Resources
Research
The Insync Surveys Alignment Update
September 2008 Five reports which will confirm or debunk common perceptions held by CEOs and HR leaders. Over 14,000 survey responses gathered from our Organisation Alignment Survey were used.
Key findings report one: Leadership
- Managers lose credibility with their staff over time
- Managers are interested in the employee’s job satisfaction, according to newer staff, while longer serving staff lose faith
- Small and large organisations connect with their people but those in the middle struggle
Leadership (fill in your details for this report) (204 KB, PDF) »
Key findings report two: Engagement and retention
- Up to half of all employees in the workforce for more than a year don’t know if their organisation is committed to them, indicating that organisations fail to show they appreciate employees and aren’t effective in communicating interests in wellbeing
- Despite fewer women making senior positions, they’re more content with the effectiveness of development plans than men
- Blue collar employees in the Manufacturing industry enjoy the most effective plans for developing and retaining staff, while people in the Professional, Scientific and Technical services industry say they have the poorest plans
- Employees are frustrated between 25 and 45 years of age as they don’t believe their skills and talents are utilised to their full potential
Engagement and retention (fill in your details for this report) (198 KB, PDF) »
Key findings report three: Corporate social responsibility and risk management
- Only a little more than half of all employees believe their organisation is giving back to the community
- While 59% of employees agree that their organisation is committed to identifying and reducing business risks, only 39% of employees agree that their organisation has effective processes for identifying and preventing non-sanctioned actions
- Most employees agree that their organisation is committed to respecting confidential information; however the level of agreement decreases as organisation size grows
- Approximately two thirds of employees with over one year of service are unsure or don’t believe there are effective mechanisms for dealing with workplace concerns (page 13)
- The majority of employees agree that their organisation requires them to behave ethically; the level of agreement in the 25 – 35 year age group is slightly lower, suggesting this age group holds their organisations to a marginally higher ethical standard
Key findings report four: Reward and recognition
- More employees agree, than disagree, that their organisation has effective recognition and reward programs but it’s individuals in organisations with 200+ staff who have the highest degree of dissatisfaction (20%) indicating their achievements get lost (page 12)
- Employees are disappointed by the lack of opportunities for high performing employees to progress in their organisation, with over 60% of respondents unsure or disagreeing that their organisation is committed to promoting the right people (page 7)
- Only 33% of employees aged 25-45 agree they’re paid fairly in their role (page 8)
- Only around 40% of 25 – 45 year olds agree that they receive the training and development needed to be successful but older workers are more content (page 9)
- Organisations are missing an opportunity to sustain engagement - the extent to which employees agree that challenging goals are used to increase performance decreases over time; from 51% of employees with less than one year of service to 43% for employees with over 10 years’ experience (page 10)
- Many organisations aren’t taking basic steps to create a more productive and happier workforce, with 64 – 78% of employees disagreeing or indifferent about there being effective programs for recognising and rewarding achievements of their people (page 11)
Reward and recognition (fill in your details for this report) (259 KB, PDF) »
The last update in the series, released in two weeks:
- Market responsiveness
How green are we anyway?
29 August 2008 How green is your organisation? You might not have asked this question before, but to understand the impact of employees’ perceptions of your organisation’s environmental responsibility, maybe you should.
Insync Surveys asked this question of over 14,000 survey respondents.
One of the discoveries is that age has the biggest impact on employees’ expectations of their employer’s environmental performance. 25-34 year olds hold organisations to a higher standard than younger and older employees.
Level of education was also researched. Insync Surveys found that people in jobs requiring a university degree are more critical than others in their assessment of their employer’s environmental performance.
What your people think of your environmental performance is important for a number of reasons:
- employees are likely to stay longer with an organisation that demonstrates a commitment to the environment
- employees are an important way of winning new customers
- increased awareness of environmental issues means corporate social responsibility and environmental responsibility remain strong factors in an organisation’s value proposition to employees
Fill in your details for this study (511 KB, PDF) »
Foster’s Group uses Insync Surveys’ Exit Survey to develop and retain its employees
August 2008 Foster’s Group, a premium global beverage company, employs over 6000 people globally and their products are sold in more than 155 countries. The Foster's Group HR team continues uses the Insync Surveys Exit Survey to develop and retain employees. As a result, the HR team is in tune with the reasons their employees leave. This has allowed them to focus on the key areas of talent management, workforce engagement and career development.
Read this case study (140 KB, PDF) »
The Insync Surveys Retention Review
24 September 2007 Our research shows that nearly 90% of employee turnover is avoidable with differentiated strategies for demographic groups.
Insync Surveys has released The Insync Surveys Retention Review, a report into why different groups of employees leave organisations in the current Australian market.
James Garriock, Insync Surveys’ Chief Operating Officer, said: “Our research shows that eighty-nine per cent of staff turnover is within the employer’s control but not with a one size fits all approach.”
The study reviewed benchmarkable exit survey data from 1,181 employees over the last year from 12 Australian-based organisations of 150 to 5,000 employees. Fill in your details for this research paper (852 KB, PDF) »
Presentations
You will require Power Point to view this presentation
Emotional Intelligence:
21 March 2007 Enriching your workplace through positive relationships. By Dr Erika Szerda
View this presentation (1mb) »
White papers and case studies
Please note that all white papers are in PDF format. You may need the Adobe Acrobat Reader to view them.
Meshing customer and employee research for improved organisational performance
1 February 2008 This white paper explores the benefit to organisations of integrating employee and customer research.
This approach can:
- reveal gaps in customer satisfaction and employee satisfaction to highlight areas of improvement for growth and profit
- measure the alignment of employee behaviours with customer needs
- help organisations understand how their initiatives can increase both employee and customer satisfaction
To measure success of improvement initiatives, information on the Net Promoter Score (NPS*) is shared as a simple metric that organisations can use to understand if employees and customers are promoting or damaging your company’s reputation through word of mouth. This is worth knowing because NPS has been correlated with future business growth. Net Promoter Scores are also discussed in terms of goal setting so all employees are striving towards success and focused on boosting customer loyalty.
* Net Promoter is a registered trademark of Satmetrix Systems, inc., Bain & Company and Fred Reichheld
Read this white paper (290 KB, PDF) »
First Samuel keeps a professional edge with an Insync Surveys Client Satisfaction Survey
December 2007 First Samuel, a boutique investment house, uses the Insync Surveys Customer Satisfaction Survey annually to constantly and objectively learn how they’re performing and how they can improve.
Anthony Starkins, Founder and Director of First Samuel, says: “They (Insync Surveys) work hard to deliver insights which make a difference to my clients, and to my business.” Read this case study (147 KB, PDF) »
Ambit Recruitment uses Insync Surveys’ Organisation Alignment Survey to unify and empower employees
About Ambit Recruitment
4 September 2007 The year 2002 was huge for Ambit Recruitment. It acquired five recruitment businesses and began to experience enormous growth. It’s no surprise that it was named a BRW Fast 100 company in 2005 and is today one of Australia’s most successful privately owned recruitment firms. Read this case study (299 KB, PDF) »Conducting Employee Surveys in China
11 May 2007 With the growth of the Chinese economy and endeavours by global organisations to build businesses in China, discovering “what Chinese employees think” has received increased attention. Read this white paper (266 KB, PDF) »
ELTHAM College of Education uses our Education Insync staff survey for educational transformation
20 April 2007 Dr David Warner, the ELTHAM’s CEO/Principal and author of the book Schooling for the Knowledge Era, selected Insync Surveys’ Education Insync to define its schools issues and give direction in terms of strategy and tactics. Read this case study (397 KB, PDF) »
ALSTOM Power Service benchmarks performance to boost customer satisfaction
February 2007 ALSTOM Power Service is the largest after-market service provider to the power industry in Australia and New Zealand. It has approximately 500 full time employees but this can increase to over 1000 people during a major power outage.
Peter Bounsall, ALSTOM Power Service’s Executive General Manager Business Systems and Processes, says: “As part of achieving our loyalty goals, we set out to measure customer satisfaction so we could develop a path forward to improve our client service delivery capabilities.” Read this case study »
Is Net Promoter1 a replacement for an Employee Opinion Survey?
February 2007 Is the Net Promoter Score1 an effective replacement for an organisation-wide Employee Opinion Survey? In short: No
1. Net Promoter is a registered trademark of Satmetrix Systems, Inc., Bain & Company and Fred Reichheld Read this white paper »
Cardinal Health breaks through with an Insync Surveys Customer Satisfaction Survey
February 2007 As part of a push to build cross functional relationships and improve processes, Managing Director Ronda Jacobs established 10 breakthrough teams.
Lisa Holland, a Senior Planner at Cardinal Health, was selected for the customer service breakthrough team, along with representatives from the laboratory, sales and marketing, customer service and production. Read this case study »
Cytyc strengthens its edge with Insync Surveys’ Pulse Customer Satisfaction Survey
November 2006 Cytyc offers the most widely used technology for cervical cancer screening today and it saw huge value in getting closer to customers with a professional survey despite a stronghold in a niche market.
“To gather meaningful customer feedback, the time came to get our survey process professionally managed,” says Paul Smolders, Cytyc’s Service and Quality Manager. Read this case study »
Capture the hearts and minds of your employees: The business case behind employee entry and exit surveys
November 2006 Keeping talented employees is a critical success factor given the current skills shortage. Employers need to devise new approaches to retain younger staff as baby boomers retire. The new generation of workers have high expectations in an employment market that lets them be choosy. It’s also important to look at ways of keeping older staff, as the pool of younger resources will not be big enough. Read this white paper »
Organisation Alignment: Repositioning to Achieve Performance Outcomes
October 2006 The concept of “alignment” relates to the process of continuous repositioning. Put simply, this involves regularly improving what an organisation does to make sure everything is linked to a common direction… Read this white paper »