 61%
a reputation as an employer of choice 64% 72% 75% 62% 64% 78% 70% 85% 78% 86%
management structure that allows input from all staff 63% 65% 56% 90% 73% 71% 63% 75% 88% 68%
pay / salary is above average compared with other employers 63% 66% 68% 47% 75% 66% 77% 83% 60% 72%
treats you as an individual 63% 64% 57% 70% 73% 72% 66% 71% 83% 71%
make an effort to get to know staff 62% 63% 61% 80% 64% 70% 66% 75% 88% 57%
has reasonable standards for output and workload 62% 62% 62% 80% 73% 67% 75% 79% 83% 71%
an environment that encourages staff to be productive 62% 68% 65% 50% 46% 72% 61% 83% 71% 71%
Copyright 2007 Australia Square Holes Pty Ltd, SA Great and Australian Institute of Management SA
13. 10
TOTAL
Food +
bev
distrbtn
Health
services
Hospit-
ality
Local
govern-
ment
Manu-
facture Media Mining
Not-for-
profit
Other
govern-
ment
Sample size 800 7 36 5 30 40 25 31 20 87
a management style that you respect 73% 100% 82% 100% 96% 70% 86% 87% 100% 84%
future opportunity for advancement and more responsibility 70% 86% 85% 75% 93% 74% 79% 69% 77% 82%
places its employees needs as essential to business success 68% 83% 88% 100% 86% 70% 76% 86% 73% 77%
reward you for successfully completing complex tasks 68% 86% 71% 100% 72% 83% 84% 79% 73% 81%
a casual and friendly work environment 68% 86% 85% 75% 77% 76% 61% 79% 86% 65%
has a reasonable view of hours worked in an average week 67% 71% 69% 75% 80% 74% 65% 61% 86% 71%
forward thinking and innovative management 67% 57% 91% 100% 89% 60% 62% 81% 75% 80%
well respected and intelligent management 66% 71% 85% 50% 93% 70% 67% 71% 90% 75%
trustworthy management 65% 71% 82% 75% 93% 68% 57% 71% 75% 75%
allows working from home 65% 71% 69% 50% 77% 54% 65% 68% 95% 71%
respectful management 65% 71% 91% 50% 85% 68% 67% 61% 75% 77%
a vision / mission you believe in and support 65% 83% 74% 75% 76% 70% 76% 66% 86% 80%
trust and respect in your abilities 64% 100% 82% 100% 79% 77% 74% 76% 86% 75%
a reputation as an employer of choice 64% 83% 71% 75% 79% 73% 71% 83% 68% 64%
management structure that allows input from all staff 63% 86% 88% 100% 85% 76% 52% 61% 90% 77%
pay / salary is above average compared with other employers 63% 86% 64% 80% 77% 68% 52% 58% 75% 63%
treats you as an individual 63% 71% 85% 75% 78% 76% 57% 55% 95% 67%
make an effort to get to know staff 62% 86% 79% 75% 74% 70% 57% 74% 80% 71%
has reasonable standards for output and workload 62% 71% 76% 75% 74% 60% 67% 71% 90% 68%
an environment that encourages staff to be productive 62% 57% 71% 75% 70% 53% 65% 71% 86% 64%
Copyright 2007 Australia Square Holes Pty Ltd, SA Great and Australian Institute of Management SA
14. 11
TOTAL
Profess-
ional
services Retail
Tech/Co
mmunic
ations Tourism Trades
Trans-
port Wine
Whole-
sale
Sample size 800 118 18 50 19 7 9 8 8
a management style that you respect 73% 82% 88% 81% 94% 100% 57% 100% 88%
future opportunity for advancement and more responsibility 70% 72% 82% 86% 78% 100% 67% 63% 86%
places its employees needs as essential to business success 68% 71% 69% 68% 88% 100% 75% 100% 75%
reward you for successfully completing complex tasks 68% 74% 88% 62% 83% 83% 78% 100% 86%
a casual and friendly work environment 68% 71% 67% 76% 79% 86% 56% 88% 75%
has a reasonable view of hours worked in an average week 67% 73% 65% 69% 72% 83% 50% 88% 63%
forward thinking and innovative management 67% 70% 88% 76% 82% 100% 71% 88% 63%
well respected and intelligent management 66% 74% 75% 81% 82% 100% 57% 88% 50%
trustworthy management 65% 76% 69% 76% 82% 100% 57% 88% 50%
allows working from home 65% 70% 77% 76% 61% 50% 70% 63% 63%
respectful management 65% 70% 81% 69% 94% 100% 71% 100% 63%
a vision / mission you believe in and support 65% 64% 75% 71% 88% 67% 38% 86% 88%
trust and respect in your abilities 64% 65% 71% 69% 83% 83% 44% 100% 71%
a reputation as an employer of choice 64% 67% 75% 75% 88% 100% 50% 86% 50%
management structure that allows input from all staff 63% 67% 75% 62% 82% 83% 43% 63% 50%
pay / salary is above average compared with other employers 63% 65% 56% 72% 79% 57% 78% 63% 38%
treats you as an individual 63% 70% 75% 71% 82% 100% 57% 88% 63%
make an effort to get to know staff 62% 66% 75% 74% 94% 100% 71% 75% 50%
has reasonable standards for output and workload 62% 67% 88% 67% 77% 100% 71% 88% 50%
an environment that encourages staff to be productive 62% 61% 56% 72% 79% 86% 56% 88% 63%
Copyright 2007 Australia Square Holes Pty Ltd, SA Great and Australian Institute of Management SA
15. About Square Holes
Square Holes works
with an impressive and
diverse list of blue-
chip commercial and
government clients.
Marketing and business
intelligence services
are provided based on surveys, focus groups, other
methods of gathering insight and, on this, imagination
to guide our clients in brand and product innovation,
sales growth and obtaining business targets.
Some of Square Holes’ recent clients have
included the SA Department of Health, The Cancer
Council South Australia, SafeWork SA, Mamee
Noodles, Coopers Brewery, Adam Internet and the
AFL and SANFL. Other sectors with strong
experience include banking and finance; professional
services; real estate and development; retail; and
wine. Topics explored include advertising; brand
reengineering; customer satisfaction; employer
branding; new market entry; product and service
development; tailored trend watching or cool hunting;
and strategy planning and refinement.
Square Holes is proudly based in Adelaide with a
national client base. Our in-house consultant and field
teams provide first-class qualitative and quantitative
research services. The unique CBD based office
incorporates modern group discussion, client
viewing and survey facilities.
Square Holes offers tailored consulting services
and a suite of innovative tools we have developed
for clients. For more information or to arrange a
no obligation meeting contact Jason Dunstone
on +61[0]8 8232 3355 or jasond@squareholes.com
Research: Using research as a strategic tool is our
passion and we do this well. From continuous weekly
tracking to ensure time-sensitive responsiveness
to less frequent monitors; and ad hoc studies to
explore opportunities.
Insight: Square Holes designs, implements and
manages tailored consumer, customer and staff insight
programs for clients. We create cultures of innovation.
Evaluation: Square Holes educates and designs client
specific programs to guide marketing and other strategy
planning, refinement, monitoring and reflection. We
create cultures of learning and continuous improvement.
Wisdom: Square Holes employs inventive approaches
to work with clients to guide staff in the search for
opportunities to be more innovative and continuously
improve. We aim to foster wisdom within our clients.
Information Management: Square Holes works
with clients to develop simple yet powerful systems
to collect information and plant seeds of creativity
and innovation.
Round Pegs: Quality research data and support, when
strategic input is not required. Services include internet,
telephone and face-to-face surveys; recruitment; statistical
analysis; transcribing; and other research support.