NASR_Employee Engagement Study

Comcast NASR | STARTEK Philippines, Inc. Unveiling the NASR 2014 Employee Engagement Research

December 2014

Bo Discarga

Employee Rewards & Recognition | STARTEK Philippines, Inc.

STARTEK Philippines, Inc. | Comcast NASR Employee Engagement and Rewards & Recognition

About the Study

Every month, NASR Employee Rewards and Recognition asks all STARTEK NASR employees how they feel about the relationship they have with their respective team leaders, managers, and teammates. The respondents are NASR employees in Angeles and Makati. The survey asks questions on the topics of employee engagement, employee rewards and recognition, organizational capabilities, and organizational direction. The following results are from the employee engagement survey conducted in June, July, August, September, and October 2014.


Key Takeaways

1. The top three factors why NASR employees feel satisfied with their employment at STARTEK/NASR are (1) their relationship with their supervisors, (2) employee rewards and recognition, (3) and the relationship that they have with their managers.

2. Considering the rating obtained from June 2014-October 2014, IT Department must work very hard in getting a better score. Due to different PC issues, system log, and missing computer devices, only 8% of our employees were satisfied with their performance.

3. The engagement of our employees is driven by compensation, rewards and recognition, as well as open communication as indicated on the feedback section of our month-to-month employee survey.


Methodology


Objectives

1. The purpose of the employee engagement survey are (a) to recognize skilled leaders who engage their people in a positive way, (b) to improve our policies and make them more practical and effective, and (c) to fix problems that demotivate people, compromise customer satisfaction, or diminish performance.

2. Tracks key aspects of employee perceptions that impact key business measures.

3. Included on the purposes of this research is to better understand which factor of operations contribute to the engagement and disengagement of our employees.

4. Provide recommendations to show where NASR leadership can get the greatest increase in performance, retention, and non-dues revenue for its efforts.


Methodology – Data Collection

1. Every month the Employee Rewards & Recognition asks NASR employees how they feel about the relationship they have with STARTEK, their managers and direct team leaders.

2. The survey was also promoted on NIMITZ NASR Facebook group and participation is being tracked by manager level.

3. The basis of this study are the survey results of June 2014, July 2014, August 2014, September 2014, and October 2014 employee surveys.

4. The average total number of respondents were 256 out of 675 eligible participants. (37.92%)



The graph shows the engagement of NASR employees month by month.

Overall SATISFACTION

Month Makati Angeles # Respondents June 3.69 3.83 232 Scale of 1-5 July 3.69 3.82 187 Scale of 1-5

August 3.48 3.58 261 Scale of 1-5 September 3.76 3.75 298 Scale of 1-5

October 3.89 3.98 302 Scale of 1-5

3.69

3.69

3.48

3.76

3.89 3.83 3.82

3.58

3.75

3.98

3.2

3.3

3.4

3.5

3.6

3.7

3.8

3.9

4

4.1

June July August September October

Makati

Angeles



The graph below illustrates the engagement of NASR employees month-over-month. Looking at how these engagement results have fluctuated, it is apparent that as we move from disengaged to engaged, the amount of variances increases. For example, over the past five months, the highest level of disengaged employees was 24% in June 2014, and lowest was 15% in October 2014. This represents a 9% change, whereas the engaged profile experienced a .1 percent change during the past five months. Additionally, our middle profiles experienced a big change from 38% in June 2014 to 49% in October 2014. So what does this mean? An extremely negative perception is not likely to change big time. It is very difficult to change the minds of people whose minds are already made up. Also, keep in mind that perception of excellence is more likely to shift to the middle, even over something small or based on how someone is feeling that specific day when the survey was conducted. NASR leadership team should spend their efforts on those who are still in the middle and haven’t made up their minds. This is where engagement strategies can have the most impact. Once a shift in the middle-ground employees to engaged employees, it’ll be easier to bring those disengaged employees around because we'll have the rest of our employees on board to influence perception.

3.69 3.69

3.48

3.76

3.89 3.83 3.82

3.58

3.75

3.98

3.2

3.3

3.4

3.5

3.6

3.7

3.8

3.9

4

4.1

June July August September October

Makati

Angeles


Methodology – Top 2 Scores • All performance ratings in this report shown as top 2 scores, rather than average ratings . As

the table below, factors can vary in the distribution of responses received and still have the same average rating. In the table below, all nine factors have exactly the same average (mean) rating. Top 2 scores have the sensitivity to show difference in response distribution where differences exist.

• Conceptually, a top 2 score be thought of as the percentage of respondents who gave A or B rating for a particular factor's performance (e.g. Payroll, HR Benefits, HR Employee Relations, etc.). Factors that do not achieve a minimum performance rating of 70% should be considered for improvement efforts.

Response Grade Rating Value

Overall Satisfaction

with STARTEK

Overall Support of Supervisor

Satisfaction with

Teammates Payroll HR - Benefits

HR - Employee Relations

IT Department

Facilities and Secuirty

Employee Rewards &

Recognition Excellent A 1 19% 21% 47% 7% 6% 9% 0% 0% 22%

Very Good B 2 33% 38% 31% 12% 18% 7% 8% 16% 55% Good C 3 40% 40% 22% 54% 46% 39% 76% 62% 16%

Fair D 4 2% 1% 1% 19% 14% 29% 16% 8% 5% Poor F 5 6% 1% 0% 8% 15% 16% 1% 13% 3%

Total Responses 1280 1280 1280 1280 1280 1280 1280 1280 1280 Average Rating 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00

Top 2 Score 52% 59% 78% 19% 25% 17% 8% 16% 76%


Demographics of Respondents


Respondents per Comcast NASR Site

Makati 44%

Angeles 56%

The pie chart shows the distribution of survey respondents by Comcast NASR site. More than half (56%) of our survey takers are from the Comcast NASR Angeles site.


Employee Engagement per Comcast NASR Site

Comcast NASR Angeles employee engagement showed an average score of 3.79, while Makati is at 3.70.

3.7

3.79

3.64

3.66

3.68

3.7

3.72

3.74

3.76

3.78

3.8

Makati Angeles


Highest and Lowest Rated Items by Favorability

Now that we've looked at how engagement is trending at high level, let's take a closer look. When analyzing each of the 9 survey items, I examined which items rated the highest and the lowest, differences between Makati and Angeles NASR employees, which items had the greatest amount of uncertainty, and which engagement drivers had the biggest affect on overall engagement. On an average, the top and bottom three rated items are listed below. The following items changed slightly in ranking but never been out of the top 3.


Areas of Uncertainty

On the survey's 5-point scale, choices range from strongly disagree to strongly agree. Those answering somewhat disagree (3) are considered uncertain. In this section, we’ll examine where the greatest amount of uncertainty lies in NASR. Similar to the findings on the highest and lowest rated items, NASR employees also rated the same items as having the highest amount of uncertainty. Two of these items were also among the three lowest rated items, notice that Payroll as associated to compensation is part of the list.


Areas of Uncertainty

Areas of uncertainty represent areas of opportunity. If our goal is to raise favorable workplace perceptions, it’s often best to focus on areas of high uncertainty. Why? Because the most unfavorable attitudes are typically the hardest to change. Such employees have their minds made up. Luckily, they tend to represent the minority opinion. Our best bet is to identify areas of high uncertainty and offer clarity to those who have retained an open mind. This can be done through measured, structured communication strategies.

a b

a b


Recognition: What Do NASR Employees Want?

Knowing that feeling valued and being recognized for good work are key ingredients to an engaged workforce, two questions were asked to the NASR employee engagement survey to find out more on the topic of recognition. The research sought to discover what types of recognition employees value the most and their perception of its frequency (was it too much or not enough?). The survey examined 11 types of recognition: •Granted time off •Granted more flexibility/autonomy •Additional job responsibility •A personalized gift (plaque or company merchandise) •Access to new learning/training opportunities •Team celebrations •Praise from direct manager •Praise from senior leadership •A promotion •Pay increase •Spontaneous cash bonus


Recognition: What Do NASR Employees Want?

Rather than look at overall perception, let’s look at how perceptions varied among the engagement profiles discussed earlier. The diagram below shows how each engagement profile ranked their top six preferred forms of recognition.


Thank you.

Questions?

Email: [email protected]

NASR_Employee Engagement Study

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