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A study among the Welsh Call Centre industry (2006) reveals reasons behind staff turnover and factors impacting performance
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1WCCF v1July 2005 © Sanderson & Neale Ltd 2006
2WCCF v1July 2005 © Sanderson & Neale Ltd 2006
WELSH CONTACT CENTRE FORUM
Employee Engagement
and
Motivation Study
July 2006
Confidential
Professional solutions by practical people
3WCCF v1July 2005 © Sanderson & Neale Ltd 2006
STUDY BACKGROUND
EXECUTIVE SUMMARY
RESULTS DRILL-DOWN
AGENDA
4WCCF v1July 2005 © Sanderson & Neale Ltd 2006
STUDY BACKGROUND
EXECUTIVE SUMMARY
RESULTS DRILL-DOWN
AGENDA
5WCCF v1July 2005 © Sanderson & Neale Ltd 2006
Customer defection studies show that 70% of the reasons customers leave can be traced to employee turnover factors.
Employee replacement costs (recruitment, training, mentoring, monitoring, etc.) are approximately 150% of departed person’s annual salary.
Intangible cost - information resides with knowledge workers.
Only 24% of employees considering themselves truly loyal, are committed to their organisation.
33% of employees were high risk, not committed and not planning to stay.
39% were classified as “trapped”, planning to stay but not committed to their organisation.
STUDY BACKGROUND: TRENDS AND FACTS
6WCCF v1July 2005 © Sanderson & Neale Ltd 2006
A most recent study by ISR* revealed:
Employee Motivation and Job Satisfaction Affect Your Bottom Line
While operating income generated by businesses with highly engaged employees grew by nearly 20 per cent, firms with
less committed employees saw operating incomes fall by a third.
Call Centre Employees More Negative on Most TopicsOne possible indicator of unhappiness with their workplaces
is that call centre workers have shorter average job tenuresthan employees in other parts of the organization. Is this a
sign of overall dissatisfaction and low motivation among members
of this group?
Source: ISR Research (www.isrinsight.com)
STUDY BACKGROUND: TRENDS AND FACTS
7WCCF v1July 2005 © Sanderson & Neale Ltd 2006
BACKGROUND: SANDERSON & NEALE AND THE WCCF
Sanderson & Neale
Helping organisations in business performance improvement and transformational change by providing highly experienced interim managers and a range of consulting methodologies and business tools.
Incorporates PRISM Consulting (UK), leading specialist in stakeholder relationship management.
Member of WCCF since 2005
The Welsh Contact Centre Forum
Providing guidance and support to a wide membership of organisations in the contact centre sector
Committed to long-term strategies in all aspects of employment, for mutually beneficial relationships with employees, employers and their customers.
Regularly conducts industry research for improvement through insight. Assisted in the study preparation. Participating contact centres:
- Centrica - Communications Direct- Logica CMG- NHS Direct- The AA- The WWHA
8WCCF v1July 2005 © Sanderson & Neale Ltd 2006
STUDY BACKGROUND
EXECUTIVE SUMMARY
RESULTS DRILL-DOWN
AGENDA
9WCCF v1July 2005 © Sanderson & Neale Ltd 2006
Importance of factors to employees
0.001.002.003.004.005.006.007.008.009.00
Salary and benefits
Morale/culture
Career opportunities
Reward and recognition
Contribution to creating customervalue
Performance appraisal
Management effectiveness
Training availability
Internal communication
Decision-making processes
Innovation and problem-solving
Time management effectiveness
FACTORS REGARDED AS IMPORTANT BY RESPONDENTS
10WCCF v1July 2005 © Sanderson & Neale Ltd 2006
Problem areas and complaints
0.00
10.00
20.00
30.00
40.00
50.00Internal communication
Morale/culture
Career opportunities
Salary and benefits
Management effectiveness
Reward and recognition
Training availability
Performance appraisal
Decision-making processes
Innovation and problem-solving
Contribution to creating customervalue
Time management effectiveness
ISSUES RESPONDENTS WERE UNHAPPY WITH
11WCCF v1July 2005 © Sanderson & Neale Ltd 2006
Rate your Company's overall performance as Employer
0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 40.00
Poor
Fair
Good
Very good
Excellent
% of respondents
RESPONDENTS OVERALL RATE OF THEIR EMPLOYER’S PERFORMANCE
12WCCF v1July 2005 © Sanderson & Neale Ltd 2006
Likelihood to remain with the Company for 2 years or more
0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00 40.00
Not at all likely
Not very likely
Somewhat likely
Very likely
Extremely likely
% of respondents
WILL RESPONDENTS STILL BE WITH SAME EMPLOYER IN 2 YEARS?
13WCCF v1July 2005 © Sanderson & Neale Ltd 2006
Likelihood to recommend Company to friends
0.00 5.00 10.00 15.00 20.00 25.00 30.00 35.00
Not at all likely
Not very likely
Somewhat likely
Very likely
Extremely likely
%of respondents
WOULD RESPONDENTS RECOMMEND THEIR EMPLOYER TO OTHERS?
14WCCF v1July 2005 © Sanderson & Neale Ltd 2006
Looking outside the Company for new job
71%
29%
RESPONDENTS ACTIVELY SEEKING ALTERNATIVE EMPLOYMENT
£ £ £
15WCCF v1July 2005 © Sanderson & Neale Ltd 2006
STUDY BACKGROUND
EXECUTIVE SUMMARY
RESULTS DRILL-DOWN
AGENDA
16WCCF v1July 2005 © Sanderson & Neale Ltd 2006
THE ASSESSMENT FRAMEWORK - ‘ACTION WINDOWS’
No Action Required
Positive Leverage
Taken for Granted
(Communication Candidate)
Requires Action
I M
P O
R T
A N
C E
low
hig
h
low highP E R F O R M A N C E
17WCCF v1July 2005 © Sanderson & Neale Ltd 2006
EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF
ACTION WINDOW : ALL CATEGORIES
12
3
4
567
Requires Action
No Action
P ositive Leverage
Taken for Granted /Communication Candidate
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Hig
h Im
port
an
ce
High Performance
High Performance (Agreement) ratings versus High Importance
1. CUSTOMER & TEAM FOCUS2. BUSINESS ALIGNMENT3. SUPERVISOR EFFECTIVENESS4. SENIOR MANAGEMENT EFFECTIVENESS5. CAREER & GROWTH6. MORALE & CULTURE7. COHESION
Action WindowALL CATEGORIES
7 KEY CATEGORIES THAT DETERMINE ENGAGEMENT AND MOTIVATION
18WCCF v1July 2005 © Sanderson & Neale Ltd 2006
EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF
ACTION WINDOW : (1) CUSTOMER & TEAM FOCUS
1
2
3
4
567
8
Requires Action
No Action
P ositive Leverage
Taken for Granted /Communication Candidate
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Hig
h Im
port
an
ce
High Performance
High Performance (Agreement) ratings versus High Importance
1. My work group has a clear plan of action for helping The Company increase customer loyalty2. Producing excellent results for customers is achieved at The Company3. The Company provides regular feedback on how we are delivering customer value4. My group works effectively as a team5. Staff/teams are effective regarding innovation and problem-solving6. Cross-functional teamwork is encouraged and supported7. Management listens to my ideas on creating value for other groups in the company8. The functions I perform contribute to The Company's deliver of customer value
Action WindowCustomer & Team Focus attributes
THE COMPANY’S CUSTOMER AND TEAM FOCUS
19WCCF v1July 2005 © Sanderson & Neale Ltd 2006
EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF
ACTION WINDOW : (2) BUSINESS ALIGNMENT
1
2
34
5
6
Requires Action
No Action
P ositive Leverage
Taken for Granted /Communication Candidate
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Hig
h Im
port
an
ce
High Performance
High Performance (Agreement) ratings versus High Importance
1. The Company has a clear business vision2. I have a clear understanding of The Company's mission, goals, and objectives3. I am kept informed about The Company's long-term business plans4. I feel real ownership in making The Company successful5. I am able to use my skills to the fullest to have a positive impact on The Company's success6. I am able to use my skills to the fullest to have a positive effect on the group's success
Action WindowBusiness Alignment attributes
EMPLOYEES VIEW OF BUSINESS ALIGNMENT
20WCCF v1July 2005 © Sanderson & Neale Ltd 2006
EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF
ACTION WINDOW : (3) SUPERVISOR EFFECTIVENESS
1
2
3
4
5
6
7
8
9
Requires Action
No Action
P ositive Leverage
Taken for Granted /Communication Candidate
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Hig
h Im
port
an
ce
High Performance
High Performance (Agreement) ratings versus High Importance
1. My supervisor sets clear performance goals with me2. My supervisor gives me ongoing feedback that helps me improve my performance3. My supervisor keeps me well-informed about issues affecting my job and our group4. My supervisor creates an environment where I can contribute5. My supervisor stresses teamwork to accomplish goals6. Management is effective at hiring and orienting new staff7. My supervisor delegates appropriately8. My supervisor acts upon my ideas and concerns9. My supervisor effectively resolves conflicts with other groups
Action WindowSupervisor Effectiveness attributes
CAPABILITIES AND PERFORMANCE OF THEIR SUPERVISORS
21WCCF v1July 2005 © Sanderson & Neale Ltd 2006
EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF
ACTION WINDOW : (4) SENIOR MANAGEMENT EFFECTIVENESS
1
2
3
4
5
Requires Action
No Action
P ositive Leverage
Taken for Granted /Communication Candidate
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Hig
h Im
port
an
ce
High Performance
High Performance (Agreement) ratings versus High Importance
1. Senior managers solicit my input for making the company for effective2. Senior manager are personally visible3. Senior managers effectively communicate the corporate vision4. Senior managers follow through on strategic initiatives once they are announced5. Senior managers operate consistent with The Company values
Action WindowSenior Management Effectiveness attributes
HOW THEY SEE SENIOR MANAGEMENT
22WCCF v1July 2005 © Sanderson & Neale Ltd 2006
EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF
ACTION WINDOW : (5) CAREER & GROWTH
1 2
3 4
5 6
7
8
9
Requires Action
No Action
P ositive Leverage
Taken for Granted /Communication Candidate
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Hig
h Im
port
an
ce
High Performance
High Performance (Agreement) ratings versus High Importance
1. My work is interesting and challenging2. I have, or can get, enough information to do my job well3. My job makes good use of my skills and abilities4. My department recognizes employee achievements5. My supervisor ensures I get regular training in order to grow and develop6. Period appraisals help me improve performance7. I am able to work with a sufficient amount of personal autonomy8. The Company compensates me at a level competitive with the marketplace9. I have a clearly defined career path at The Company
Action WindowCareer & Growth attributes
EMPLOYEES VIEW OF CAREER AND GROWTH PROSPECTS
23WCCF v1July 2005 © Sanderson & Neale Ltd 2006
EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF
ACTION WINDOW : (6) MORALE & CULTURE
1
23
45 67
8
9
10
1112
1314
15
Requires Action
No Action
P ositive Leverage
Taken for Granted /Communication Candidate
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Hig
h Im
port
an
ce
High Performance
High Performance (Agreement) ratings versus High Importance
1. The Company is focused on building a positive work environment for employees2. The Company is concerned about the balance between my work and personal life3. I am kept well-informed about what's going on at The Company4. I feel encouraged to come up with new and better ways of doing things5. The Company provides me channels of communication for expressing my ideas and concerns6. The Company's corporate culture is comfortable for me7. The Company processes and systems support staff productivity and effectiveness8. Meetings I attend make good use of my time9. Appropriate time is provided to complete projects10. Decisions are made in a crisp, effective manner11. Standards are administered in a fair and consistent manner12. Employees who produce outstanding results are rewarded for it13. Profit-sharing/bonuses are administered in a fair and consistent manner14. Given the choice, I am likely to remain employed at The Company at least one more year15. Given the choice, I am likely to remain employed at The Company at least three more years
Action WindowMorale & Culture attributes
COMPANY CULTURE AND MORALE VIEW
24WCCF v1July 2005 © Sanderson & Neale Ltd 2006
EMPLOYEE ENGAGEMENT AND MOTIVATION STUDY: WCCF
ACTION WINDOW : (7) COHESION
1
2
3
4
56
7
8
9
Requires Action
No Action
P ositive Leverage
Taken for Granted /Communication Candidate
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Hig
h Im
port
an
ce
High Performance
High Performance (Agreement) ratings versus High Importance
1. I have the tools and resources I need to provide value to others in the company2. I'm confident in senior leaders' ability to steer The Company in the right strategic direction3. Employees are enthusiastic about working for The Company4. Communication/coordination between groups and departments at The Company is effective5. I feel a sense of connection with other employees of The Company6. I have a clear understanding of The Company's values7. The organization is able to operate with a minimum of turf wars and political in-fighting8. The Company's core values are effectively expressed and acted on9. I feel supported in resolving cross-functional conflicts
Action WindowCohesion attributes
COHESION – DOES IT ALL WORK WELL TOGETHER?
25WCCF v1July 2005 © Sanderson & Neale Ltd 2006
NEXT STEPS
Look closer at your individual organisation, find your specific challenges
Address the issues in a comprehensive, long-term oriented manner
Engage all stakeholders in the process
Enjoy lasting relationships with motivated and committed employees, satisfied and loyal customers (and happy shareholders)
Thank you!