The Goal
The Australian arm of this global media company wanted to optimise job satisfaction and employee engagement for its people.
Lower Turnover
Culturally and socially diverse, the company was generally healthy and successful but had higher than desirable turnover in some job families and locations.
Increase Sustainability Focus
The company also wanted to deliberately change its organisational culture to be an industry leader in sustainability practices.
Key Objectives
- to find predictors of employee engagement
- to implement targeted initiatives to address areas for organisational improvement
- to introduce measures of sustainability relating to the environment, innovation, and community engagement
- to align a sustainability culture with their existing leadership capability framework.
The Solution
Employee Engagement Survey: Design
After conducting interviews and focus groups to understand the business-specific context, we designed a highly-tailored employee engagement and sustainability survey for the client. The survey measured the performance of organisational factors such as leadership capability, relationships at work, and safety and well-being.
Employee Engagement Survey: Pilot and Improve
The engagement survey was piloted and improved before deployment and we developed a suite of communications material to support the program.
Employee Engagement Survey: Data and Analytics
Statistical analyses of the results confirmed that the engagement survey was a valid and reliable tool, and could indeed help to identify the patterns within specific departments and job families.
The Result
We presented the findings to the leadership group who, after a series of presentations around the country by the CEO, then cascaded the information to their teams.
Rewards, Leadership Development, Work/Life Balance
A set of recommendations was collated and then refinements made to the organisation’s leadership capability framework, reward frameworks, leadership development programs, social events, and work/life balance initiatives.
Continuous Improvement
The survey, initiated in 2007, has since been repeated roughly every two years since. This repetition has enabled the tracking over time of the significant improvements in staff engagement that result from targeting culture change initiatives. Each iteration of the survey has also offered new ideas for change and improvement - both to the measures and to the organisation.
Still in Use Today
The fifth bi-annual survey was conducted in mid-late 2015 and the sixth is currently underway for late 2018.
