Departure View Summary Report Alpha Company Q3 - 2010 Corporate Leadership Council Human Resources Report Highlights Executive Summary - Pg. 3 Top Reasons.

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Departure View Summary ReportAlpha Company

Q3 - 2010

Corporate Leadership Council Human Resources

Report Highlights

• Executive Summary - Pg. 3

• Top Reasons for Departure - Pg. 5

• Employment Value Proposition - Pg. 8

• Net Promoter Score - Pg. 12

• Future Job Analysis - Pg. 17

Corporate Leadership Council

2© 2010 The Corporate Executive Board Company. All Rights Reserved.

About Your CLC HR Departure View Report

Thank you for your recent participation in CLC HR’s Departure View tool.

Your exit report is designed to answer these main questions:

1) What are the top reasons why employees are leaving the organization?

2) Which employment value proposition (EVP) attributes* are driving dissatisfaction for departing employees?

3) How likely are employees to recommend your organization as a great place to work (i.e., your Net Promoter Score**)?

4) Have employees accepted another job at a different organization, and what does that job look like?

We believe that the answers to these questions are critical inputs to the successful management of any workforce.

Your report is based on the responses of 78 Alpha Company employees that completed the survey during the second quarter of 2010. The benchmark information in this report is based on 22 pilot organizations from 7 countries and 12 industries.

Thank you again for your participation. We look forward to speaking with you soon.

Best wishes,CLC HR Product Team

* The Council’s 38 EVP attributes and based on the Attracting and Retaining Critical Talent Segments quantitative research study.

** Net Promoter Score (NPS) is calculated from the question in the survey, “How likely is it that you would recommend [organization] to a friend or colleague as a great place to work?”. This question is asked on a 0-10 scale with 0 being not at all likely and 10 being extremely likely. The net promoter score equals the percentage of employees who selected 9 and 10 (they are known as promoters) minus the percentage of employees that selected 6 or below (they are known as detractors). Therefore the higher the score, the more positive the outcome.

Net Promoter Score is the trademark of Satmetrix Systems, Inc., Bain & Company, and Fred Reichheld.



Executive Summary

Top Reasons for Departure

Employment Value

Proposition

Net Promoter Score

Future Job Analysis

Road Map for Your Report



Alpha Company Benchmark

Dissatisfied with Work – 45%

(Benchmark – 33%)

Better Job Offer – 42%

(Alpha Company – 31%)

Better Job Offer – 31%

(Benchmark – 42%)

Dissatisfied with Work – 33%


Retirement – 22%

(Benchmark – 35%)

Retirement – 35%



Percent of Employees Accepting Other PositionsWhich Employment Value Proposition Elements Are Departing Employees Least Satisfied With?

Alpha Company Q3 Benchmark

Alpha Company Benchmark

Future Career Opportunities – 65%

(Benchmark – 31%)

Compensation – 42%


Work-Life Balance – 31%

(Benchmark – 39%)

Work-Life Balance – 39%


Manager Quality – 22%

(Benchmark – 24%)

Manager Quality – 24%


N = 78 N = 978

CLC Departure View – Q2 2010Executive Summary Dashboard

Departing Employee Net Promoter Score


N = 78 N = 978

Net Promoter Score Percentage Benchmark

High Likelihood (9 and 10) 50% 60%

Medium Likelihood (7 and 8) 30% 22%

Low Likelihood (6 or below) 20% 18%



Executive Summary


Employment Value

Proposition

Net Promoter Score

Future Job Analysis




30%

22%

15%

12%

6% 6%

4%

2%1% 1% 1% 1%

35%

25%

16%

19%

9%7%

10%9%

2%

6%

4%5%

Top Reasons for Departure Analysis:Primary Reasons for Employee Departure


N = 78 N = 978



Top Reasons for Departure Analysis: At-Risk Segments for Employee Satisfaction

Employee SegmentPercent of Employees Leaving Due to

DissatisfactionSegment N Size

Benchmark 14% 978

Alpha Company Overall 9% 78

Business Unit A 45% 10

Business Unit B 38% 11

Business Unit C 36% 15

Age Group 1 32% 7

Age Group 2 18% 8

Age Group 3 9% 12

Geography X 8% 9

Geography Y 4% 10

Geography Z 2% 7

Male 1% 20

The chart below presents demographic segments within Alpha Company that have the greatest percentage of employees leaving due to dissatisfaction with employment at Alpha.



Executive Summary


Employment Value

Proposition

Net Promoter Score

Future Job Analysis



Relative Dissatisfaction with EVP Drivers, as Compared to Perception of Likely Improvement

Key EVP Factors for Focus:Top Areas of Dissatisfaction, Perceived Improvement at New Organization

The graph below displays departing employees’ satisfaction levels with the employment value proposition (EVP) drivers at Alpha Company, in comparison to how satisfied they expect to be with them at their new organization.

© 2010 The Corporate Executive Board Company. All Rights Reserved.

More Dissatisfied and Higher Anticipation of

Improvement

More Dissatisfied and Lower Anticipation of

Improvement

Less Dissatisfied and Higher Expectation of

Improvement

Less Dissatisfied and Lower Expectation of

Improvement

1. Future Career Opportunity

2. Development Opportunity

3. Recognition4. Compensation5. Manager Quality6. Retirement Benefits

7. People Management8. Work-Life Balance9. Empowerment10. Senior Leadership

Reputation11. Stability12. Respect13. Technology Level14. Risk Taking15. Collegial Work

Environment16. Market Position

17. Location18. Camaraderie19. Vacation20. Innovative Work21. Level of Job Impact22. Ethics/Integrity23. Meritocracy24. Health Benefits25. Job Interest

Alignment26. Business Travel27. Organization Size

28. Business Travel29. Product/Service

Quality30. Well Known

Product Brand31. “Great Employer”

Recognition32. Inclusion/Diversity33. Formal/Informal

Work Environment34. Social

Responsibility35. Environmental

Responsibility36. Industry

Desirability37. Customer Prestige38. Co-Worker Quality



Departing Employee EVP Analysis:Which EVP Elements Are Most Driving Dissatisfaction?

Greatest Areas of Dissatisfaction

Where Are Your Employees Least Satisfied, Compared to Benchmark?Where Are Your Employees Least Satisfied?

1. Compensation2. Stability3. Future Career Opportunities4. Health Benefits5. Location

1. Health Benefits2. Retirement Benefits3. Stability4. Location5. Empowerment



Departing Employee EVP Analysis:Which EVP Attributes Are Believed to Improve at the New Organization?

Perceived EVP Improvement at New Organization (for Your Departing Staff)

Greatest Perceived EVP Improvement, Relative to BenchmarkGreatest Perceived EVP Improvement

1. Compensation2. Stability3. Future Career Opportunities4. Health Benefits5. Location

1. Health Benefits2. Retirement Benefits3. Stability4. Location5. Empowerment



Executive Summary


Employment Value

Proposition

Net Promoter Score

Future Job Analysis




Net Promoter Score (NPS) Analysis:Departing Employees’ Likelihood to Recommend the Organization

** Net Promoter Score is calculated from the question in the survey, “How likely is it that you would recommend [organization] to a friend or colleague as a great place to work?”. This question is asked on a 0-10 scale with 0 being not at all likely and 10 being extremely likely. The net promoter score equals the percentage of employees who selected 9 and 10 (they are known as promoters) minus the percentage of employees that selected 6 or below (they are known as detractors). Therefore the higher the percentage, the more positive the perception of departing employees, and the greater likelihood of their promoting the organization’s brand in the labor market.

Net Promoter Score Percentage Benchmark

High Likelihood (9 and 10) 50% 60%

Medium Likelihood (7 and 8) 30% 22%

Low Likelihood (6 or below) 20% 18%

Top 3 Segments• Business Unit A• Business Unit B• Business Unit C

Calculated Net Promoter Score


N = 78 N = 978



Net Promoter Score (NPS) Analysis: At-Risk Segments by Net Promoter Score for Departing Employees

Employee Segment Net Promoter Score Segment Size

Benchmark 42% 978

Alpha Company Overall 30% 78

Business Unit A -45% 10

Business Unit B -38% 11

Business Unit C -36% 15

Age Group 1 -32% 7

Age Group 2 -18% 8

Age Group 3 -9% 12

Geography X 8% 9

Geography Y 4% 10

Geography Z 2% 7

Male 1% 20

The chart below presents demographic segments within Alpha Company that have the lowest Net Promoter Score.



32%

21%

47%

35%

24%

41%

Low (0-6) Medium (7-8) High (9-10)

Top 3 Segments• Business Unit A• Business Unit B• Business Unit C

Net Promoter Score (NPS) Analysis: Likelihood of Employees to Return

Employee Likelihood to Return


N = 70 N = 968



Net Promoter Score (NPS) Analysis: At-Risk Segments With Less Likelihood of Return

Employee Segment Low Likelihood of Return Segment Size

Benchmark 7.1% 978

Alpha Company Overall 5.2% 78

Business Unit A 2.9% 10

Business Unit B 3.0% 11

Business Unit C 3.2% 15

Age Group 1 3.3% 7

Age Group 2 3.6% 8

Age Group 3 4.1% 12

Geography X 4.3% 9

Geography Y 4.4% 10

Geography Z 4.6% 7

Male 5% 20

The chart below lists the departing employee segments that are least likely to return to Alpha Company; each figure represents the percent of employees rating their likelihood of return on a 0-10 scale at a 6 or below.



Executive Summary


Employment Value

Proposition

Net Promoter Score

Future Job Analysis




Departing Employee Future Job Analysis:Future Job Status


N = 70 N = 968

51%

40%

9%

46%

41%

13%

Accepted a job at another organization No job, but actively looking for one No job, and not actively looking for one


N = 70 N = 968

Corporate Leadership Council19

© 2010 The Corporate Executive Board Company. All Rights Reserved.

Departing Employee Future Job Analysis:Job Search Process


N = 35 N = 445

*Only respondents reporting that they have accepted a new job are included in this analysis.



Departing Employee Future Job Analysis:Number of Offers Received


N = 35 N = 445




Departing Employee Future Job Analysis:Total Anticipated Compensation Change


N = 35 N = 445


2%

10%

7%

20%

15%

30%

12%

5%

8%10%

23%

11%

29%

15%

25% decrease or greater

15 to 24% decrease

5 to 14% decrease

About the Same 5 to 14% increase

15 to 24% increase

25% increase or greater


80%

52%48%

45%42%

4%

78%

46%42%

39% 41%

5%

Accepted job in current function

Accepted job at current level

Accepted another job in current

location

Accepted job in current industry

Accepted job at a higher level

None of the above


Departing Employee Future Job Analysis:Type of Change


N = 35 N = 445




Departure View Appendix:EVP Attribute Definitions

Attribute Name DefinitionBusiness Travel The amount of out-of-town business travel required by the jobCamaraderie Whether working for the organization provides opportunities to socialize with othersCollegial Work Environment Whether the work environment is team-oriented and collaborativeCompensation The competitiveness of the job’s financial compensation packageCoworker Quality The quality of the coworkers in the organizationCustomer Reputation The reputation of the clients and customers served in performing the jobDevelopment Opportunities The developmental/educational opportunities provided by the job and organization

Diversity The organization’s level of commitment to having a diverse workforceEmpowerment The level of involvement employees have in decisions that affect their job and career

Environmental Responsibility The organization’s level of commitment to environmental health and sustainabilityEthics/Integrity The organization’s commitment to ethics and integrityInformal Work Environment Whether the work environment if formal or informalFuture Career Opportunities The future career opportunities provided by the organization“Great Employer” Recognition Whether or not the organization’s reputation as an employer have been recognized by

a third-party organizationOrganizational Growth Rate The growth rate of the organization’s businessHealth Benefits The comprehensiveness of the organization’s health benefitsIndustry The desirability of the organization’s industry to the respondentInnovation The opportunity provided by the job to work on innovative, “leading edge” projectsJob-Interests Alignment Whether the job responsibilities match your interests



Departure View Appendix:EVP Attribute Definitions, Continued

Attribute Name DefinitionJob Impact The level of impact the job has on outcomesLocation The location of the jobs the organization offersManager Quality The quality of the organization’s managersMarket Position The competitive position the organization holds in its market(s)Meritocracy Whether or not employees are rewarded and promoted based on achievementsOrganization Size The size of the organization’s workforceOrganizational Stability The level of stability of the organization and the jobPeople Management The organization’s reputation for managing peopleProduct Brand Awareness The level of awareness in the market place for the product’s brandProduct/Service Quality The organization’s product or service quality reputationRecognition The amount of recognition provided to employees by the organizationRespect The degree or respect that the organization shows employeesRetirement Benefits The comprehensiveness of the organization’s retirement benefitsRisk Taking The amount of risk that the organization encourages employees to takeSenior Leadership Reputation The quality of the organization’s leadership

Social Responsibility The organization’s level of commitment to social responsibilityTechnology Level The extent to which the organization invests in modern technology and equipmentVacation The amount of holiday/vacation time that employees earn annuallyWork-Life Balance The extent to which the job allows you to balance your work and your other interests

CORPORATE EXECUTIVE BOARD

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Continue to Measure and Monitor—Once an action plan is in place, use the Exit Survey to track changes at your organization on an ongoing basis.

Request a CLC On Site Presentation—CLC can present results to senior leaders, research on key EVP drivers, as well as the most effective strategies for improving employee preference

Consider Customized Solutions–Conduct detailed analysis with CLC Genesee to uncover more EVP drivers of disengagement and create a customized action plan.

Leverage the Employment Value Proposition Solution Center— Use the Decision Support Center to learn more about EVP drivers, make the case for improvement, and discover tactics and best practices to develop the drivers that matter most to your employees

Supporting CLC HR Resources

Departure View Summary Report Alpha Company Q3 - 2010 Corporate Leadership Council Human Resources Report Highlights Executive Summary - Pg. 3 Top Reasons.

Documents

alpha company employees

alpha company overall9

bain company

net promoter score

departure analysis

executive summary

departure percent of

net promoter score nps