There Are No Limits.: What Keeps Employees Engaged With Their Workplace?

There
are no
limits.
What Keeps Employees Engaged
With Their Workplace?
December 2006 Survey Results
Managing the Future Survey Series Survey 2

Contents
What keeps employees Executive Summary 3

engaged with their
workplace? Introduction 4
By Australian Institute of Management VT

29 November 2006 The Study Sample 5
For further information regarding the results of Key Findings 7

this survey, please contact the AIM Consulting
Department on 03 9534 8181 or email Employee opinion of the organisation 7
consulting@aimvic.com.au. Employee opinions of management 8
Employee tenure 9
Reasons to disengage 10
Staff retention factors 11
Workplace performance
and absenteeism rates 11
General workplace factors 12
Summary & Conclusion 13
Appendix 16
2
Executive
Summary
The Australian Institute of Management undertook a comprehensive national study in
September and October 2006 to determine the main factors that influence an employee’s
decision to leave or stay with a company, the average length of service (tenure) and if
employee engagement is influenced by company, individual or management related issues.
The survey also aimed to assess if Australian employees are working • The survey reveals that meaning, purpose and relationships are the
to their full potential and whether they feel motivated and inspired in key motivational influences in retaining employees. Interestingly,
their current position. these factors strongly outweigh pay and benefits as retention
Almost 3,000 (2,928) people participated in the e-mail survey, with factors. Senior managers are more likely to stay with an
employee levels comprising: organisation where they have meaning and purpose and new and
interesting challenges. Less senior employees see relationships
• 96 business owners (3.3% of respondents) with their co-workers as most important in staying with
• 160 CEOs/executives (5.5% of respondents) an organisation.
• 498 senior managers (17.1% of respondents) • Nearly one in three employees at the general staff level are not
working to their full potential.
• 715 middle managers (24.6% of respondents)
• While this study demonstrates that Australian companies seem to
• 265 line/unit managers (9.1% of respondents) be doing well in building positive workplace cultures, the workforce,
• 426 team leaders/supervisors (14.6% of respondents) particularly generations X and Y, is still very mobile, with nearly a
quarter of this sample indicating that they intend to change jobs
• 751 general staff/team members (25.8% of respondents) within 12 months. No career advancement prospect was cited as
the main reason for their intention to leave.
Main conclusions
• Overall, the findings suggest that keeping employees engaged in
• Contrary to many global studies on employee satisfaction, this such a mobile workforce, in an employment market that is
survey shows that a majority of Australian employees believe they experiencing record low unemployment, will require innovative and
work for a great company and generally have a positive view of creative strategies. No longer will simply paying employees more or
their organisation. being nice to them guarantee long term commitment.
• Older and more senior employees are generally more committed to Meaning, challenges, diversity, relationships, and advancement
their organisation than younger employees. opportunities seem to be the key engagement triggers in the current
• Disengaged employees generally feel undervalued, have negative employment environment.
opinions of their managers, perform less than others, have higher
absenteeism rates and are less committed and satisfied with their jobs.
• Australian managers rated highly in factors that are essential in
building and sustaining employee relationships, however they did
not rate as highly in providing inspiration and motivation.
Australian managers also need to improve the way they manage
employee performance.
3
Introduction
With the labour market heading towards zero unemployment, the

workforce ageing rapidly, and the brain-drain becoming a real
nuisance to many professions, the hottest strategic issue for most
progressive organisations is how to attract and retain talented
employees. The war for talent as termed by McKinsey, is quickly
elevating the importance of human capital, which, for many
organisations, is becoming their major competitive edge.
Employee engagement has become the Human Resources theme
of the moment and deservedly so. Identifying and understanding the
various workplace elements that influence an employee’s decision to
stay and commit to the organisation has to be a priority human
resource focus that has direct bottom-line impact.
Particularly when the current environment provides employees with
a vast array of employment choices and higher than usual pay levels.
It is accepted now that the days of keeping employees from cradle to
grave are well and truly over. It is also acknowledged that the
employee’s decision to leave a workplace is often outside the
employer’s control (e.g. better opportunities elsewhere). This situation,
however, only serves to increase the need for employers to work
harder at employee engagement.
The purpose of this second survey in the Australian Institute of
Management Victoria and Tasmania (AIM VT)’s Managing the Future –
Survey Series was to determine the main factors that influence an
employee’s decision to leave or stay with a company, the average
length of service (tenure) and if employee engagement is influenced
by company, individual or management related issues.
The survey also aimed to assess if Australian employees are working
to their full potential and whether they feel motivated and inspired in
their current position. It is hoped that the findings of this study can
provide important insights to assist in the development of employee
engagement strategies.
4
The Study
Sample
The e-mail survey was distributed nationally to AIM’s membership base comprises major corporations and SMEs across a vast range
base with 2,928 individuals responding to this survey. This provided of industries and not-for-profit sectors. Responses were also elicited
a rare sample of respondents that could be considered fairly across the full range of employee seniority levels as follows:
representative of the broader business community. AIM’s membership
Employee Levels
3%3% Business
BusinessOwners
Owners
25%
25% 6%6%
17%
17% CEO's/Executives
CEO's/Executives
Senior
SeniorManagers
Managers
Middle
MiddleManagers
Managers
Line/Unit
Line/Unit
Managers
Managers
15%
15% Team
Team
Leaders/
Leaders/
Supervisors
Supervisors
9%9% 25%
25%
General
GeneralStaff/
Staff/
team
team
members
members
The majority - 1,949 or 66.6% - of respondents were from 10 to 50 employees; and 248 respondents or 8.5% were from
organisations with 100 or more employees; 310 or 10.6% of companies with 10 or less employees.
participants were from companies with between 50 and 100 Just over 53% of respondents were female and around half - 1,563
employees; a further 421 were from companies with between or 53.4% - were aged between 29 and 45.
National Distribution
5
The Study
Sample
Age Distribution
7.5%
56+
219
23.0%
46 - 55
674
Age Group
30.5%
36 - 45
892
22.9%
29 - 35
671
16.1%
21 - 28
472
0 200 400 600 800 1000
Salary Range
5.2%
> $150,001 150
15.7%
$100,001 - $150,000 449
17.8%
$80,001 - $100,000 509
Salary Range
26.3%
$60,001 - $80,000 755
27.6%
$40,001 - $60,000 792
6.6%
$20,001 - $40,000 189
0.8%
< $20,000 23
0 200 400 600 800 1000
6
Key
Findings
Employee opinion of the organisation
In this section the study attempted to determine how employees felt •
E
mployees generally feel very committed to their organisation
about their organisation, as distinct to how they felt about their (83.1%) although the levels of agreement drop considerably among
manager, work colleagues, or the job itself. lower level and younger employees
•
Employees believe their organisations to be very socially

Participants were asked their level of agreement to the following
responsible and are generally aligned to the values espoused
statements:
within their company
•
I work for a great company
•
Approximately 4 out of 10 employees planning to leave their

•
I am strongly committed to this company company do not feel valued compared to 1 in 10 of engaged
•
My company is socially responsible employees
•
The cultural values of my company align with my own Some comments from this section included:
•
I feel valued by the company I work for “My Company is an extraordinary Company”
The results of this section were generally positive, some interesting “The dream employer”
results included: “The best company to work for”
•
Overall nearly 90% of employees from this sample agreed that they
“Constant restructuring is killing the company’s cohesion”
work for a great company
“Lack of commitment from employees is detrimental to the company”
•
Satisfaction with the company is more likely to exist amongst more

“I actually believe in my job”
senior employees
“The workplace culture is dysfunctional – stuck in the 1950’s”
•
Older employees have the lowest satisfaction rating amongst

this sample “Great philosophy, people focused and community based”
Survey response to the statement - “I work for a great company”.
Business Owner 66.7% 25.8%

4.3%
Executive / CEO 53.5% 28.9% 12.6%
Senior Management 32.2% 37.4% 20.1%
Middle Management 21.6% 39.4% 25.5%
Line / Unit Manager 18.1% 47.9% 22.3%
Team Leader /
Supervisor 22.5% 41.3% 24.2%
Team Member /
General Staff 17.5% 39.0% 29.2%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Strongly Agree Agree Moderately Agree
7
Key
Findings
Employee opinions of management
Attitudes to management skills formed a key part of the survey, with The younger age group (21 to 28) was most likely to agree (83.3%),
participants asked to indicate their level of agreement with seven while those aged 36 to 45 were most likely to disagree. Critical
statements relating to their manager. The following are the findings comments included:
of the most salient results. “There is a definite lack of manager contact and support”
The first statement, “I am satisfied with the relationship I have with my “My learning curve is stagnate”
manager” drew a positive response from 78.3% of survey participants. In terms of equality, 69.6% of survey participants indicated a level of
The weighted figures indicate that only half the disengaging agreement regarding the statement “My manager treats all employees
employees agreed with this statement, compared to nearly 9 out of 10 equally”, leaving 22.3% indicating a level of disagreement. Of these,
engaged employees. Not surprisingly therefore, satisfaction with direct 5.2% strongly disagreed with this statement. These results suggest
managers is a contributing factor to employee disengagement. that around 1 in every 4 participants in the above categories disagree
that their manager treats all employees equally.
Comments across all groups ranged from:
While those in the age group of 29 to 35 have the highest level of
“My problem is not with my Manager, but the Executives” agreement at 71.9%, participants in the next age group up have the
“There is a lack of honesty from my Manager” highest level of disagreement at 25.1%. Most of the comments
focused on gender inequality”.
“I couldn’t have wished for a greater manager”
“There is still a ‘boys club’ operating”
The results from the statement, “My manager is good at managing
people” indicated that only 1 in every 10 employees disagreed. The “There are no promotion opportunities for women here – just men”
two major groups who disagreed with this statement were senior “The company is gender-biased with little advancement”
management at 25.5% and middle managers at 25.6%. These results
suggest that almost 1 in every 4 participants in these groups feel that The statement “My manager motivates and inspires me” elicited
their manager is not good at managing people. agreement from a relatively low 63.7% of survey participants, leaving
24.1% with a level of disagreement. These results suggest that around
When weighted by age group, it was the younger participants (21 to 1 in every 4 participants from general staff through to senior
28) who have the highest level of disagreement at 33.3%, or 1 in 3. managers feel that their manager does not motivate or inspire them.
Some comments from this group included:
The figures showed that roughly 5 out of 10 disengaging employees
“60% of my colleagues have left under this management” disagreed with this statement, compared to only 1-2 out of 10
“Uneducated and non-proactive management” engaged employees. Some very positive comments from participants
included:
When asked to indicate their level of agreement with the statement,
“My manager supports my development goals”, 76.4% agreed to “I am constantly inspired by my managers”
some extent and 13.3% indicated a level of disagreement. The “I want to be a brilliant mentor, just like my manager”
weighted figures showed that around half the disengaging employees
disagreed with this statement and approximately 8 out of 10 engaged
employees agreed
8
Key
Findings
Survey response to the statement - “My manager is good at managing people”.
7.9%
Business Owner 4.5%
87.6%
13.3%
Executive / CEO 9.5%
77.2%
25.5%
Senior Management 6.2%
68.3%
25.6%
Middle Management 7.0%
67.4%
18.9%
Line / Unit Manager 5.3%
75.8%
Team Leader / 21.8%

5.2%
Supervisor 73.0%
Team Member / General 20.7%

6.5%
Staff 72.8%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0
%
Level of Agreement Neither Level of Disagreement
Survey response to the statement - “My Manager treats all employees equally”.
5.7%
Business Owner 5.7%
88.6%
13.3%
75.3%
25.5%
66.7%
24.7%
67.1%
23.9%
68.2%
Team Leader / 21.6%

8.5%
Supervisor 70.0%
Team Member / 21.6%

7.6%
General Staff 70.8%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0
%
Employee tenure
The survey aimed to ascertain how long employees intended to Further calculations indicating that approximately 30.5% will leave
remain with their current employer and then to investigate the reasons within 12-18 months, and a total of 42.5% will leave within 18-24
for choosing to leave or stay. months, confirmed that the Australian workforce is very mobile.
The weighted results suggest that just over 1 in 4 participants in the
The first part of this question asked survey participants to select a team member/general staff category will leave in the next 12 months.
time frame regarding the statement, “How much longer do you think It also showed that 1 in 4 participants will begin disengaging within
you will remain with your current employer?” 61.2% of survey 12 months of recruitment. When interpreted by age group, the
participants indicated that they see themselves remaining with their average results show 30.3% of employees aged 21-35 will leave their
current employer for longer than 12 months, leaving 22.5% indicating current position within the next 12 months.
that they will leave within 12 months.
9
Key
Findings
Survey response to the statement - “Approximately, how much longer do you think you will remain with your current employer?”
7.3%
Business Owner 85.4%
7.3%
7.5%
8.1%
Senior 13.3%
66.1%
Management 20.7%
Middle 15.8%
60.7%
Management 23.5%
19.2%
24.2%
Team Leader / 19.2%

59.4%
Supervisor 21.4%
Team Member / 19.2%

52.9%
General Staff 28.0%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0%
< 12 Months > 12 Months Not Sure
Reasons to disengage
So why do people elect to leave a position? In a bid to answer this • There are no career advancement prospects (53.7%)
question, survey participants that indicated they would leave within 12 • I am not rewarded or recognised for my efforts (44.5%)
months were asked to indicate the most important reasons why.
The top reasons were: • I am bored with my job (40.4%)
• I can get a better pay elsewhere (38.6%)
Survey participants that selected a period between 0 and 12 months in question 22 were directed to the question -
“You said you would remain with your employer no more than 12 months; please indicate the most important reasons why”.
53.7%
There are no career advancement prospects 355
44.5%
I am not rewarded or recognised for my efforts 294
40.5%
I am bored with my job 268
38.6%
I can get a better pay elsewhere 255
30.1%
Lack of communication\co-operation with Management 199
22.5%
Other, please specify 149
20.1%
The culture is not very supportive or friendly 133
The job has a poor work / life balance
20.0%
132
19.8%
Unreasonable pressure and demands 131
15.3%
My Manager and I have a poor relationship 101
13.0%
Personal Reasons 86
9.5%
Lack of Job Security 63
8.0%
Poor corporate social responsibility 53
7.1%
I am on a Contract that ends in 0-12 Months 47
1.7%
I do not get along with my co-workers 11
0 50 100 150 200 250 300 350 400
10
Key
Findings
Apart from participants in the 56+ age group, the above results • A sense of purpose and meaning in my job (61.9%)
suggest that 1 in every 2 employees is leaving their employer due to • A good relationship with my co-workers (60.8%)
lack of career opportunities. Other findings included that in general:
• A good relationship with my manager (54.6%)
• Lower level employees were more likely to leave the organisation
due to career opportunities and levels of pay • New and interesting challenges (52.5%)
• Middle to senior managers were more likely to leave due to lack of When interpreted against employee age, the weighted results indicate
reward and recognition frameworks that a sense of purpose and meaning in their job is most important
to the older age groups (73.7% aged 56 or over and 70.2% aged 46
• Nearly 1 in 2 general staff members were leaving due to boredom to 55).
with their current job
Conversely, it is a good relationship with co-workers that is the most
important factor for employees aged between 21 and 28 (68.5%) and
Staff retention factors 29 to 35 (61.3%). By position type, this factor rated most important to
team leaders and supervisors, with a result of 68.3%.
While the above factors of this study aimed to determine why
employees are intending to leave, this section of the study focused on Having a sense of purpose and meaning in the job is most important
factors that were keeping employees engaged. Survey participants to executives and CEOs, with the highest result in this group at 83.2%.
that indicated they would not be leaving their employment for 12 This group also achieved the highest result for rating new and
months or more were asked to indicate the most important factors interesting challenges as an important reason for staying (72.5%)
that are keeping them engaged. The top reasons were:
Survey participants that selected a period of 12 months or more in question 22 were directed to the following question -
“You indicated that you would remain with your company for longer than 12 months or are not sure; please indicate the most important factors
that are keeping you there”.
61.9%
A sense of purpose and meaning in my job 1404
60.8%
A good relationship with my Co-Workers 1378
54.6%
A good relationship with my Manager 1238
52.5%
New and Interesting Challenges 1190
50.2%
Great work / life balance 1137
48.4%
Fair and Reasonable Pay and Employee Benefits 1097
37.8%
Long term Job Security 856
35.7%
Development opportunities - training\rotation 809
32.1%
A culture of fairness / equality among co-workers 728
31.7%
Open communication with Management 719
30.3%
Reward and Recognition 688
30.3%
A set career path / promotional opportunities 687
28.4%
Feeling more valued by the organisation 643
8.2%
5.0%
Better Social Responsibility i.e. fundraising 113
0.7%
No factors apply 16
0 200 400 600 800 1000 1200 1400 1600
Workplace performance
and absenteeism rates
Participants were asked to rate their level of agreement to the 25.9% (231), which suggests that 1 in every 4 employees between
statement, “I am working to my full potential”. This elicited some level 29 and 45 are not working to their full potential.
of agreement from 71.3% of survey participants, leaving 23.2%, “There is no point trying if I will never be noticed”
or 1 in 4 employees indicating a level of disagreement.
“I am only here because of the location”
The weighted results suggest that almost 1 in every 3 participants
that fall into the general staff/team member category disagree that “I work here because I have friends here”
they are working to their full potential. The study also attempted to determine whether absenteeism rates
Furthermore, the results indicate that participants in the combined could be an indicator of employee disengagement. The tenure results
age groups of 29 to 45 have the highest level of disagreement at were interpreted by number of days of taken in the last 12 months.
11
Key
Findings
The results did indicate that those expecting to remain in their current a level of agreement and 11.0% disagreed to some level.
job for more than 12 months have lower absenteeism rates. On Again it was mostly executives who strongly agreed with the statement
average, of those employees expecting to leave within the next 12 (52.2%) compared to only 8.9% of team members/general staff,
months, 41.9% took more than 4 or more days off in the last 12 suggesting that a strong positive response is more likely from
months compared to 29.7% of employees intending to stay longer participants at a senior level or with more developed careers.
than 12 months. This result indicates that absenteeism rates could
form one of the indicators of employee disengagement. When asked whether they agree or disagree that “I am paid a fair
wage for what I do”, 77.9% of participants indicated a level of
agreement regarding the statement. The results indicate that
General workplace factors approximately 1 in every 6 employees disagrees that they are paid
a fair wage.
Survey participants were asked if they agreed with the statement
“I am offered good training and development opportunities”. 78.7% Asked whether they agree with the statement, “I am satisfied with my
indicated a level of agreement but nearly 15%, or 1 in every 6 current job”, 72.1% of survey participants agree at some level, leaving
employees, disagreed with this statement. 1 in every 5 employees who disagree. The highest result for
disagreement was from general staff/team members at 26.0%, which
When asked to indicate their level of agreement with the statement, suggests that almost 1 in every 4 participants in the general staff/
“My opinions are listened to”, 83.8% of survey participants indicated team member category is not satisfied with their current position
12
Summary
& Conclusion
Employee opinions of their organisation Why stay?
Overall, the survey showed that the majority of Australian employees Employees that intended to stay longer than 12 months were asked to
believe they work for a great company. This is contrary to many global select the reasons why they wanted to stay with their organisation.
studies that often reveal high levels of dissatisfaction and cynicism The objective of this question was to ascertain whether the reasons
amongst employees. According to this sample the “company” in itself people leave are related to the factors that make them stay. The
generates high levels of satisfaction, is socially responsible, and results showed that this is not always the case.
strongly aligned to personal values. Meaning, purpose, and relationships were the key motivational
Not surprisingly, more senior employees rated their organisation influences in remaining with their current employer according to this
higher than lower level employees, and younger employees have sample. Interestingly, these factors strongly outweighed pay and
generally lower levels of commitment than older employees. benefits as retention factors. Senior managers are more likely to stay
Strategically, this suggests that a greater level of focus is necessary to with an organisation where they have meaning and purpose and new
engage younger and lower level employees, as work conditions tend to and interesting challenges. Less senior employees see relationships
be more controlled and less stimulating. with their co-workers as most important in staying with the
organisation.
These results add an element of complexity, as the reasons that
Employee opinions of management employees leave an organisation may be different to what they believe
The results of this section indicate that employees appear to have will keep them there.
fairly positive views of their managers but these views vary The results show that for the people who are leaving, only 11% chose
significantly across the various sub-groups. For instance, more than a poor relationship with their co-workers as their primary reason for
half the employees intending to leave within the next 12 months rated leaving. Yet of those people intending to stay, 60.8% rated their
high levels of dissatisfaction with their direct manager compared to relationship with their co-workers as the most important factor
only 10% of employees choosing to stay long-term. Also, nearly 1 in 3 keeping them at work.
employees between 21-28 years old do not believe their managers are
good at managing people. This is of particular concern when This suggests an ideological component to employees’ motivation to
considering this group is the hardest to engage, and is a shrinking stay. While we want to believe that relationships should be the most
pool of new entrants into the workforce. important factor in the workplace, our life circumstances will often
necessitate that we are well rewarded and have a secure career.
Inequality was another concerning feature regarding this section. Employers may find however, that as employment opportunities
Nearly 1 in 4 employees believe their manager does not treat all improve, relationship factors may well become more prominent in
employees equally, with many of the comments indicating that gender determining why employees leave their jobs.
issues remain prevalent in workplaces.
Apart from the above trends, in general, these results do suggest
that Australian managers are gaining the approval of their Workplace Performance and Absenteeism
employees and are doing a pretty good job at engaging their Managers in this study have received positive results in relation to
workers. This should be celebrated. approval and satisfaction from their employees. However, the finding
that almost a third of employees at the general staff level do not feel
they are working to their full potential is of some concern, as this is
Why disengage? directly related to managers’ ability to extract the optimum
Even though, in general, this study reveals employees are satisfied performance from their direct reports.
with their company, there is strong evidence that the workforce is still These results together suggest that, while Australian managers are
very mobile, particularly among Generation X and Y employees. able to gain the approval of their employees, they may not be as
Nearly a quarter of the survey sample indicated they intend to change capable at drawing optimum performance from them. This
jobs within 12 months, citing no career advancement prospects as conclusion is supported by studies that consistently rate Australian
their main reason for leaving. managers lower than other nations in providing constructive
While these findings support other studies that show, in particular, performance feedback.
Gen Y as being very mobile, this study does provide some reasons for Our “she’ll be right” attitude may generate mateship, but it’s not
the mobility which could form part of an attraction and retention generating performance at work.
strategy. For instance, in attracting Gen Y candidates, organisations
should clearly discuss and provide very clear career advancement And just in case there was any more doubt remaining about the high
pathways when advertising and interviewing for positions. cost of disengaged employees. This study also found that disengaged
employees will take more time off work, as well as not performing to
Pay and career advancement opportunities were the two most cited their optimum levels.
reasons for disengaging at the general staff level. This result, while
not surprising, does present significant challenges, particularly for In summary, the results of this survey demonstrate that disengaged
smaller sized businesses where positions are few and pay levels can employees are very costly. They tend to under-perform, they have
be the difference between profit and loss. higher rates of absenteeism, and are less committed and satisfied
with the organisation. Perhaps even more pertinent, is that they are
For middle to senior managers reward and recognition was the most becoming more costly to replace as employment rates plummet.
selected reason for wanting to leave their organizations. This is
distinct from salary levels and alludes to broader employee benefits Organisations have irrefutable evidence for the need to establish
and perhaps more importantly, general recognitions of achievements effective employee engagement strategies. Strategies that aim to not
just keep employees at work, but keep them psychologically engaged
13
Summary
& Conclusion
and stimulated. to ensure they are capable of managing employee performance
Based on these findings, engagement strategies should recognise while sustaining positive workplace relationships.
and be relevant to the various employee categories and age groups • Monitor and address disengagement warning signals such as
and include some of the following elements: escalating absenteeism, reduced commitment, under-performance,
• Promote and map out career pathways and developmental detached or negative workplace relationships with co-workers
opportunities. and managers.
• Train up managers to support and coach employees along their Many of the above recommendations may be almost impossible to
career progression. adopt for smaller businesses. One advantage that smaller businesses
do have however, is a greater ability to foster stronger workplace
• Create a transformational leadership culture, where individuals relationships, as organisational dynamics become less complicated
become well connected to the organisation’s purpose and with less people. Also, the direct relationship with the owner of the
overall mission. organisation makes it easier for clearer communication and closer
• Implement strategies that generate more positive workplace alignment with the business mission and purpose. Anecdotally, there
relationships across all teams. is strong evidence to suggest that many employees prefer the small
business environment due to the generally more personable culture.
• Structure workplace functions and tasks to enable diversity and
variation that will challenge and stimulate the workforce.
• Implement reward and recognition frameworks that extend See attached Results Data – Appendix for complete data
beyond monetary incentives, to ensure employees feel valued
and recognised.
This study will form the benchmark for the AIM Employee
• Provide adequate training for any manager that has direct reports, Engagement Model.
For more information please contact Serge Sardo.
E ssardo@aimvic.com.au
14
There
are no
limits.
Appendix
1. Perception Of The Company
Survey participants were asked to indicate their level of agreement
with the following statement – “I work for a great company”.
Figure 1.1 Survey Participants were asked to indicate their level of Figure 1.2 Position group interpretation of Figure 1.1
agreement with the statement – “I work for a great Company”.
Strongly Disagree 0.8% 4.3%

23
Executive / CEO 53.5% 28.9% 12.6%
2.5%
Disagree
73
Moderately Disagree 4.1%

120
Neither 4.6%
135
Moderately Agree 23.7%

692 Team Leader /
22.5% 41.3% 24.2%
Supervisor
38.9%
Agree
1136 Team Member / General
17.5% 39.0% 29.2%
Staff
25.3%
Strongly Agree 739
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0 200 400 600 800 1000 1200

Participants
Figure 1.4 Age Group interpretation of Figure 1.1

Figure 1.3 Projected Tenure interpretation of Figure 1.1
97.7%
100.0% 94.4%
90.6% 91.0%
88.3%
90.0% 82.9%
9.1%
74.6% > 66 9.1%
80.0% 81.8%
67.5%
70.0%
10.1%
55.1% 56 - 65 3.8%
60.0% 86.1%
50.0%
7.9%
36.5% 46 - 55
Age Group
4.9%
40.0% 87.2%
30.0% 6.9%
16.8% 17.8% 36 - 45 4.5%
20.0% 88.7%
7.4% 6.4% 5.4%
10.0% 4.5% 5.2%
1.2% 6.6%
29 - 35 4.2%
0.0% 89.2%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure
Months Months Months Months Months Months Years Years 7.9%
21 - 28 5.5%
Projected Tenure 86.7%
Level of Agreement Level of Disagreement 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0%
Key Findings – Perception Of A Company

88 per cent (2567) of participants agreed they work for a great will remain in their current role with their agreement that they work for
company. More than 7% (216) indicated a level of disagreement and a great company. For example, 70 % (526) of participants that wish to
less than 1 % (23) strongly disagreed. leave their current position within 12 months agree they work for a
Interpreted by position type, results indicate 7.5% (131) of team great company compared to almost 93% (699) of participants who
members and general staff strongly agreed with the statement see themselves in the position for 12 months or more. Of those that
compared to 53.5% (400) of executives. This indicates a strong level disagree that they work for a great company, 19.6% (147) wish to
of agreement is more likely if the participant is in a later stage of a leave within 12 months.
career or is in a more senior position. Interpreted by age group, results indicate 29 to 35 year olds have the
Interpreted by projected tenure (question 22, page 50), weighted highest level of agreement (89.2%). Participants in the 56 to 65 year
results indicate there is a relationship between how long an employee old age group have the highest level of disagreement at 10%.
16
Appendix
2. Social Responsibility
with the following statement – “My company is socially responsible”.
agreement with the statement – “My company is socially responsible”.
0.4% 4.3%
Strongly Disagree
12
Executive / CEO 38.2% 42.0% 15.3%
Disagree 2.0%
58

97
Neither 6.6%
193
21.0%
Moderately Agree Team Leader /
611 21.4% 44.2% 22.8%
Supervisor
Agree 42.5%
21.0% 42.2% 23.9%
Staff
24.2%
Strongly Agree 704 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0 200 400 600 800 1000 1200 Strongly Agree Agree Moderately Agree
Participants
Figure 2.3 Projected Tenure interpretation of Figure 2.1 Figure 2.4 Age Group interpretation of Figure 2.1
96.3%
100.0% 92.8% 5.8%
89.8% 88.3% > 66 5.3%
90.0% 82.2% 82.9% 88.9%
75.5% 76.6%
80.0% 5.4%
56 - 65 5.1%
70.0% 65.3% 89.5%
60.0% 5.7%
46 - 55
Age Group
7.0%
50.0% 87.3%
40.0% 5.5%
36 - 45 9.0%
30.0% 85.5%
21.0%
20.0% 6.8%
10.7% 11.0% 9.7% 8.5% 29 - 35 5.5%
10.0% 4.5% 2.5% 4.0% 87.8%
2.0%
0.0% 0.0%
21 - 28 0.0%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 100.0%
Months Months Months Months Months Months Years Years
Projected Tenure 0.0% 20.0% 40.0% 60.0% 80.0% 100.0% 120.0%
Level of Agreement Level of Disagreement Level of Agreement Neither Level of Disagreement
Key Findings – Social Responsibility

Almost 88% (2553) of survey participants indicated they agree that Interpreted by projected tenure, results indicate that employees
their company is socially responsible. 5.4% (167) disagreed and less wanting to leave their current position in the next 12 months have an
than 0.5% strongly disagreed. average agreement of 75%, compared to those who wish to remain for
longer than 12 months (90%) These figures indicate approximately 7.5
Interpreted by position type, results indicate 21% of team members out of 10 disengaging employees and 9 out of 10 engaged employees
and general staff strongly agreed, compared to 38% (286) of agree that their company is socially responsible.
executives. This indicates that a stronger level of agreement is more
likely if the participant is in a later stage of their career or in a more Interpreted by age group, results indicate participants aged 21 to 28
senior/responsible position, with 2 out of every 5 executives strongly have the highest level of agreement - 100% (678).
agreeing that their company is socially responsible.
17
Appendix
3. Cultural Values
with the following statement – “The cultural values of the company
align with my own”
agreement with the statement – “The cultural values of the company
align with my own”.
4.3%
Strongly Disagree 1.2% Executive / CEO 49.0% 33.8% 10.2%

34
Disagree 3.4% Senior Management 27.8% 36.0% 18.3%

100
7.1% Middle Management 17.3% 38.5% 26.0%

Moderately Disagree
207
5.8% Line / Unit Manager 13.6% 42.0% 25.0%

Neither
169
Team Leader /
24.4% 14.7% 38.5% 27.9%
Moderately Agree Supervisor
707
Team Member / General
36.5% 15.7% 35.0% 29.9%
Agree Staff
1060
21.5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Strongly Agree
624
0 200 400 600 800 1000 1200
Participants
100.0% 94.6% 13.6%

86.9% 88.0% > 66 4.9%
90.0% 82.8% 83.0% 81.6%
80.0% 71.4% 10.9%

66.1% 56 - 65 5.8%
70.0% 83.2%
59.5%
60.0% 51.2% 12.5%
46 - 55
Age Group
5.2%
50.0% 82.3%
41.0%
40.0% 11.4%
29.2% 36 - 45 6.9%
30.0% 22.0% 81.7%
18.3%
20.0% 11.4%
10.8% 10.1%
8.5% 7.9% 29 - 35 6.1%
10.0% 2.7% 82.5%
0.0% 8.3%
21 - 28 0.0%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 91.7%
Projected Tenure 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0%
Key Findings – Cultural Values

More than 80% (2391) of survey participants agreed at some level Interpreted by projected tenure, results indicate that employees
that the cultural values of the company align with their own. Almost wanting to leave their current position within the next 12 months show
12% (341) indicated a level of disagreement. an average agreement level of 62% (463), compared to those that
wish to remain for longer than 12 months at 88% (657). The figures
Interpreted by position type, weighted results indicate fewer junior indicate that approximately 6 out of 10 disengaging employees agree
employees (general staff to unit managers) on average indicated a that the cultural values of the company align with their own, compared
strong level of agreement (14.5%) compared to executives (49.0% to 9 out of 10 “engaged” employees who agree.
or 372) and business owners (77.2% or 576).
Interpreted by age group, results indicate participants aged 21 to 28
have the highest level of agreement (92%), and participants aged over
66 have the highest level of disagreement (almost 14%).
18
Appendix
4. Feeling Valued In The Workplace
with the following statement – “I feel valued by the company I
work for”
Figure 4.1 Survey Participants were asked to indicate their level Figure 4.2 Position group interpretation of Figure 4.1
of agreement with the statement –
“I feel valued by the company I work for”.
Business Owner
2.1%
0.6%
2.0% Executive / CEO 1.3%
Strongly Disagree 1.9%
58
1.6%
5.7% Senior Management 4.4%
Disagree 5.6%
165
2.1%
Moderately Disagree
7.4% Middle Management 6.0%
215 7.4%
1.1%
6.3% Line / Unit Manager 2.6%
Neither 185 9.4%
Team Leader / 2.8%

26.4% 6.8%
Moderately Agree 771 Supervisor 7.0%

35.6% 8.2%
Agree Staff 9.8%
1039
16.6% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0%

Strongly Agree
485
Moderately Disagree Disagree Strongly Disagree
0 200 400 600 800 1000 1200
Participants
100.0% 95.0%
91.2% 15.4%
86.4% > 66 6.3%
90.0% 78.4%
78.6%
76.0%
80.0% 13.1%
66.5% 56 - 65 4.8%
70.0% 82.1%
56.9%
60.0% 15.8%
47.4% 49.2% 46 - 55
Age Group
6.7%
50.0% 77.4%
35.6%
40.0% 32.9% 15.5%
45.4%
26.7% 36 - 45 7.0%
30.0% 77.4%
20.0% 12.4% 14.1% 15.1%

7.6% 6.1% 29 - 35 6.8%
10.0% 2.0% 78.1%
0.0% 16.7%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 21 - 28 8.3%
75.0%
Projected Tenure 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0%
Key Findings –
Feeling Valued In The Workplace
Nearly 79 % (2295) of people surveyed agreed, at varying levels, that Interpreted by projected tenure, the weighted results indicate
their company makes them feel valued and 15% (438) indicated a employees wanting to leave their current position in the next 12
level of disagreement. Overall, 1 in 6 participants disagreed that they months show an average disagreement level of 41.5% (313),
are valued by their company. compared to those that wish to remain for longer than 12 months
(7%). This indicates that approximately 4 out of 10 disengaging
Interpreted by position type, results indicate 20.4% (153) of junior
employees disagree with the statement compared to 1 out of 10
employees including team members and general staff disagree
“engaged” employees who disagree.
compared to almost 4% (28) of executives. This indicates a level of
agreement is more likely if the respondent is in a later or more senior Interpreted by age group, results indicate respondents aged 56 to 65
stage of their career. have the highest level of agreement (82%). Respondents aged 21 to
28 have the highest level of disagreement (6.7%).
19
Appendix
5. Training & Development Opportunities
with the following statement – “I am offered good training and
development opportunities”
of agreement with the statement – “I am offered good training and
development opportunities”.
Business Owner 1.1%
3.2%
2.2% 1.3%
Strongly Disagree Executive / CEO 3.1%
65 3.8%
5.1% 3.0%
Disagree Senior Management 5.8%
149 7.6%
7.3% 2.1%
Moderately Disagree Middle Management 6.3%
213
8.6%
Neither 6.7% 2.6%

196 Line / Unit Manager 5.3%
6.0%
Moderately Agree 24.2% Team Leader / 1.9%

705 4.0%
Supervisor 5.9%
Agree 33.2% Team Member / General 2.4%

967 4.7%
Staff 8.3%
Strongly Agree 21.3%

621 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 9.0%
0 200 400 600 800 1000 1200 Moderately Disagree Disagree Strongly Disagree
Participants
Figure 5.3 Projected Tenure interpretation of Figure 5.1 Figure 5.4 Age group interpretation of Figure 5.1
100.0% 92.2% 13.9%

88.3% > 66 11.1%
90.0% 84.5% 75.0%
77.4% 75.6%
80.0% 13.8%
68.0% 56 - 65 7.4%
70.0% 78.8%
60.2%
60.0% 54.4% 16.8%
46 - 55 6.2%
Age Group
50.0% 43.1%
42.5% 77.1%
40.0% 35.4%
15.4%
28.8% 36 - 45 6.5%
30.0% 21.1% 78.2%
16.8%
20.0% 13.7% 11.5%
10.5%
7.0% 29 - 35 5.0%
10.0% 4.6% 83.4%
0.0% 8.3%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 21 - 28 0.0%
91.7%
Key Findings – Training And Development

Almost 80% (2293) of respondents agreed on some level that they are Interpreted by projected tenure, results indicate that employees
offered good training and development opportunities. 14.6% (427) wanting to leave their current position in the next 12 months show an
indicated a level of disagreement and just over 2.2% (65) of average disagreement level of 32% (241), compared to 9% of those
respondents strongly disagreed. that plan to remain for longer than 12 months.. These figures indicate
Interpreted by position type, results indicate 17% (127) of middle that approximately 3 out of 10 disengaging employees disagree with
managers, 16.4% (123) of senior managers and 15% of team the statement compared to less than 1 out of 10 of engaged
members and general staff disagree that they are offered good employees.
training and development opportunities. This suggests that one in Interpreted by age group, results indicate respondents aged 21 to 28
6 participants from these groups believe that they do not receive have the highest level of agreement (almost 92%). Participants aged
adequate training and development opportunities. 46 to 55 have the highest level of disagreement (almost 17%).
20
Appendix
6. Employee Commitment
with the following statement – “I am strongly committed to this
company”
of agreement with the statement – “I am strongly committed to
this company”.
Business Owner 83.3% 12.5% 1.0%
1.1% Executive / CEO 64.8% 22.0% 9.4%

Strongly Disagree
31
3.4% Senior Management 37.6% 34.9% 15.2%

Disagree
100

Moderately Disagree
139

Neither
220
Team Leader /
Moderately Agree 20.1% 22.2% 38.7% 22.2%
586 Supervisor

34.8% 16.8% 34.4% 26.5%
Agree Staff
1015
28.2% 0% 20% 40% 60% 80% 100%

Strongly Agree
822
0 200 400 600 800 1000 1200
Participants
95.5% 98.4%
100.0% 6.8%
90.4%
85.2% > 66 5.8%
90.0% 83.3% 87.4%
80.0% 72.7% 6.3%

56 - 65 7.2%
70.0% 86.6%
60.0% 9.8%
50.3%
46 - 55
Age Group
45.5% 6.5%
50.0% 44.1% 83.7%
38.3%
40.0% 31.0% 10.5%
36 - 45 9.8%
30.0% 24.6% 79.7%
20.0% 14.2%
12.2%
8.2% 6.6% 29 - 35 7.8%
10.0% 4.5%
1.6% 0.8% 80.0%
0.0% 8.3%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 21 - 28 8.3%
83.3%
Key Findings – Employee Commitment

83% (2423) of respondents agreed they are strongly committed to the This indicates approximately 5 out of 10 disengaging employees agree
company, with about 9% (270) indicating a level of disagreement, to this statement, and 9 out of 10 engaged employees agree.
indicating approximately 1 in every 10 employees disagree that they Interpreted by age group, results indicate participants aged over 66
are strongly committed to their company. have the highest level of agreement (87%) and respondents aged
The majority of respondents who indicated strong agreement are between 29 and 35 have the highest level of disagreement (12%).
executives (64.8%), indicating a strong level of agreement is more
likely if the respondent is in a later stage of their career.
Interpreted by projected tenure, results indicate that employees
wanting to leave their current position in the next 12 months show an
average agreement level of 51% (388), compared to those that wish
to remain for longer than 12 months (92 %).
21
Appendix
7. Communication
with the following statement – “My opinions are listened to”
agreement with the statement – “My opinions are listened to”.

1.7%
Strongly Disagree 49 4.2%
Executive / CEO 52.2% 31.8% 12.1%
3.2%
Disagree
94
6.1%
Moderately Disagree
177
5.3%
Neither
153
27.9%
Moderately Agree
812
Team Leader /
9.2% 40.1% 31.8%
Supervisor
37.5%
Agree
8.9% 32.9% 36.5%
Staff
18.4%
Strongly Agree
535
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
0 200 400 600 800 1000 1200

Participants
95.9%
100.0% 90.9% 92.1% 12.6%
87.6% > 66 4.4%
90.0% 82.5% 83.0%
80.0% 8.8%
69.1% 56 - 65 4.8%
70.0% 65.3% 86.5%
59.0%
60.0% 12.0%
46 - 55 4.4%
Age Group
46.7%
50.0% 83.6%
40.0% 45.5% 11.0%

28.7% 36 - 45 6.5%
30.0% 22.0% 82.6%
21.7%
20.0% 11.4%
8.2% 9.9% 29 - 35 6.3%
10.0% 5.1% 5.4% 82.3%
2.3%
0.0% 16.7%
21 - 28 0.0%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 83.3%
Key Findings – Communication

84% (2439) of survey respondents agreed on some level that their The figures indicate approximately 6 out of 10 disengaging employees
opinions are listened to in their company and 11% (320) disagreed. agree to this statement, and 9 out of 10 “engaged” employees agree.
This indicates that approximately one in 10 respondents does not Interpreted by age group, results indicate participants aged 56 to 65
believe that their opinions are listened to. have the highest level of agreement (86.5%) and respondents aged
Interpreted by position type, results indicate 9% of team members and 21 to 28 have the highest level of disagreement (almost 17 %).
general staff strongly agreed to the statement compared to 52% (389)
of executives, indicating a stronger level of agreement among
participants in a later or more senior stage of their career.
Interpreted by projected tenure, results indicate employees wanting to
leave their current position in the next 12 months show an average
agreement level of 60% (453), compared to those that wish to remain
for longer than 12 months (92%).
22
Appendix
8. Pay And Remuneration
with the following statement – “I am paid a fair wage for what I do”
agreement with the statement – “I am paid a fair wage for what I do”.
Business Owner 1.1%
3.2%
2.2%
Strongly Disagree 64 1.3%
3.8%
5.0%
Disagree
145 3.0%
7.6%
8.9%
Moderately Disagree 259 2.1%
8.6%
6.1%
Neither
176 2.6%
6.0%
26.7%
Moderately Agree
776 Team Leader / 1.9%
4.0%
Supervisor 5.9%
36.4%
Agree 2.4%
4.7%
Staff 8.3%
14.8%
Strongly Agree
429 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 9.0%
0 200 400 600 800 1000 1200 Moderately Disagree Disagree Strongly Disagree
Participants
100.0% 15.0%
89.9%
86.2% > 66 7.8%
90.0% 83.6% 77.2%
80.0% 75.1% 74.7%

13.3%
66.1% 56 - 65 4.5%
70.0% 82.2%
57.2% 55.3%
60.0% 54.7%
15.5%
46 - 55 5.4%
Age Group
50.0% 79.1%
39.3%
36.1%
40.0% 32.0% 16.6%
27.6% 36 - 45 6.6%
30.0% 76.8%
18.9% 17.9%
20.0% 21.3%
10.5% 8.8%
6.1% 29 - 35 7.9%
10.0% 70.8%
0.0% 16.7%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 21 - 28 8.3%
75.0%
Key Findings – Pay and Remuneration

80% (2263) of respondents agreed that they are paid a fair wage for Interpreted by projected tenure, results indicate employees wanting to
what they do, leaving 16% (468) indicating a level of disagreement. leave their current position in the next 12 months show an average
This indicates approximately 1 in 6 employees disagrees that they are disagreement level of almost 34% (253), compared to 11% of those
paid a fair wage. that wish to remain for longer than 12 months. This indicates about 3
out of 10 disengaging employees disagree that they are paid a fair
Interpreted by position, the results indicate 17% (127) of middle
wage, and 1 out of 10 “engaged” employees disagree.
managers, 16% (120) of senior managers and 15% (115) of team
members and general staff disagree that they are paid a fair wage, Interpreted by age group, results indicate respondents aged 56 to 65
indicating 1 in 6 respondents from these groups do not believe they have the highest level of agreement (82%). Respondents aged 29 to
receive a fair wage in their current position. 35 have the highest level of disagreement (21%).
23
Appendix
9. Reward and Recognition
with the following statement – “My efforts are recognized by
the company”
of agreement with the statement – “My efforts are recognized by
the company”. 3.2%
Business Owner 1.1%
95.7%
1.7% 6.9%
49 88.1%
12.0%
5.2% Senior Management 4.6%
Disagree
151 83.3%
15.2%
237
11.5%
Neither 78.2%
240
Team Leader / 17.1%
29.9% 9.5%
Moderately Agree Supervisor 73.3%
869
31.9% 10.9%
Agree Staff 69.1%
926
14.8% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0
Strongly Agree %
430
0 200 400 600 800 1000 1200
Participants
100.0% 93.2% 15.2%

87.7% > 66 8.3%
90.0% 83.3% 76.5%
78.5%
80.0% 73.6% 12.4%
56 - 65 7.9%
70.0% 64.2% 79.7%
60.0% 52.4% 17.3%

48.5% 47.0% 46 - 55 6.5%
Age Group
50.0% 76.2%
36.7% 38.5%
40.0% 32.5% 15.8%
25.6% 36 - 45 10.9%
30.0% 73.3%
20.0% 13.7% 15.4%

13.4%
8.5% 7.1% 29 - 35 8.6%
10.0% 2.9% 78.0%
0.0% 16.7%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 21 - 28 0.0%
83.3%
Key Findings – Reward and Recognition

Almost 77% (2225) of survey respondents agreed at some level that When the results are interpreted by age group, they indicate
their efforts are recognised by the company, and 15% (437) respondents aged 21 to 28 have the highest level of agreement
disagreed. This indicates that approximately 3 out of every 4 (83%). Participants in the age group 46 to 55 have the highest level of
employees agree that their efforts are recognised by their company. disagreement (17%) and across all age groups about 1 in 6
participants do not feel their efforts are rewarded and recognised
Interpreted by projected tenure, results indicate that employees by the company they work for.
to remain for longer than 12 months (86% or 641). This indicates that
approximately 5 out of 10 disengaging employees agree with this
statement, and almost 9 out of 10 engaged employees who agree.
24
Appendix
10. Employee Potential
with the following statement – “I am working to my full potential”
agreement with the statement – “I am working to my full potential”.
6.3%
Business Owner 5.3%
88.4%
3.5%
Strongly Disagree
102 7.6%
88.0%
6.6%
Disagree 192 18.0%
78.0%
13.1%
Moderately Disagree
379 25.0%
69.5%
5.5%
Neither 25.0%
161
67.8%
27.3%
Moderately Agree Team Leader / 24.5%
791
6.4%
Supervisor 69.1%
31.1%
Agree Team Member / General 29.1%
903
5.9%
Staff 65.0%
12.9%
Strongly Agree
374 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0
%
0 200 400 600 800 1000 1200 Level of Agreement Neither Level of Disagreement
Participants
100.0% 17.6%
89.0% > 66 5.4%
90.0% 82.8% 77.1%
78.8%
80.0% 19.6%
69.9% 70.6%
66.7% 56 - 65 6.0%
70.0% 74.4%
56.8%
60.0% 53.8% 23.9%
47.9% 46 - 55 5.5%
Age Group
50.0% 41.9% 70.6%

39.1% 37.5%
40.0% 25.9%
27.1% 25.5% 36 - 45 5.4%
30.0% 22.9% 68.7%
20.0% 14.7%
12.2% 25.9%
7.5% 29 - 35 5.0%
10.0% 69.1%
0.0% 8.3%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 21 - 28 8.3%
83.3%
Key Findings – Employee Potential

71% (2068) of respondents agreed that they are working to their full wish to remain for longer than 12 months (15% or 111). This indicates
potential and 23% (673) disagreed. This indicates that 1 in every 4 that approximately 4 out of 10 disengaging employees disagree that
employees do not believe they are working to their full potential. they are working to their full potential and almost 2 out of 10 engaged
employees disagree.
Interpreted by position, results indicate that the four groups from
general staff/team members through to middle managers share an Interpreted by age group, results indicate that respondents aged 21 to
average disagreement level of 25% (186). The highest result was from 28 have the highest level of agreement at 83% (743). Respondents
general staff/team members at 29.1% (216). This result suggests that aged between 29 to 45 have the highest level of disagreement (26%
almost 1 in every 3 participants that fall into the general staff/team or 231), suggesting that 1 in 4 employees between 29 and 45 do not
member category disagree that they are working to their full potential. believe they are working to their full potential.
Interpreted by projected tenure, results indicate that employees
average disagreement level of 42% (316), compared to those that
25
Appendix
11. Job Satisfaction
with the following statement – “I am satisfied with my current job”
agreement with the statement – “I am satisfied with my current job”.
5.3%
Business Owner 4.2%
3.3% 90.5%
Strongly Disagree
97
7.7%
6.6% 89.7%
Disagree
192
14.2%
10.7% 79.5%
Moderately Disagree
310
22.9%
7.2% 68.9%
Neither
209
21.8%
26.5% 71.4%
Moderately Agree
768 22.9%
Team Leader /
8.7%
Supervisor 68.3%
32.0%
Agree
927 Team Member / General 26.0%
7.4%
Staff 66.6%
13.6%
Strongly Agree
393
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0
%
0 200 400 600 800 1000 1200
Participants
100.0% 93.4% 14.7%

90.2%
> 66 4.9%
90.0% 82.3% 80.4%
80.7%
80.0% 72.5% 17.6%
68.9% 56 - 65 5.7%
70.0% 76.7%
59.5%
60.0% 20.2%
48.3% 49.4% 46 - 55 8.2%
Age Group
50.0% 71.6%
36.4% 36.2%
40.0% 24.4%
28.7% 36 - 45 8.1%
30.0% 67.5%
20.3%
15.1% 16.3%
20.0% 23.1%
10.6%
5.7% 29 - 35 7.6%
10.0% 4.4% 69.3%
0.0% 33.3%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 21 - 28 0.0%
66.7%
Key Findings – Job Satisfaction

72% (2,088) of survey respondents said they are satisfied with their This indicates that about 1 in 2 disengaging employees are
current job, and almost 21% (509) disagreed. This indicates that 1 in dissatisfied with their present job compared to about 1 out of 10
5 employees are not satisfied with their current job. engaged employees.
Interpreted by position type, results indicate that employees from Interpreted by age group, results indicate more than 80 % (717) of
general staff/team members through to middle managers share an respondents aged over 66 agree they are satisfied with their current
average disagreement level of around 23.4% (175). This suggests that job, compared to respondents aged 21 to 28, who have the highest
almost 1 in every 4 participants that fall into more junior positions are level of disagreement (33.3% or 297). This suggests 1 in 3
not satisfied with their current position. respondents aged 21 to 28 are not satisfied with their current job.
Interpreted by projected tenure, the weighted results indicate that
employees wanting to leave their current position in the next 12
months show an average disagreement level of 56% (420), compared
to those that wish to remain for longer than 12 months, of whom 9 %
are dissatisfied with their present job.
26
Appendix
12. Challenges
with the following statement – “My work is interesting and
challenging”
Figure 12.1 Survey Participants were asked to indicate their Figure 12.2 Position group interpretation of Figure 12.1
level of agreement with the statement – “My work is interesting
and challenging”.
1.3%
Strongly Disagree Executive / CEO 53.5% 34.2% 6.5%
39
3.7% Senior Management 35.2% 34.3% 19.7%

Disagree 107

Moderately Disagree 180

Neither 160
24.0%
Team Leader /
Moderately Agree 17.9% 36.8% 26.9%
693 Supervisor

35.5% 13.2% 33.7% 28.4%
Agree 1026 Staff
23.7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Strongly Agree 685
0 200 400 600 800 1000 1200
Participants
93.8% 95.7%
100.0% 7.9%
89.2% > 66 4.0%
90.0% 84.5% 88.1%
81.3%
75.9%
80.0% 8.3%
56 - 65 4.4%
70.0% 65.0% 87.3%
60.0% 54.4% 10.2%

46 - 55 5.6%
Age Group
47.6%
50.0% 43.4% 84.2%
40.0% 32.6% 14.3%

36 - 45 6.3%
30.0% 24.8% 79.4%
20.0% 15.5% 15.2%

9.1% 9.6% 29 - 35 7.0%
6.0% 4.8% 77.8%
10.0% 2.7%
0.0% 8.3%
21 - 28 0.0%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 91.7%
Key Findings – Challenges

83% (2396) of survey respondents indicated agreement that their compared to almost 6% (42) of those that wish to remain for longer
work is interesting and challenging and 11.2% (326) indicated than 12 months. Approximately 3 out of 10 disengaging employees
disagreement. This indicates 1 in 10 employees do not believe their disagree that their work is interesting and challenging compared to
work is interesting and challenging. 2 out of 10 engaged employees who disagreed.
Interpreted by position type, results indicate 13% (98) of team Interpreted by age group, results indicate that participants aged 21 to
members and general staff strongly agree with this statement, 28 have the highest level of agreement (92%). Participants aged 29 to
compared to 53.5% (397) of executives. 35 have the highest level of disagreement (15.2%).
Interpreted by projected tenure, results indicate 30% (225) of
months disagree that their work is interesting and challenging,
27
Appendix
13. Management Skills - Relationships
with the following statement – “I am satisfied with the relationship I
have with my manager”
agreement with the statement – “I am satisfied with the relationship I
have with my manager”. 4.3%
Business Owner 6.4%
89.4%
4.0% 10.3%
115 85.9%
4.6% 16.1%
134 79.4%
17.5%
14.9%
Neither 79.4%
186
Team Leader / 13.4%
19.6% 9.0%
567
32.8% 5.9%
Agree Staff 77.5%
950
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0
25.9%
Strongly Agree 750 %
0 200 400 600 800 1000 1200
Participants
100.0% 92.2% 16.0%

90.2% > 66 6.3%
90.0% 82.4% 77.7%
76.6% 76.4%
80.0% 12.4%
66.9% 56 - 65 8.0%
70.0% 79.5%
56.4% 56.3% 56.4%
60.0% 16.7%
46 - 55 6.1%
Age Group
50.0% 77.3%
40.0% 35.2% 35.0% 32.5% 17.1%

26.3% 36 - 45 6.6%
30.0% 76.3%
20.0% 15.6% 14.1%

11.3% 14.3%
6.6% 29 - 35 4.2%
10.0% 3.6% 81.5%
0.0% 16.7%
21 - 28 16.7%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 66.7%
Key Findings –
Management Relationship Skills
78% (2267) of respondents indicated agreement with the statement Interpreted by projected tenure, results indicate that employees
that they are satisfied with the relationship they have with their wanting to leave their current position in the next 12 months show an
manager and 15.4% (445) indicated a level of disagreement. average agreement level of 54% (400), compared to those that wish
to remain for longer than 12 months, at 85% (635). This indicates that
Interpreted by position type, the weighted results indicate that general
approximately 5 out of 10 disengaging employees agreed with this
staff/team members and general managers through to senior
statement compared to almost 9 out of 10 engaged employees.
managers share an average disagreement level of 16%, with the
highest result from middle managers at 17.5%. This suggests that Interpreted by age group, results indicate that participants aged 29
almost 1 in every 6 respondents from these employee categories are to 35 have the highest level of agreement (81.5%) and respondents
not satisfied with the relationship they have with their manager. aged 36 to 45 have the highest level of disagreement at (17%).
28
Appendix
14. Management Skills - Managing
with the following statement – “My manager is good at managing
people”
“My Manager is good at managing people”. 7.9%
Business Owner 4.5%
87.6%
4.7% 13.3%
137 77.2%
6.9% 25.5%
201 68.3%
25.6%
18.9%
Neither 186 75.8%
Team Leader / 21.8%

27.6% 5.2%
804

28.9% 6.5%
Agree Staff 72.8%
841
15.3% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0
Strongly Agree %
446
0 200 400 600 800 1000 1200
Participants
100.0% 22.8%
87.4% > 66 6.8%
90.0% 83.8% 70.4%
76.1%
80.0% 19.1%
67.8% 69.7% 56 - 65 8.2%
70.0% 72.6%
60.5% 58.1%
60.0% 51.1% 23.8%
48.5% 46 - 55 6.1%
Age Group
50.0% 43.4% 70.1%

39.8%
40.0% 23.7%
29.9% 29.9% 36 - 45 5.1%
25.8% 71.2%
30.0% 22.5%
18.9%
20.0% 11.9% 19.0%
8.0% 29 - 35 6.1%
10.0% 74.9%
0.0% 33.3%
21 - 28 8.3%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 58.3%
Projected Tenure 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
Key Findings – Management Skills

(Managing)
78% (2267) of respondents indicated agreement with the statement Interpreted by projected tenure, results indicate that employees
that they are satisfied with the relationship they have with their wanting to leave their current position in the next 12 months show an
manager and 15.4% (445) indicated a level of disagreement. average agreement level of 54% (400), compared to those that wish
to remain for longer than 12 months, at 85% (635). This indicates that
Interpreted by position type, the weighted results indicate that general
approximately 5 out of 10 disengaging employees agreed with this
staff/team members and general managers through to senior
statement compared to almost 9 out of 10 engaged employees.
managers share an average disagreement level of 16%, with the
highest result from middle managers at 17.5%. This suggests that Interpreted by age group, results indicate that participants aged 29
almost 1 in every 6 respondents from these employee categories are to 35 have the highest level of agreement (81.5%) and respondents
not satisfied with the relationship they have with their manager. aged 36 to 45 have the highest level of disagreement at (17%).
29
Appendix
15. Management Skills - Communication
Survey participants were asked to indicate their level of agreement with
the following statement – “My manager communicates clearly”
agreement with the statement – “My manager communicates clearly”.

3.8%
Strongly Disagree 111
Executive / CEO 15.2% 36.7% 25.3%
Disagree 6.6%
191
9.2%
Moderately Disagree 267
Neither 7.4%
216
27.0%
Moderately Agree 788 Team Leader /
14.1% 33.3% 27.7%
Supervisor
31.7%
Agree 923 Team Member / General
15.7% 31.7% 26.9%
Staff
14.3%
Strongly Agree
418
0% 20% 40% 60% 80% 100%
0 200 400 600 800 1000 1200 Strongly Agree Agree Moderately Agree
Participants
100.0% 18.9%
86.7% > 66 10.7%
90.0% 84.0% 70.4%
80.0% 73.0% 74.9% 17.5%

71.8%
56 - 65 8.8%
70.0% 73.7%
60.0% 53.9% 53.3% 54.7% 55.1%

20.7%
46 - 55 6.5%
Age Group
50.0% 72.8%
37.1% 38.5%
40.0% 35.0% 35.2%
21.7%
36 - 45 7.3%
30.0% 71.0%
19.7% 18.0% 19.5%
20.0% 17.5%
9.7% 29 - 35 6.1%
7.3%
10.0% 76.4%
0.0% 25.0%
21 - 28 0.0%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 75.0%
Key Findings –
Management Skills (Communication)
73% (2129) of respondents agreed that their manager communicates Interpreted by age group, results indicate respondents aged 29 to 34
clearly and 19.5% (569) disagreed, indicating that 1 in every 10 have the highest level of agreement (76%) and respondents aged 21
employees does not believe that their manager communicates clearly. to 28 have the highest level of disagreement (25.%). This suggests 1
in 4 participants between the ages of 21 and 28 do not believe their
Interpreted by projected tenure, results indicate that almost 41% of manager communicates clearly.
months believe their manager does not communicate clearly,
compared to 14% of those that wish to remain for longer than 12
months. These figures indicate that approximately 4 out of 10
disengaging employees disagreed with this statement, compared to
approximately 1 out of 10 engaged employees.
30
Appendix
16. Management Skills - Support
the following statement – “My manager supports my development goals”
of agreement with the statement – “My manager supports my
development goals”.
3.4%
Business Owner 8.0%
88.6%
3.0%
88 Executive / CEO 13.3%
77.2%
4.7%
Disagree 136 13.5%
77.2%
5.6%
162 Middle Management 12.3%
71.7%
10.3%
Neither 14.0%
300 Line / Unit Manager 9.5%
76.5%
21.3%
619 7.5%
Supervisor 79.5%
Agree 33.9%
987 Team Member / General 12.3%
10.4%
Staff 77.3%
21.2%
Strongly Agree 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0
616
%
Participants
100.0% 12.6%
88.5% 89.7%
> 66 16.0%
90.0% 82.5% 71.4%
80.0% 74.1% 71.9%

70.5% 13.9%
56 - 65 11.4%
70.0% 74.7%
60.0% 54.6% 55.6%

50.3% 13.8%
46 - 55 9.3%
Age Group
50.0% 76.9%
40.0% 34.1%
14.5%
29.1% 36 - 45 9.6%
25.6%
30.0% 75.9%
18.8%
20.0% 15.5%
12.9% 9.8%
9.0% 29 - 35 9.4%
5.9% 3.6%
10.0% 80.7%
0.0% 16.7%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 21 - 28 0.0%
83.3%
Key Findings –
Management Skills (Support)
76% (2222) of respondents agreed that their manager supports their managers do not support their development goals and about 8 out of
development goals and 13% (386) indicated a level of disagreement. 10 “engaged” employees agree.
This indicates that about one in every 10 employees do not believe
Interpreted by age group, results indicate that participants aged 21 to
that their manager supports their development goals.
28 have the highest level of agreement at 83.3% and participants
Interpreted by projected tenure, results indicate that employees aged 36 to 45 have the highest level of disagreement at 14.5%.
average agreement level of 54% (403), compared to 84% of those
that wish to remain for longer than 12 months. This indicates that
approximately 5 out of 10 disengaging employees believe their
31
Appendix
17. Management Skills - Equality
the following statement – “My manager treats all employees equally”
“My manager treats all employees equally”.
5.7%
Business Owner 5.7%
88.6%
5.2%
152 Executive / CEO 11.4%
75.3%
6.9%
Disagree 25.5%
200 Senior Management 7.9%
66.7%
10.2%
295 Middle Management 8.1%
67.1%
Neither 8.1%
236 23.9%
68.2%
20.7%
600 8.5%
Supervisor 70.0%
32.3%
Agree Team Member / General 21.6%
938 7.6%
Staff 70.8%
16.6%
Strongly Agree 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0
483
%
Participants
21.8%
100.0% > 66 11.2%
67.0%
90.0% 83.8%
80.5%
23.2%
80.0% 73.1% 56 - 65 8.0%
69.1% 68.9%
70.0% 65.5%
56.9% 21.0%
60.0% 51.5% 46 - 55 8.8%
Age Group
50.4% 48.9% 70.2%

50.0% 41.8%
38.1% 25.1%
40.0% 32.9% 33.3% 36 - 45 6.3%
68.6%
30.0% 25.0%
20.4% 22.2%
19.7%
20.0% 14.0% 29 - 35 8.3%
9.0% 71.9%
10.0%
25.0%
0.0% 21 - 28 8.3%
66.7%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
Projected Tenure
Level of Agreement Level of Disagreement
Key Findings –
Management Skills (Equality)
70% (2021) of respondents agree that their manager treats all this statement, and almost 8 out of 10 engaged employees agreed.
employees equally, and 22% (647) indicate a level of disagreement.
Interpreted by age group, results indicate that participants aged 29 to
This indicates that 1 in 10 employees does not believe that their
35 have the highest level of agreement (72%). Respondents aged 36
manager treats all employees equally.
to 45 have the highest level of disagreement (25%). This suggests that
Interpreted by projected tenure, results indicate that employees 1 in every 4 participants aged between 36 and 45 believes that their
wanting to leave their current position in the next 12 months show an manager does not treat all employees equally.
to remain for longer than 12 months, 76% (566). These figures
indicate that around 5 out of 10 disengaging employees agreed with
32
Appendix
18. Management Skills – Problem Solving
the following statement – “My manager is good at problem solving”
“My manager is good at problem solving”. 1.1%
Business Owner 1.1%
4.4%
2.4% 3.2%
71 3.8%
3.9% 2.2%
113 6.3%
6.5% 2.7%
Moderately Disagree Middle Management 3.7%
188 8.9%
8.4% 1.9%
Neither Line / Unit Manager 4.2%
244 7.2%
21.6% Team Leader / 1.9%

Moderately Agree 5.2%
627 Supervisor 5.6%
34.6% Team Member / General 2.9%

Agree 3.5%
1005 Staff 5.3%
Strongly Agree 22.7% 0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 9.0% 10.0%
660
Moderately Disagree Disagree Strongly Disagree
0 200 400 600 800 1000 1200
Participants
100.0% 90.9% 14.6%

89.2% > 66 7.3%
90.0% 83.9% 78.0%
77.6%
80.0% 74.7%
13.5%
56 - 65 10.1%
70.0% 62.9% 61.2% 61.9% 76.4%
60.0% 12.5%
48.5% 46 - 55 8.2%
Age Group
50.0% 79.3%
40.0% 32.9% 14.9%

27.4% 26.1% 36 - 45 7.2%
30.0% 77.9%
17.2%
20.0% 14.2% 14.5%
10.7% 8.5%
6.3% 29 - 35 8.5%
10.0% 3.9% 83.0%
0.0% 8.3%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 21 - 28 8.3%
83.3%
Key Findings –
Management Skills - Problem Solving
79% (2292) of survey participants agree that their manager is good at Interpreted by projected tenure, results indicate that employees
problem solving and 13% (372) indicating a level of disagreement. wanting to leave their current position in the next 12 months show an
This indicates approximately 1 in every 10 employees does not believe average agreement level of 59% (438), compared to those that wish
that their manager is good at problem solving. to remain for longer than 12 months (85%). These figures indicate
that approximately 5 to 6 of 10 disengaging employees agreed with
Interpreted by position type, results indicate that the middle this statement and approximately 8 to 9 engaged employees agreed.
management category shows the highest level of disagreement
(15.3%). This suggests that around 1 in every 6 mid level managers Interpreted by age group, results indicate respondents aged 21 to 28
do not believe that their manager is good at problem solving. have the highest level of agreement (83%) and respondents aged 36
to 45 have the highest level of disagreement at (15%).
33
Appendix
19. Management Skills - Appreciation
the following statement – “My manager appreciates me”
agreement with the statement – “My Manager appreciates me”.
3.4%
Business Owner 8.0%
2.7% 88.6%
Strongly Disagree
79
6.4%
4.2% 82.7%
Disagree
122
9.1%
4.5% 85.8%
Moderately Disagree
132
13.3%
7.6% 79.1%
Neither
222
12.2%
21.6% 82.1%
Moderately Agree
627
Team Leader / 10.4%
8.3%
Supervisor 81.4%
Agree 36.6%
1062
9.1%
Staff 77.3%
Strongly Agree 22.7%
660
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0
%
0 200 400 600 800 1000 1200
Participants
100.0% 93.1% 13.7%

90.7%
86.1% > 66 8.8%
90.0% 82.4% 77.5%
79.2%
80.0% 74.4%
10.4%
56 - 65 7.4%
70.0% 82.3%
59.9% 58.6%
60.0% 11.9%
47.9% 46 - 55 7.7%
Age Group
50.0% 80.5%
38.2%
40.0% 12.6%
27.9% 36 - 45 7.6%
30.0% 24.1% 79.8%
20.0% 15.3%
11.2% 11.7% 9.6%
6.5% 5.4% 29 - 35 6.8%
10.0% 2.1% 83.6%
0.0%
16.7%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 21 - 28 16.7%
66.7%
Key Findings – Management Skills

(Appreciation)
81% (2349) of survey respondents agreed that their manager Interpreted by projected tenure, results indicate that 58% of employees
appreciates them, and 11.5% (333) indicated a level of disagreement. wanting to leave their current position in the next 12 months agree that
This suggests that about 1 in every 10 employees do not believe that their managers appreciate them compared to 99% of those that wish
their manager appreciates them. to remain for longer than 12 months. This indicates that approximately
6 out of 10 “disengaging” employees agreed with this statement, and
Interpreted by position type, results indicate that the highest levels of
close to every 9 out of 10 “engaged” employees agreed.
disagreement (146%) were for team members/general staff followed
by middle management (13%) and line and unit managers (12%). Interpreted by age group, results indicate that participants aged 29 to
35 have the highest level of agreement (84%) and respondents aged
21 to 28 have the highest level of disagreement (17%).
34
Appendix
20. Management Skills –
Goals And Objectives
the following statement – “My manager sets clear goals and objectives”
of agreement with the statement – “My manager sets clear goals
and objectives”.

121 Executive / CEO 18.6% 31.4% 25.6%
Disagree 6.7% Senior Management 12.0% 31.2% 26.7%

195
Moderately Disagree 9.3% Middle Management 9.4% 27.5% 27.9%

270
Neither 9.6% Line / Unit Manager 15.6% 30.5% 24.8%

278
27.0% Team Leader /

780 Supervisor

29.4% 14.2% 29.3% 28.6%
Agree Staff
852
13.8% 0% 20% 40% 60% 80% 100%

Strongly Agree 398
0 200 400 600 800 1000 1200
Participants
100.0%
19.7%
86.8% > 66 10.8%
90.0% 82.8% 69.5%
80.0% 73.9%
68.8% 17.5%
65.5% 56 - 65 10.6%
70.0% 71.9%
57.1%
60.0%
48.5% 49.1% 49.1% 21.6%
46 - 55 9.5%
Age Group
50.0% 68.9%
39.3%
36.2% 34.9%
40.0%
30.7% 22.9%
23.4% 36 - 45 8.7%
30.0% 68.5%
19.0% 19.3%
20.0% 11.8% 17.7%
6.5% 29 - 35 9.2%
10.0% 73.1%
0.0%
33.3%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure 21 - 28 8.3%
Months Months Months Months Months Months Years Years 58.3%
Projected Tenure
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
Key Findings –
Management Skills (Goals And Objectives)
81% (2349) of respondents agreed that their manager sets clear Interpreted by projected tenure, results indicate that employees
goals and objectives and 20% (586) disagreed, indicating that wanting to leave their current position in the next 12 months show an
approximately 1 in every 10 employees disagree that their manager average disagreement level of 42% (302), compared to those that
sets clear goals and objectives. wish to remain for longer than 12 months (15%). These figures
indicate that approximately 4 out of 10 disengaging employees
Interpreted by position type, results indicate that fewer middle disagreed with this statement, and approximately 1 to 2 out of 10
managers (9%) and senior managers (12%) strongly agreed that their engaged employees disagreed.
manager sets clear goals and objectives.
Interpreted by age group, results indicate that respondents aged 29 to
35 have the highest level of agreement (73%). Participants aged 21 to
28 have the highest level of disagreement (33.3%).
35
Appendix
21. Management Skills –
Motivation and Inspiration
the following statement – “My manager motivates and inspires me”
of agreement with the statement – “My manager motivates and
inspires me”.
100.0%
90.0% 83.3%
7.2% 78.8%
207
66.7% 65.5%
7.3%
70.0% 62.1%
Disagree
210
58.5%
60.0% 52.6%
49.1%
Moderately Disagree 9.7% 50.0% 44.6%
281 39.4%
37.6%
40.0% 32.8%
Neither 12.1%
351 25.9% 24.3%
30.0% 21.2% 21.9%

721 7.9%
10.0%
24.3%
Agree
703 0.0%
0-3 3-6 6-9 9 - 12 12 - 18 18 - 24 3-4 5+ Not Sure
14.5% Months Months Months Months Months Months Years Years
Strongly Agree
420
Projected Tenure
0 200 400 600 800 1000 1200
Participants Level of Agreement Level of Disagreement
24.1%
6.9% > 66 13.3%
86.2%
11.4% 21.1%
Executive / CEO 17.1% 56 - 65 14.0%
71.5% 64.9%
25.9%
Senior Management 10.1% 25.6%
64.0% 46 - 55 11.7%
Age Group
62.7%
27.4%
60.2% 27.7%
36 - 45 11.6%
23.5% 60.8%
65.0%
20.4%
Team Leader / 24.4% 29 - 35 11.0%
12.2% 68.6%
Supervisor 63.4%
Team Member / General 24.5% 33.3%

12.9% 21 - 28 8.3%
Staff 62.6%
58.3%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0
% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
Key Findings –
Management Skills (Motivation)
64% (1844) of survey participants agreed that their manager When the results are interpreted by projected tenure, the weighted
motivates and inspires them and 24% (698) indicated a level of results indicate that employees wanting to leave their current position
disagreement. This indicates that approximately 1 in every 10 in the next 12 months show an average disagreement level of 51.9%
employees disagree that their manager motivates and inspires them. (388), compared to those that wish to remain for longer than 12
7% (207) of survey participants strongly disagreed that their manager months, at 16.8% (125). These figures indicate that approximately 5
motivated and inspired them. out of 10 disengaging employees disagreed with this statement, and
Interpreted by position type, results indicate that the middle managers approximately 1 to 2 out of 10 engaged employees disagreed.
had the highest result from participants that disagreed, at 27.4 (204) When the results are interpreted by age group, the weighted results
and the averaged of all groups from team members / general staff to indicate that participants in the age group of 29 to 35 have the highest
senior managers was 25.1% (187). These results suggest that around level of agreement at 68.6% (612). Participants in the age group of 36
1 in every 4 participants from general staff through to senior to 45 have the highest level of disagreement at 27.7% (247).
managers disagree that their manager motivates and inspires them.
36
Appendix
22. Tenure
This section analyses the period in which employees believe they will
remain in their current position with their current employer.
Survey participants were asked to select a time frame regarding the

following statement – “Approximately, how much longer do you think you
will remain with your current employer?”
Figure 22.1 Survey Participants were asked to indicate Figure 22.2 Position group interpretation of Figure 21.1
“Approximately, how much longer do you think you will remain
with your current employer”. 10+ Years 4.1%
9.2%
12.3%
5-10 Years 8.7%
0 - 3 Months 5.7%
167
4-5 Years 7.1%
6.9%
3 - 6 Months 6.8%
199 9.7%
3-4 Years 10.2%
6 - 9 Months 4.0%
118 14.0%
2-3 Years 20.5%
9 - 12 Months 6.0%
177 21.4%
1-2 Years 23.4%
12 - 18 Months 8.0%
234 8.1%
9-12 Months 7.3%
18 - 24 Months 12.1%
355 7.4%
6-9 Months 8.1%
3 - 4 Years 15.2%
444 6.6%
3-6 Months 7.2%
5 + Years 25.9%
757 4.3%
0-3 Months 3.7%
Not Sure 16.3%
477
0.0% 5.0% 10.0% 15.0% 20.0% 25.0%
0 100 200 300 400 500 600 700 800
Participants < 12 Months > 12 Months
1.5%
15+
7.3% 0.3% 3.1%
Business Owner 85.4% 14 0.6%
7.3%
13 0.2%
7.5% 0.4%
Executive / CEO 84.4% 11 0.2%
8.1% 2.6%
10
0.7% 3.4%
Senior 13.3%
66.1% 9 0.8%
Management 20.7% 2.0%
8 2.0%
15.8% 2.7%
Middle
60.7%
7 3.7%
Management 23.5% 3.5%
6 6.0%
8.1%
19.2% 5 10.1%
Line / Unit Manager 56.6% 8.0%
24.2% 4 11.8%
14.6%
Team Leader / 19.2% 3
59.4% 11.9%
Supervisor 21.4% 2 18.9%
16.4%
19.2% 1 16.2%
Team Member / 12.7%
52.9%
General Staff 28.0% 0 20.7%
17.1%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0%
< 12 Months > 12 Months Not Sure

< 12 Months > 12 Months
37
Appendix
Figure 22.5 Age Group interpretation of Figure 22.1
‘Not Sure’ option has been excluded.
> 66 18.2% 72.7%
56 - 65 13.5% 74.0%
46 - 55 17.1% 67.1%
Age Group
36 - 45 21.1% 61.7%
29 - 35 27.7% 55.0%
21 - 28 30.0% 54.3%
< 21 33.3% 58.3%
0% 20% 40% 60% 80% 100%
< 12 Months > 12 Months
Key Findings- Tenure

22% of respondents indicate they will leave their employer within 12
months and 61% indicated they see themselves remaining with their
current employer for longer than 12 months. Results show that
approximately 30.5% (895) will leave within 12-18 months, and a total of
42.5% (1247) will leave within 18-24 months. 16%. (477) of respondents
were not sure when or if they will look at leaving their employer.
Interpreted by position type, results indicate that 28% (210) of the
participants in the team member/general staff group will leave their
current employer within 12 months while 8% (465) of executives and
CEOs will leave. This suggests that just over 1 in 4 junior employees
will leave their employer in the next 12 months.
Interpreted by current position length, results indicate that 23% (146)
of respondents that wish to leave their employer in the next 12
months have been in their current position for 1 to 2 years. 26% (164)
of the employees wishing to leave in the next 12 months have been in
their current position for 12 months or less. This result suggests that 1 in
4 participants will begin disengaging within 12 months of recruitment.
Interpreted by age group, figures indicate that 30% (270) of
respondents aged between 21 and 35 will leave their current position
within the next 12 months.
38
Appendix
23. Employee Disengagement –
The Factors
Survey participants that select a period between 0 and 12 months in
question 22 were directed to the following question – “You said you would
remain with your employer no more than 12 months; please indicate the
most important reasons why”
Figure 23.1 Survey Participants were asked to select the most Figure 23.2 Age Group interpretation of the 4 top reasons
important reasons as to why they will leave their current employer in selected in Figure 23.1
the next 12 months.
26.7%
53.7% 43.3%
There are no career advancement prospects 355 56+ 13.3%
44.5% 30.0%
I am not rewarded or recognised for my efforts 294
40.5%
I am bored with my job 268 54.8%
38.6% 40.9%
I can get a better pay elsewhere 255 46 - 55 28.7%
30.1%
Lack of communication\co-operation with Management 199 29.6%
22.5%
20.1% 62.2%
The culture is not very supportive or friendly 133 55.3%
36 - 45 36.2%
20.0%
The job has a poor work / life balance 132 45.2%
19.8%
Unreasonable pressure and demands 131
15.3% 50.5%
My Manager and I have a poor relationship 101 46.2%
13.0% 29 - 35 44.1%
Personal Reasons 86 38.2%
9.5%
Lack of Job Security 63
8.0% 51.4%
Poor corporate social responsibility 53 31.0%
7.1% 21 - 28 47.9%
I am on a Contract that ends in 0-12 Months 47
1.7% 48.6%
I do not get along with my co-workers 11
0 50 100 150 200 250 300 350 400 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%
There are no career advancem ent prospects

I am not rew arded or recognised for m y efforts
I can get a better pay elsew here
I am bored w ith m y job
Figure 23.3 Position type interpretation of the main reason from Figure 23.4 Position type interpretation of the second reason
Figure 23.1 from Figure 23.1
Business Ow ner 28.6%

Business Ow ner 14.3%



Team Leader / Supervisor 49.5% Team Leader / Supervisor 44.0%
Team Member / General Staff 61.9% Team Member / General Staff 44.8%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
There are no career advancement prospects I am not rew arded or recognised for my efforts
39
Appendix
Figure 23.5 Position type interpretation of the third reason Figure 23.6 Position type interpretation of the fourth reason
from Figure 23.1 from Figure 23.1
Business Ow ner 28.6% Business Ow ner 0.0%
Executive / CEO 15.4% Executive / CEO 15.4%

Team Leader / Supervisor 51.6%
Team Member / General Staff 41.0%
Team Member / General Staff 48.6%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0%
I can get a better pay elsew here
I am bored w ith my job
Key Findings –
Employee Disengagement – The Factors
The key reasons an employee said they were leaving their current role
within 12 months were:–
There are no career advancement prospects – 53.7% (355)
I am not rewarded or recognized for my efforts – 44.5% (294)
I am bored with my job – 40.4% (268)
I can get better pay elsewhere – 38.6% (255)
When the results were interpreted against employee age, the weighted
results indicated that respondents aged between 36 and 45 were the
most concerned with no career advancement prospects ( 62% or 555
respondents). This was followed by 46 to 55 year olds (55%) and
21-28 year olds (51%). Apart from respondents in the 56-plus age
group, these results suggest that 1 in every 2 employees are leaving
their employer due to lack of career opportunities.
Interpreted by position group, the weighted results indicate that team
members and general staff are the most concerned with a lack of
career opportunities, with a result of 61.9% (465).
In regards to reward and recognition, middle managers were the most
concerned (49%).
In regards to job satisfaction, 49% (365) of team members and
general staff indicated they are bored with their current job.
52% of team leaders and supervisors indicated that they are
concerned with their level of pay, and will look elsewhere for
better benefits
40
Appendix
24. Employee Engagement – The Factors
Survey participants that selected a period of 12 months or more in
question 22 were directed to the following question – “You indicated that
you would remain with your company for longer than 12 months or are
not sure; please indicate the most important factors that are keeping
you there.”
Figure 24.1 Survey Participants were asked to indicate the most Figure 24.2 Age Group interpretation of the top 4 factors indicated
important factors that are keeping them in their current place in Figure 24.1
of employment.
58.8%
56+ 73.7%
44.8%
A sense of purpose and meaning in my job 61.9% 1404
60.3%
60.8%
A good relationship with my Co-Workers 1378 53.9%
54.6% 46 - 55 70.2%
A good relationship with my Manager 1238 52.5%
52.5% 58.7%
New and Interesting Challenges 1190
50.2% 51.4%
Great work / life balance 1137
48.4% 36 - 45 60.2%
Fair and Reasonable Pay and Employee Benefits 52.7%
1097 56.1%
37.8%
Long term Job Security 856
35.7% 49.1%
Development opportunities - training\rotation 809 54.2%
32.1% 29 - 35 56.4%
A culture of fairness / equality among co-workers `
728 61.3%
31.7%
Open communication with Management 719
30.3% 49.3%
Reward and Recognition 688 21 - 28 51.0%
30.3% 60.5%
A set career path / promotional opportunities 687 68.5%
28.4%
Feeling more valued by the organisation 643
8.2% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
5.0%
Better Social Responsibility i.e. fundraising 113 New and Interesting Challenges
0.7% A sense of purpose and m eaning in m y job
No factors apply 16
A good relationship w ith m y Manager
0 200 400 600 800 1000 1200 1400 1600 A good relationship w ith m y Co-Workers
Figure 24.3 Position Group interpretation of the top reason Figure 24.4 Position Group interpretation of the second reason
Senior Management 68.4% Senior Management 54.2%
Middle Management 62.1% Middle Management 58.6%
Line / Unit Manager 56.6% Line / Unit Manager 63.4%
0.0% 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
% % % % % % % % %
A sense of purpose and meaning in my job A good relationship w ith my Co-Workers
41
Appendix
Figure 24.5 Position Group interpretation of the third reason Figure 24.6 Position Group interpretation of the fourth reason
Senior Management 57.0% Senior Management 60.0%
Middle Management 53.2% Middle Management 50.1%
Line / Unit Manager 57.6% Line / Unit Manager 49.3%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
A good relationship w ith my Manager New and Interesting Challenges
Key Findings –
Employee Engagement – The Factors
If an employee selected not sure or 12-plus months in question 22, New and interesting challenges achieved the highest result from
they were asked to indicate the main reasons as to why they were executives and CEOs with 72.5% (544) of this group rating this
staying their current role. The top reasons were: factor highly.
A sense of purpose and meaning in my job – 62% (1404) The key reasons an employee said they were leaving their current role
within 12 months were:–
A good relationship with my co-workers – 61% (1378)
There are no career advancement prospects – 53.7% (355)
A good relationship with my manager – 55% (1238)
I am not rewarded or recognized for my efforts – 44.5% (294)
New and interesting challenges – 52.5% (1190)
I am bored with my job – 40.4% (268)
Interpreted against employee age, results indicate that a sense of
purpose and meaning in their job is most important to 74% (657) of I can get better pay elsewhere – 38.6% (255)
employees aged 56 or over. This is followed closely by employees in When the results were interpreted against employee age, the weighted
the age group 46 to 55 (70%). A good relationship with co-workers results indicated that respondents aged between 36 and 45 were the
was the most important factor for employees aged between 21 and most concerned with no career advancement prospects ( 62% or 555
28 (68.5%), followed closely by employees aged 29 to 35 (61%). respondents). This was followed by 46 to 55 year olds (55%) and
Interpreted by position group, 83% of executives and CEOs have the 21-28 year olds (51%). Apart from respondents in the 56-plus age
highest result in regards to having a sense of purpose and meaning group, these results suggest that 1 in every 2 employees are leaving
in their job. their employer due to lack of career opportunities.
Team Leaders and supervisors rate the most important factors to be a Interpreted by position group, the weighted results indicate that team
good relationship with their co-workers (68.3%). members and general staff are the most concerned with a lack of
career opportunities, with a result of 61.9% (465).
The relationship one has with their manager rated highest for line and
unit managers (58%).
42
Appendix
25. Survey Demographics
Exactly 2928 survey participants were part of this survey.
Below are the demographic details of their backgrounds.
Gender State
WA 9.4% 267
53.3% 48.1%
VIC 1367
Female
1560
TAS 2.3%
64
Gender
State
SA 0.9%
26
46.7% QLD 20.9% 594

Male
1368 NT 1.3%
38
NSW 17.1%
487
0 200 400 600 800 1000 1200 1400 1600 1800 0 500 1000 1500
Age Group Position Group
7.5% Business Owner 3.3%

56+ 96
219
Executive / CEO 5.5% 160
23.0%
46 - 55
674
Position Group
498
Age Group
30.5%
36 - 45
892 Middle Management 24.6% 715

22.9% 265
29 - 35
671
426
16.1%
21 - 28
472 Team Member / General Staff 25.8% 751
0 200 400 600 800 1000 0 200 400 600 800
Salary Range Company Size
> $150,001 5.2%

150 66.6%
100+ Employees
1949
$100,001 - $150,000 15.7%
449
17.8% 50-100 10.6%

Company Size
$80,001 - $100,000
Salary Range
509 Employees 310
$60,001 - $80,000 26.3%

755
14.4%
27.6% 10-50 Employees
$40,001 - $60,000 792 421
$20,001 - $40,000 6.6%

189 8.5%
1-10 Employees
0.8% 248
< $20,000 23
0 500 1000 1500 2000 2500

0 200 400 600 800 1000
43
Australian Institute of Management – Victoria & Tasmania ABN 58 004 239 981
181 Fitzroy St, St. Kilda Vic 3182 PO Box 112 St Kilda
T +61 3 9534 8181 from 9 - 6pm F +61 3 9534 5050 E enquiry@aimvic.com.au W aimvic.com.au
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Managing the Future Survey Series Survey 2

What keeps employees Executive Summary 3

By Australian Institute of Management VT

For further information regarding the results of Key Findings 7

Summary & Conclusion 13

With the labour market heading towards zero unemployment, the

0 200 400 600 800 1000

0 200 400 600 800 1000

Survey response to the statement - “I work for a great company”.

Business Owner 66.7% 25.8%

Senior Management 32.2% 37.4% 20.1%

Middle Management 21.6% 39.4% 25.5%

Line / Unit Manager 18.1% 47.9% 22.3%

Strongly Agree Agree Moderately Agree

Team Leader / 21.8%

Team Member / General 20.7%

Team Leader / 21.6%

Team Member / 21.6%

Team Leader / 19.2%

Team Member / 19.2%

< 12 Months > 12 Months Not Sure

0 50 100 150 200 250 300 350 400

0 200 400 600 800 1000 1200 1400 1600

Strongly Disagree 0.8% 4.3%

Moderately Disagree 4.1%

Moderately Agree 23.7%

0 200 400 600 800 1000 1200

Figure 1.4 Age Group interpretation of Figure 1.1

Level of Agreement Neither Level of Disagreement

Key Findings – Perception Of A Company

Moderately Disagree 3.3%

Level of Agreement Level of Disagreement Level of Agreement Neither Level of Disagreement

Key Findings – Social Responsibility

Strongly Disagree 1.2% Executive / CEO 49.0% 33.8% 10.2%

Disagree 3.4% Senior Management 27.8% 36.0% 18.3%

7.1% Middle Management 17.3% 38.5% 26.0%

5.8% Line / Unit Manager 13.6% 42.0% 25.0%

100.0% 94.6% 13.6%

80.0% 71.4% 10.9%

Level of Agreement Level of Disagreement Level of Agreement Neither Level of Disagreement

Key Findings – Cultural Values

Team Leader / 2.8%

Team Member / General 2.4%

16.6% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0%

20.0% 12.4% 14.1% 15.1%

Level of Agreement Level of Disagreement Level of Agreement Neither Level of Disagreement

Neither 6.7% 2.6%

Moderately Agree 24.2% Team Leader / 1.9%

Agree 33.2% Team Member / General 2.4%

Strongly Agree 21.3%

100.0% 92.2% 13.9%

Level of Agreement Level of Disagreement Level of Agreement Neither Level of Disagreement

Key Findings – Training And Development

1.1% Executive / CEO 64.8% 22.0% 9.4%

3.4% Senior Management 37.6% 34.9% 15.2%

4.8% Middle Management 24.0% 36.2% 19.7%

7.6% Line / Unit Manager 21.6% 42.4% 22.3%

Team Member / General

28.2% 0% 20% 40% 60% 80% 100%

80.0% 72.7% 6.3%

Level of Agreement Level of Disagreement Level of Agreement Neither Level of Disagreement