QPSC Overall KDA Based on Q38 – Intention to Leave.

Slides:



Advertisements
Similar presentations
PINNACLE CONSULTING & COACHING / TABLE GROUP CONSULTING PARTNERS
Advertisements

2013 CollaboRATE Survey Results
CREATING A CULTURE THAT ENGAGES AND RETAINS MILLENNIALS Like us and check in on facebook at DaleCarnegieNY Tweet during the workshop at #DaleCarnegie.
Leadership MOT Version 1. The Leadership MOT survey is a tool which will help leaders to benchmark their leadership capabilities within Nuffield Health.
QPSC Overall KDA Job Engagement. Contents  Introduction  What is Key Driver Analysis?  Methodology  Factor Analysis Solution  Results.
Leadership Development Nova Scotia Public Service
2014 Employee Engagement Survey Results ILI 33 – Sept 11 & 12, 2014.
Budgeting for Results Outcomes Based Budgeting
Employee Engagement.
Managers roundtable 9/25/2013
Effect of Staff Attitudes on Quality in Clinical Microbiology Services Ms. Julie Sims Laboratory Technical specialist Strengthening of Medical Laboratories.
UHCL Support Staff Association (SSA) and Professional and Administrative Staff Association (PASA) In consultation with Dr. Lisa M. Penney RAs: Lisa Sublett,
“How” We Do It An Introduction to NSLIJ’s Behavioral Expectations Model.
TEAM MORALE Team Assignment 12 SOFTWARE MEASUREMENT & ANALYSIS K15T2-Team 21.
TNS Proprietary: © Linking Employee Compensation to Survey Metrics High-Level Considerations and Best Practices January, 2006.
Assessment GroupDepth of analysis and clarity of issues (4) Contextuality Practicability, Novelty of recommendtns (4) Quality of Presentation (Consistancy.
Version 1 | Internal Use Only© Ipsos MORI 1 Version 1| Internal Use Only Sheffield CCG CCG 360 o stakeholder survey 2014 Summary report.
Out of Office: A Toolkit for an Agile Future. The Research Survey 13 organisations in public and private sectors 1219 team members: 55% female and 45%
Enhancing Parents’ Role in Higher Education Assessment Anne Marie Delaney Director of Institutional Research, Babson College.
2010 Annual Employee Survey Results
Tulane University 1 Tulane University Employee Satisfaction Survey Results October 2012.
Dear User, This presentation has been designed for you by the Hearts and Minds Support Team It provides a guideline for conducting a Seeing Yourself As.
Foundations Of Individual Behavior Chapter 2. Aim of this chapter To explain the relationship between ability and job performance Contrast three components.
Presented by: Susan Walker Communication Alignment Evaluation Solutions e mail:
© 2007 Towers Perrin Does being a Top Employer make a difference in employee engagement? How - And Why - Top Employers Are Building An Oasis for Talent.
Student Engagement Survey Results and Analysis June 2011.
QPSC Overall KDA Agency Engagement. Contents  Introduction  What is Key Driver Analysis?  Methodology  Factor Analysis Solution  Results.
Satisfaction with the quality of the sporting experience survey (SQSE 3) Results for: Swimming July 2011 Creating sporting opportunities in every community.
CHAPTER NINE Correlational Research Designs. Copyright © Houghton Mifflin Company. All rights reserved.Chapter 9 | 2 Study Questions What are correlational.
Agency Health and the State of the Service Report 2006–07.
Staff Survey Executive Team Presentation (Annex B) Prepared by: GfK NOP September, Agenda item: 17 Paper no: CM/03/12/14B.
A COMPETENCY APPROACH TO HUMAN RESOURCE MANAGEMENT
Stress & Empowerment Case Study at Scottish Power Lynn Holdsworth, University of Manchester Helen Russell, Scottish Power.
Imran Ghaznavi Course Code: MGT557 COMSATS Strategic Human Resource Management.
The State of Maine Managerial Effectiveness Survey Results.
Highlights of the Staff Survey 2011 Cheryl Kershaw Director of Surveys and Research.
Engagement at The Health Trust Presented by Quantum Workplace 2014 Executive Report - The Health Trust.
C ULTURE & C LIMATE S URVEY. Sample Employee Survey Report Findings ACME Widgets.
12-14 Pindari Rd Peakhurst NSW 2210 p: e: Employee Survey Links2Success.
Introduction Motivating others in the workplace is being able to identify the reasons which make employees behave a particular way. In most cases this.
Barbara Moely and Vincent Ilustre Tulane University International Society for Research on Service Learning and Community Engagement Baltimore, September.
HAVE YOU GOT PROOF? A LOOK AT THE DATA ORGANISATIONAL CULTURE KEN WALLIS.
A. P. Moller - Maersk Employee Engagement Survey 2011 MDSI Corporate IT-Admin; RVA018 - Roberto - Valenciano Report.
Chapter 4 Developing and Sustaining a Knowledge Culture
Employee Survey 2005 Results from employee survey run during Feb/March 2005.
Team assignment 12 TEAM 3 – K15T1 Hanh Luong – Leader – T Hao Tran – T Huy Nguyen – T Hieu Le – T Quang Nguyen – T
Competency based learning & performance Ola Badersten.
Chapter 9 Review How can you measure employee engagement levels over time?
Job Satisfaction and Related Worker Attitudes Motivation and Commitment SHEILA AGUILLON,THIN AUNG, ADAM LEAVENWORTH, RODOLFO ORNELAS, EDGAR ZAMORA.
Today’s Agenda: Team Member Updates Employee Survey Results 360 Leader Feedback Other Items.
iPPQ Team Report for Practitioners
Human Resources Office of 1 Summary of Results College of Design Dean’s Reports.
Overall NSW Health 2011 YourSay Survey Results YourSay - NSW Health Workplace Survey Results Presentation NSW Health Overall Presented by: Robyn Burley.
D. Randall Brandt, Ph.D. Vice President Customer Experience & Loyalty The Customer Experience Trust Factor Do You Know How Well Your Employees Are Delivering.
National Aeronautics and Space Administration February 23, 2016 Federal Employee Viewpoint Survey (FEVS) From Results to Action Presented by: Kim Haney-Brown.
Creating Positive Culture through Leadership (Recovery Orientation) Jennifer Black.
What Makes Your Organization Different?. How Do You See People?
Engage 2 Perform Mark Horton MBA How managers should engage with their staff.
2016 Duck River EMC Employee Survey
Items in red require your input
ENGAGEMENT This resource is part of a range offered free to academics and/or students using Armstrong’s Essential Human Resource Management Practice as.
The Business Case for Investing in Employee Engagement
Competency Based Learning and Development
2017 UC Staff Engagement Survey
Leadership Advanced: Engaging others
Items in red require your input
Items in red require your input
2017 UC Staff Engagement Survey
The Business Case for Investing in Employee Engagement
Enter Your Work Unit Here Enter Date Here
Presentation transcript:

QPSC Overall KDA Based on Q38 – Intention to Leave

Contents  Introduction  What is Key Driver Analysis?  Methodology  Factor Analysis Solution  Results

Introduction  Key Driver Analysis is a statistical method used to describe the relationship between questions in a survey and a 'key driver' question, such as overall satisfaction, loyalty or engagement  The derived importance scores for each survey attribute is plotted along with standard survey performance scores on a quadrant plot. Where the attribute is located on the quadrant plot is used to determine if it is a "driver" of the dependent (variable) measure. The quadrant plot is accompanied by an impact bar chart so that the relative importance of the survey attributes can be more easily compared  Impact on Engagement: In order to see the biggest change in employee engagement, action should be focused on improving the issues that have the greatest impact on engagement.  About this report: Please refer to the spec and Excel tool for this project for the client specific methodology. The plots in this report have been created by exporting outputs from the Excel tool. To recreate any plots go to the Excel tool and export the models

What is Key Driver Analysis? Key Driver Analysis (KDA) is a statistical approach to identifying the factors most strongly linked to employee engagement, and hence which aspects should be targeted for improvement Step 1 Review the questionnaire to identify which questions can be used in the analysis Calculate the factor analysis and regression analysis Graphical output that illustrates the relative importance of the key drivers compared with their performance Step 2Step 3 Low Impact Strong Performance Maintain and Support High Impact Strong Performance Promote Low Impact Low Performance Area to Monitor High Impact Poor Performance Need to improve Impact on Engagement Performance STRENGTHS IMPROVEMONITOR MAINTAIN

Methodology  The statistical techniques used in Key Driver Analysis are fundamental in the area of multivariate analysis and consist of factor analysis and multiple regression analysis. Each technique is described below Factor Analysis: is used to identify patterns in batteries of attitude questions, allowing one to assess whether the attitude questions are measuring the same underlying characteristic or, to discover whether amongst the range of responses there are any particular patterns. The use of factor analysis is based on the view that responses to particular questions are caused or affected by underlying factors. The assumption is that, if this is the case, such questions will be answered similarly and hence will correlate with each other Regression analysis: used to identify attributes most likely to influence and drive employee engagement. This is achieved by constructing a statistical model which assigns importance weights to the attributes that have been measured. These weights can then be used to identify which attributes have an impact on engagement Engagement=Line manager +Learning & development +Senior manager +Reward & recognition +Job role Outcome variable (also known as the dependant variable) Is made up of One or more input variables (also known as independent or predictor variables)

Factor Analysis Solution (1/3) Factor analysis was conducted to help to identify the employee engagement index and group the other survey questions into underlying factors (themes) that are measured across the questionnaire. The Key Driver Analysis follows the structure provided by the factor analysis to build a series of statistical models to help determine which factors drive employee engagement and then which questions are the "key drivers". The table below illustrates the employee engagement index and the factors confirmed by the factor analysis for this organisation

Factor Analysis Solution (2/3) Factor analysis was conducted to help to identify the employee engagement index and group the other survey questions into underlying factors (themes) that are measured across the questionnaire. The Key Driver Analysis follows the structure provided by the factor analysis to build a series of statistical models to help determine which factors drive employee engagement and then which questions are the "key drivers". The table below illustrates the employee engagement index and the factors confirmed by the factor analysis for this organisation

Factor Analysis Solution (3/3) Factor analysis was conducted to help to identify the employee engagement index and group the other survey questions into underlying factors (themes) that are measured across the questionnaire. The Key Driver Analysis follows the structure provided by the factor analysis to build a series of statistical models to help determine which factors drive employee engagement and then which questions are the "key drivers". The table below illustrates the employee engagement index and the factors confirmed by the factor analysis for this organisation

Results Overview  The Overall model shows the significant factors only  For each significant factor a question level is shown  The scale for the impact axis is set at the minimum of zero  For the performance axis a relative scale is used and this may vary for each plot  Please refer to the excel tool for information on the R-squared and Base size for each model 9

Quad Plot: Overall Model: I intend to leave my organisation within the next 12 months (Positive Scores)

Bar Chart: Overall Model: I intend to leave my organisation within the next 12 months (Positive Scores) Relative Impact Percent

Question\ Attribute Key: Overall Model: I intend to leave my organisation within the next 12 months (Positive Scores) QIDQuestion Text f6Learning and development f4Role clarity and goal alignment f9Job empowerment f8Workload and health f1Leadership f2My workgroup f3My manager f10Workplace fairness

Quad Plot: f1 Leadership: I intend to leave my organisation within the next 12 months (Positive Scores)

Bar Chart: f1 Leadership: I intend to leave my organisation within the next 12 months (Positive Scores) Relative Impact Percent

Question\ Attribute Key: f1 Leadership: I intend to leave my organisation within the next 12 months (Positive Scores) QIDQuestion Text q33gMy organisation is well managed q33aIn my organisation, the leadership is of high quality

Quad Plot: f2 My workgroup: I intend to leave my organisation within the next 12 months (Positive Scores)

Bar Chart: f2 My workgroup: I intend to leave my organisation within the next 12 months (Positive Scores) Relative Impact Percent

Question\ Attribute Key: f2 My workgroup: I intend to leave my organisation within the next 12 months (Positive Scores) QIDQuestion Text q24bI receive help and support from other people in my workgroup q24gPeople in my workgroup do their jobs effectively q24cPeople in my workgroup are honest, open and transparent in their dealings

Quad Plot: f3 My manager: I intend to leave my organisation within the next 12 months (Positive Scores)

Bar Chart: f3 My manager: I intend to leave my organisation within the next 12 months (Positive Scores) Relative Impact Percent

Question\ Attribute Key: f3 My manager: I intend to leave my organisation within the next 12 months (Positive Scores) QIDQuestion Text q31gMy manager draws the best out of me q31eMy manager creates a shared sense of purpose

Quad Plot: f4 Role clarity and goal alignment: I intend to leave my organisation within the next 12 months (Positive Scores)

Bar Chart: f4 Role clarity and goal alignment: I intend to leave my organisation within the next 12 months (Positive Scores) Relative Impact Percent

Question\ Attribute Key: f4 Role clarity and goal alignment: I intend to leave my organisation within the next 12 months (Positive Scores) QIDQuestion Text q21dI am committed to my organisation s goals q21bI understand what is expected of me to do well in my job q21fI feel I make a contribution to achieving the organisation

Quad Plot: f6 Learning and development: I intend to leave my organisation within the next 12 months (Positive Scores)

Bar Chart: f6 Learning and development: I intend to leave my organisation within the next 12 months (Positive Scores) Relative Impact Percent

Question\ Attribute Key: f6 Learning and development: I intend to leave my organisation within the next 12 months (Positive Scores) QIDQuestion Text q33cMy organisation is committed to developing its employees q28gI am satisfied with the opportunities available for career development q28dIn my organisation, there are opportunities for me to develop my skills and knowledge q28f Learning and development activities I have completed in the past 12 months have helped to improve my performance

Quad Plot: f8 Workload and health: I intend to leave my organisation within the next 12 months (Positive Scores)

Bar Chart: f8 Workload and health: I intend to leave my organisation within the next 12 months (Positive Scores) Relative Impact Percent

Question\ Attribute Key: f8 Workload and health: I intend to leave my organisation within the next 12 months (Positive Scores) QIDQuestion Text q23hMy work has a negative impact on my health q23bI feel burned out by my work

Quad Plot: f9 Job empowerment: I intend to leave my organisation within the next 12 months (Positive Scores)

Bar Chart: f9 Job empowerment: I intend to leave my organisation within the next 12 months (Positive Scores) Relative Impact Percent

Question\ Attribute Key: f9 Job empowerment: I intend to leave my organisation within the next 12 months (Positive Scores) QIDQuestion Text q22eMy job gives me opportunities to utilise my skills q36bYour ability to work on your own initiative q22cI get the information I need to do my job well q22dI have the authority necessary to do my job effectively q22bI have the tools I need to do my job effectively

Quad Plot: f10 Workplace fairness: I intend to leave my organisation within the next 12 months (Positive Scores)

Bar Chart: f10 Workplace fairness: I intend to leave my organisation within the next 12 months (Positive Scores) Relative Impact Percent

Question\ Attribute Key: f10 Workplace fairness: I intend to leave my organisation within the next 12 months (Positive Scores) QIDQuestion Text q25kPeople are treated fairly and consistently in my workplace q25iPerformance is assessed and rewarded fairly in my workplace q25mBullying* is not tolerated in my workplace q25lPeople take responsibility for their decisions and actions in my workplace