St. Petersburg Times' Staffer Survey

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Transcript of St. Petersburg Times' Staffer Survey

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    March 22, 2011

    Michael Zia Mian, Ph.D.

    2011 Staffer Survey

    Summary Results

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    Survey Instrument

    Survey was developed based on questions from Censeossurvey item pool and items requested by Times

    Survey consisted of 71 questions organized into

    9 key dimensions

    Company Effectiveness

    Senior Leadership

    Communications

    Compensation and Benefits

    Department Effectiveness

    Customer Focus/Quality

    My Supervisor

    Performance Management & Staffer Development

    Company/Job Satisfaction

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    Survey Instrument

    Survey included 7 demographic items and

    2 open-ended questions

    5-point response scale with Percent Favorable asthe summary statistic:

    5. Strongly agree

    4. Agree

    3. Neither agree/disagree

    2. Disagree

    1. Strongly disagree

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    Survey Response Rates

    Censeo response rate average: 74%

    Work GroupCompletion

    Rate

    Total Company 88%

    Advertising 90%

    Business Services 88%Consumer Marketing 84%

    General Administration 100%

    Human Resources 92%

    IT 94%

    Marketing 74%

    News 86%

    Operations 89%

    Times Digital 100%

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    Top Strengths

    Pride in work, service provided to community

    Sense of accomplishment, co-workers care

    Times high standards, reputation

    Committed to Times success

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    Top Strengths (continued)

    Clear on role in success of department andorganization

    Times responsive to changes in marketplace

    Staffers held accountable for producing qualityproducts

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    Top Opportunities

    Pay and benefits, recognition Health and retirement benefits

    Pay relative to similar jobs in other organizations

    5% pay cut

    Amount of recognition (comments)

    Career growth opportunities Managers help with career planning and individual development

    Development opportunities

    Communications Senior managers understanding of whats going on in lower levels

    Ability to speak freely

    Consideration of staffers needs

    Vision for the future (comments)

    Outdated internal technology

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    Ratings by Survey Dimension

    46

    5

    5

    66

    66

    7

    7

    74

    75

    64

    om & Bene its

    ommuni ations

    Snr Lea ers i

    De t E e tiveness

    er gt & Sta Dev

    om any E e tiveness

    y Su ervisor

    ustomer Fo us/Qua ity

    om any/Job Satisa tion

    ota Survey

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    Ratings by Department

    9

    siness er i es

    imes Digita

    News 93

    3

    perati ns

    ar eting 3

    H man Res r es

    ns mer ar eting

    A ertising 9

    enera A min

    ta mpany 3

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    Model of mployee ngagement

    ngagementDrivers Outcomes

    ffective emotional

    response people have

    about their organization

    Retention turnover

    Customer service

    oyalty

    Productivity

    ctions company can

    take to improve

    ngagement

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    Development, Communications

    Drivers of ngagement at the Times

    ** Items also in Top Improvement Opportunities

    ***Items 54 and 56 have the strongest relationship with plans to leave in 12 months

    No. Survey Item % av

    The professional development opportunities afforded to me are one of the

    biggest reasons hy I remain ith the Times.

    **

    12 Senior leaders make decisions that seem to reflect an understanding of hats

    going on in lo er levels of the organization.

    2**

    The company considers staffers needs and interests hen changes are made.**

    There are good opportunities for me in this company if I perform ell and

    develop my skills.

    8***

    18 In this company there are good ays for staffers to communicate their ideas

    and concerns up ards.

    1

    1 Senior leaders communicate openly and honestly to staffers.

    1 Senior leaders effectively balance long-term success of the company ith

    short-term profits.

    I have good opportunities to develop my kno ledge and skills (on the job,

    additional training, etc.).

    ***

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    Retention at the Times

    Why staffers have stayed:

    Passion for the job (71%)

    Times reputation (68%)

    Relationships with coworkers (60%)

    Relationship with manager (51%)

    Work schedule (47%)

    Professional development (36%)

    Pay and Benefits (32%)

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    Demographic nalysis

    Seven demographic questions Gender

    thnicity

    mployment status

    Tenure

    Position level

    Shift

    ocation

    Questions were optional

    On average 5% opted not to respond

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    Demographic nalysis

    Gender Females slightly more favorable than males (67% vs. 63%)

    thnicity No difference between Caucasians, African Americans

    Other sig. less favorable than other ethnic groups (52% vs. 65%)

    ocation

    Similar results for Hillsborough (69%) and Pasco/Hernando Counties(68%)

    Pinellas County-South (64%) and Pinellas County-North (60%) areleast favorable

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    Demographic nalysis

    mployment Status PT 18 hour 70%

    PT 1000 hour 61%

    Full Time 64%

    Largest difference forCommunications dimension(66% vs. 51% and 49%) :

    17. There are good communications among different departmentsand functions in the company. (63% vs. 44% and 47%)

    19. Its safe to say what you think around here.(59% vs. 44% and 33%)

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    Demographic nalysis

    Tenure Staffers with less than 1 year were sig. more favorable (75%) than all

    other groups (Honeymoon Effect)

    Mid-tenure groups were least favorable, at (62%)

    Favorability increases to 67% for more than 20 years tenure

    Shift No significant difference

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    Written Comments nalysis

    T o optional open-ended questions ere also asked

    Q1 - Describe the top 2 reasons you remain a staffer at the Times.

    Q2 - What 1 2 things can be done to make the Times a better placeto work?

    The majority of staffers took the time to comment (72% - 83%).

    Content analysis was performed for each question to identify the

    major themes that emerged.

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    Written Comments nalysisTop reasons staffers remain at the Times

    My job

    Pride in the products produced, passion for professionand industry

    Being able to impact/serve the community and public

    My co- orkers

    Like a family, friendliness/warmth

    Inspired by their competence and skills

    Quality and Reputation of the Times

    High standard of excellence, able to practice meaningfuljournalism

    Proud to represent the Times, committed/loyal

    Great work environment

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    Written Comments nalysisTop reasons staffers remain at the Times (Cont.)

    Poor conomy job market

    No comparable jobs/lack of opportunity elsewhere

    Need $$ to pay bills

    Work schedule

    Flexible hours, ability to balance work/family andother interests

    Miscellaneous

    Vacation benefits

    Management/boss

    Pay

    Location

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    Written Comments nalysisWhat ill make the Times a better place to ork?

    Increase pay and recognition

    Reintroduce merit increases, give back 5% pay cuts(especially for lower levels)

    Pay competitive salaries, provide better incentives

    Show gratitude, recognize peoples accomplishmentsand financial sacrifice

    Improve benefits

    Reduce cost of healthcare premiums, provide better

    coverage Restore 401(k) contribution, bring back pensions

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    Written Comments nalysisWhat ill make the Times a better place to ork? (Cont.)

    Talent Management

    Increase training and development

    Increase coaching and feedback

    Provide career pathing and advancement opportunities

    Hold poor performers accountable; remove poorperformers

    Hire more talent to offset workloads, hire more IT talent,replace personnel faster

    Increase communication and cooperation

    Across company; between levels and betweendepartments

    What is vision and strategy going forward?; what is online

    strategy?

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    Written Comments nalysisWhat ill make the Times a better place to ork? (Cont.)

    Improve Technology

    Update computers and communication devices

    Miscellaneous

    More equality in compensation, recognition, resources,across levels and departments

    Respectful treatment of all staffers

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    Recommendations for Going or ard

    Work with your HR Business Consultant

    Determine best way to communicate survey results to your staffers

    Communicate openly and honestly about the survey results

    Lets work together to make this better for both our staffers and

    customers vs. Staffers telling management what the problems are so

    management can fix them

    Look for ways to involve managers, staffers in action planning

    Keep processes simple and streamlined; identify the top 2-3improvement opportunities in your specific areas

    Hold managers accountable

    Follow up, measure results, and communicate regularly with staffers