east report

8/6/2019 EAST Report

1/83

EmployeeCommitments Programme: 2006

Management Report (All Offices)

Prepared for: NCCI, Saudi Arabia

Prepared by: Synovate

Date: August 2006


2/83

2

Table of Contents

Border Offices

All Offices Except Border

Key Results

Introduction and Program Background

Summary of Findings


3/83

3

Introduction


4/83

4

Key Objectives

Determine how employees assess their experiences within the

organization

Derive the relative impact of each experience (work factor) on

employee commitment

Segment employees based on the strength of their commitment

Identify and prioritize where resources should be directed:opportunities for improvement as well as leverage points

Derive Key Performance Indicators (employee commitment index,

commitment segments, etc.) to serve as indicators of organizational

performance, as NCCI works to achieve higher levels of commitment

over time

Obtain feedback on issues related to NCCI key business plan

objectives


5/83

5

547 employees (out of 724)

470 Total excluding border offices (out of 606)

77 Border offices (out of 118)

75.6% (Total NCCI)

77.6% (Total excluding border offices)

62.3% (Border Offices)

NCCI Offices in:

June/July 2006

Self completion (anonymously): On-line survey (78% of

employees) and pen and paper (22%)

Research Design

WHO :

WHERE :

WHEN :

RESPONSE RATE :

HOW :

Borders

Eastern Region Central Region Western Region Corporate Head Office

Diplomatic Quarter (DQ)

Other


6/83

6

Sample Structure (Total NCCI)

Borders Offices 77

Eastern Region Offices 48

Central Region Offices 73

Western Region Offices 46Corporate Head Office 115

Diplomatic Quarter 168

Other ( Hospitals, Police stations, etc) 20

Key Accounts 41

Motor - Claims 56

Motor - Manafith 75

Motor - Others 15

I.S.D 36

P & C - Claims 22

P & C - Others 34

Medical & Takaful - Claims 31Medical & Takaful - Others 39

CSC - 800 TMA's 23

CSC - 800 Claims Help Line 13

CSC - Policy Administration 30

Marketing & Sales (Sales Channels Offices

such as ; MR's, Franchisee, Agents and

Brokers) 48

Marketing & Sales (Management, Marketing

Services, etc.) 20

HR & BS 18

Finance Assers Management 20Other (CEO's Office, Internal Audit, Legal & SM 26

Place of work

Business Area

NCCI employee (employee, trainee,

Marketing reprsentative) 519

Other (agency employee, part-time,

contactor, outsourced) 28Male 530

Female 17

Saudi 376

Arab 102

Western Expatriate 7

Eastern Expatriate 62

Grade 12 and above 40

Grade 8-11 130

Grade 6-7 132

Grade 1-5 90

Non-graded (Traninne, MR,

Consultant, others) 155

Under 25 years 49

25-29 years 159

30-39 years 208

40-49 years 104

50 years and above 27

Less than 1 year 60

1-5 years 237

5-10 years 132

10-15 years 85

15 years or more 33

Years of

employment

Type of

employment

Gender

Nationality

Job Grade

Age


7/83

7

Sample Structure (All Offices Except Border

Offices)Eastern Region Offices 48

Central Region Offices 73

Western Region Offices 46Corporate Head Office 115

Diplomatic Quarter 168

Other ( Hospitals, Police stations, etc) 20

Key Accounts 39

Motor - Claims 56

Motor - Manafith 4

Motor - Others 15

I.S.D 36

P & C - Claims 22

P & C - Others 34

Medical & Takaful - Claims 31Medical & Takaful - Others 39

CSC - 800 TMA's 23

CSC - 800 Claims Help Line 13

CSC - Policy Administration 30



Brokers) 45


Services, etc.) 19

HR & BS 18

Finance Assers Management 20

Other (CEO's Office, Internal Audit, Legal & SM 26

Business Area

Place of Work

NCCI employee (employee, trainee,

Marketing representative) 445

Other (employee of agency, part-time,contactor, outsourced) 25

Male 453

Female 17

Saudi 300

Arab 102

Western Expatriate 7


Grade 12 and above 40

Grade 8-11 130

Grade 6-7 131

Grade 1-5 89

Non-graded (Traninne, MR,

Consultant, others) 80

Under 25 years 18

25-29 years 117

30-39 years 205

40-49 years 103

50 years and above 27

Less than 1 year 35

1-5 years 187

5-10 years 131

10-15 years 85

15 years or more 32

Years of

employment

Type of

employment

Gender

Nationality

Job Grade

Age


8/83

8

Sample Structure (Border offices)

Place of Work Border Offices 77

Key Accounts 2

Motor - Manafith 71



Brokers) 3


Services, etc.) 1

NCCI employee (employee, trainnee,

Marketing representative) 74

Other (employee of agency, part-time,

contactor, outsourced) 3

Gender Male 77

Saudi 76


Grade 6-7 1

Grade 1-5 1

Non-graded (Traninne, MR, Consultant,

others) 75

Under 25 years 31

25-29 years 42

30-39 years 3

40-49 years 1

Less than 1 year 25

1-5 years 505-10 years 1

15 years or more 1

Age

Years ofemployment

Business Area

Type of

employment

Nationality

Job Grade


9/83

9

Program Background


10/83


11/83

11

Commitment Index and Segments

The commitment index is a construct derived from several scientificallyvalidated attitudinal items in our survey

Combining attitudinal and behavioural responses, a commitment/retentionmatrix is developed:

Advocate - positive disposition toward the organisation and the section

Strong- will continue

Vulnerable - may not continue

Company committed - positive disposition toward the organisation but not to thesection

Strong- will continue

Vulnerable - may not continue

Section committed - positive disposition toward the section but not to theorganisation

Trapped- will continue

High Risk- may not continue

Uncommitted - negative disposition toward the organisation and the section

Trapped- will continue

High Risk- may not continue


12/83

12

All Offices Except Border


13/83

13

Summary of Findings


14/83

14

Commitment Index & Segmentation - INCCIs overall company commitment index (based on a 10 point scale) continues todecline:

2006 5.16

2004 5.872003 6.81

A similar declining trend is also observed in the commitment index for Totalexcluding Border Offices:

2006 5.12

2004 5.69

2003 6.67

By segment:By Place of work: Other (Hospitals, Police Stations) have the highest commitment levels of6.06 followed by Eastern region offices with 5.60, by Western region offices with 5.54,Corporate Head Office at 5.49 and Central region with 5.33. The Diplomatic Quarter officehas the lowest commitment index, 4.40.

By Business area: Marketing & Sales and ISD indices are the highest. Business areas with

lower commitment indices are Medical & Takaful-Claims and CSC-800 Claims Help Line.


15/83

15

Commitment Index & Segmentation - IIBy Segment (Continued):

By Gender: Males have a much higher commitment index (5.17) compared to females

(3.75)

By Nationality: Eastern Expatriates have the highest level of commitment (5.96), whereasSaudis are at the lowest commitment level of 4.75. Moreover, the Saudi index is muchlower compared to the 2003 index (6.39) and 2004 (5.18).

By Job Grade: Non-Graded employees and employees in Grade 12 and above have thehighest commitment indices with 6.33 and 6.06 respectively, but lower compared to 2004(6.70 and 7.99 respectively). The lowest was for the Grade 1-5 group with 4.41.

Age analysis: Commitment is higher amongst older age groups. The highest commitmentindex was for 50+ year old (6.44), whereas the lowest was for under 25 year olds (4.38).

Year of employment analysis: Interestingly, the lowest commitment score was foremployees with 5-10 years (4.53) and the highest was for 15 years or more (6.76).


16/83

16

Commitment Index & Segmentation - III

Attitudinal Loyalty: Compared to 2004,employees are now more committed totheir section (56%) than to the company (44%).

Behavioral Loyalty (How many will stay): Approximately 2 out of 3 employees(59%) plan to continue working at NCCI.

Commitment Segmentation: However, looking at attitudinal and behavioral loyaltytogether, the commitment segmentation for NCCI shows the following profile:

30% Advocates: Positive disposition toward the organization and the section

Strong: This is the most desirable group and 24% employees at NCCI are committedboth to the company and the section and will continue for the next two years (30%

in 2004) Vulnerable: This group comprises 6% of the total, and are those who probably for

extraneous reasons are not sure about continuing (8% in 2004)

14% Company Committed: Positive disposition toward the organization but not to thesection Strong: 1 in 10 employees (11%) is committed to the company and will continue

(10% in 2004)

Vulnerable: 3% are not sure, therefore vulnerable and may leave if their concernsare not met, particularly since they not favorably disposed to the section (5% in2004)


17/83

17

Commitment Index & Segmentation - IV

Commitment Segmentation (Continued):6% Section Committed: Positive disposition toward the section but not to theorganisation

Trapped: 3% of all employees feel trapped because they like the section and willcontinue, though they are not committed to the organization (3% in 2004)

High Risk: this is a negligible and comprises 3% who are likely to leave because theyhave issues with the company (2% in 2004)

50% Uncommitted: Negative disposition toward the organization and the section. This is

the least desirable segment and unless their concerns can be met, their commitment

levels to the company will not improve

Trapped: this group is uncommitted (21%). They however feel trapped in staying,probably due to various situational and personal factors (17% in 2004)

High Risk: This group comprises 29% of the total; it is the weakest group andincludes those who are most likely to leave (25% in 2004)


18/83

18

The Most Important Factors Influencing Commitment

The key driver analysis indicates that the following are the most important factors thaneed performance improvement to strengthen employee commitment levels:

Fair treatment Decision making and delegation

Employee benefits

Motivation

Appreciation of employee ideas/contributions

Work standards

Training & Development

Care, concern and respect

Teamwork

Creating feeling of accomplishment

The key driver analysis also indicates that the following are the most important factorsthat need to be maintained to prevent any deterioration in employee commitment: Reputation

Satisfaction with day-to-day activities

Relationship with colleagues


Work standards

Primary Importance

Secondary Importance

NOTE: Priorisation of improvement and maintenance

are shown in the recommendation section, whichtakes into account a combination of the importance

of the attribute (if it is a key driver on commitment)and the level of employee performance on this attribute.


19/83

19

Executive SummaryEmployee commitment (expressed by an Index) is much lower compared to the2003 and 2004 indices.

The current years commitment index is much lower tha the lowest commitmentindex (normative/benchmark) of other employees commitment surveys conductedin Saudi Arabia.

There is a need to take strategic improvements measures which can improve thecommitment levels of NCCI employees.

A major difference compared to 2004 is that employees are now more committed

to their sections than to the Company.

Approximately one third (30%) of all employees are advocates (committed to thecompany and to their Section) but an even larger number (50%) areuncommitted

Overall, areas for priority improvement include: fair treatment, decision making

and delegation, employee benefits and motivation.

As in 2004, we again recommend the development/deployment of action plansand communication of key survey findings to employees


20/83

20

Key Performance Indicators

Commitment Index

Employee Commitment Segmentation


21/83

21

Summary: Commitment Index

Place of Work: Amongst the various places of work, Other (Hospitals,Police Stations) has the highest commitment index (6.06) whereas theDiplomatic Quarter has the lowest (4.40).

Business Area: We recommend paying attention to the Medical & Takaful-Claims as well as the CSC-800 Claims Help Line (both with low indices) andleverage the strengths of Marketing & Sales and I.S.D.

Job Grade: Employees in the Non-Graded segment have the highestcommitment index of 6.33. The lowest was for Grade 1-5 group with 4.41

Age and Years of Employment: The youngest age group under 25 yearolds and those with 5-10 years in the company are less committed than thecompany average.


22/83

22

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10

Employee commitment index Normative comparison

Highest

Lowest

6.88

LowestHighest Average

6.21

11782

7.28

563

1

2

3

4

5

6

7

8

9

10

5.49

1582

Norms from other Saudi Arabia Employee Surveys

6.81

Base :

Total NCCI

1

2

3

4

5

6

7

8

9

10

5.16

547


23/83

23

Total Company Commitment Index:

Base :

1

2

3

4

5

6

7

8

9

10

5.16

547

2003 index: 6.81

1

2

3

4

5

6

7

8

9

10

Total excluding

Border Offices

5.12

470

6.67

1

2

3

4

5

6

7

8

9

10

5.41

77

Border

Offices

7.89

Highest

Lowest

Total

commitmentindex

2004 index: 5.87 5.69 7.24

Total NCCI



24/83

24

1

2

3

4

5

6

7

8

9

10


By Place of Work - I

Highest

Lowest

Base :

1

2

3

4

5

6

7

8

9

10

5.33

73

1

2

3

4

5

6

7

8

9

10

5.60

48

1

2

3

4

5

6

7

8

9

10

Total excluding

Border Offices

5.12

470

5.54

46

Eastern

Regional

Offices

Central

Region

Offices

Western

Region

Offices

2003 index: 6.67 6.95 6.50 7.09

2004 index: 5.69 6.14 5.03 6.27

Total excl.

BorderOffices

commitmenindex



25/83

25


By Place of Work - II

Highest

Lowest

Base :

1

2

3

4

5

6

7

8

9

10

4.40

1

2

3

4

5

6

7

8

9

10

6.06

Diplomatic

Quarter

Other

(Hospitals,

Police stations)

115 20

1

2

3

4

5

6

7

8

9

10

5.49

Corporate

Head office

168

Total excluding

Border Offices

2003 index: 6.67 7.20 5.76 7.92

2004 index: 5.69 6.03 5.42 5.42

1

2

3

4

5

6

7

8

9

10

5.12

470

Total excl.

BorderOffices

commitment

index



26/83

26

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10


By Business Area - I

Highest

Lowest

Base :

5.63

1

2

3

4

5

6

7

8

9

10

5.10

39

1

2

3

4

5

6

7

8

9

10

4.35

56

4.50

15

6.22

36

Key Accounts Motor - Claims Motor - Others I.S.DTotal excluding

Border Offices

2003 index: 6.67

2004 index: 5.69

1

2

3

4

5

6

7

8

9

10

5.12

470

Total excl

BorderOffices

commitmeindex



27/83

27

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10


By Business Area - II

Highest

Lowest

Base :

1

2

3

4

5

6

7

8

9

10

5.34

22

4.34

34

P & C - OthersTotal excluding

Border Offices

4.03

31

Medical & Takaful

- Claims

2003 index: 6.67

P & C - Claims

1

2

3

4

5

6

7

8

9

10

4.87

39

Medical & Takaful -

Others

2004 index: 5.69

1

2

3

4

5

6

7

8

9

10

5.12

470

Total excl

BorderOffices

commitmeindex



28/83

28

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10


By Business Area - III

Highest

Lowest

Base :

1

2

3

4

5

6

7

8

9

10

4.13

13

4.96

30

Total excluding

Border Offices

6.83

45

2003 index: 6.67

CSC - 800 Claims

Help Line

CSC - Policy

Administration

Marketing & Sales ( Sales

Channels Offices)

2004 index: 5.69

1

2

3

4

5

6

7

8

9

10

5.12

470

1

2

3

4

5

6

7

8

9

10

4.62

23

CSC - 800

TMAs

Total excl.Border

Officescommitmen

index



29/83

29

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10

p y

By Business Area-IV

Highest

Lowest

Base :

1

2

3

4

5

6

7

8

9

10

5.35

18

5.19

20

Total excluding

Border Offices

4.81

26

2003 index: 6.67

Marketing & Sales(Management, Marketing

Services, etc.)

HR & BS

2004 index: 5.69

1

2

3

4

5

6

7

8

9

10

5.12

470

1

2

3

4

5

6

7

8

9

10

6.51

19

FinanceAssets

Management

Other

Total excl

BorderOffices

commitmeindex

C C G


30/83

30

Total Company Commitment Index: By Gender

Highest

Lowest

Base :

1

2

3

4

5

6

7

8

9

10

5.17

1

2

3

4

5

6

7

8

9

10

3.75

Male Female

453 17

Total excluding

Border Offices

2003 index: 6.67 6.64 7.37

2004 index: 5.69 5.75 4.11

1

2

3

4

5

6

7

8

9

10

5.12

470

Total excl.Border

Officescommitment

index



31/83

31

p y

By Type of Employment

Highest

Lowest

Base :

1

2

3

4

5

6

7

8

9

10

5.04

1

2

3

4

5

6

7

8

9

10

6.55

NCCI Other

445 25

Total excluding

Border Offices

2004 index: 5.69 5.62 7.10

1

2

3

4

5

6

7

8

9

10

5.12

470

2003 index: 6.67

Total excl.

BorderOffices

commitment

index



32/83

32

1

2

3

4

5

6

7

8

9

10

p y

By Nationality

Highest

Lowest

Base :

1

2

3

4

5

6

7

8

9

10

4.75

Saudi

1

2

3

4

5

6

7

8

9

10

5.63 5.96

Arab

Eastern

Expatriate

300 102 61

Total excluding

Border Offices

2003 index: 6.67 6.39 7.76 7.14

1

2

3

4

5

6

7

8

9

10

5.89

Western

Expatriate

7

4.44

2004 index: 5.69 5.18 7.49 5.734.03

1

2

3

4

5

6

7

8

9

10

5.12

470

Total excl.Border

Officescommitmen

index

T t l C C it t I d B J b G d


33/83

33

1

2

3

4

5

6

7

8

9

10

Total Company Commitment Index: By Job Grade

Highest

Lowest

Base :

1

2

3

4

5

6

7

8

9

10

4.59

131

1

2

3

4

5

6

7

8

9

10

6.06

40

1

2

3

4

5

6

7

8

9

10

5.10

130

1

2

3

4

5

6

7

8

9

10

4.41

89

6.33

80

Grade 12and above

Grade8-11

Grade6-7

Grade1-5

Non-gradedTotal excluding

Border Offices

2003 index: 6.67 7.92 6.79 6.46 5.88 7.12

2004 index: 5.69 7.99 5.70 4.99 5.11 6.70

1

2

3

4

5

6

7

8

9

10

5.12

470

Total excl

BorderOffices

commitme

index

Total Company Commitment Index: By Age


34/83

34

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10


Highest

Lowest

Base :

4.69

205

1

2

3

4

5

6

7

8

9

10

4.38

18

4.98

117

5.91

103

6.44

27

Under 25

years

25-29

years

30-39

years

40-49

years

50 years

and above

Total excluding

Border Offices

2003 index: 6.67 6.15 5.70 6.97 7.51 7.34

2004 index: 5.69 5.99 4.78 5.59 6.93 6.31

1

2

3

4

5

6

7

8

9

10

5.12

470

Total exclBorder

Officescommitme

index



35/83

35

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10

By Years of Employment

Highest

Lowest

Base :

1

2

3

4

5

6

7

8

9

10

4.53

131

1

2

3

4

5

6

7

8

9

10

4.61

35

5.96

187

5.51

85

6.76

32

Less than

1 year1-5

years

5-10

years

10-15

years

15 years

or more

Total excluding

Border Offices

2003 index: 6.67 6.67 5.96 6.68 7.67 8.23

1

2

3

4

5

6

7

8

9

10

5.16

2004 index: 5.69 6.18 5.47 5.20 6.14 7.16

1

2

3

4

5

6

7

8

9

10

5.12

470

Total excl.Border

Offices

commitmen

index

Summary: Employee Commitment Segmentation


36/83

36

Summary: Employee Commitment Segmentation

The number of Advocates (ideal employees) is around one-third thetotal, whereas the number of employees committed to the Company andnot their Section is very low. Two-thirds of the employees (59%) will

continue working for the company, albeit about a third of these feel theyhave no other option (trapped- situational or personal reason)

Place of Work: The Diplomatic Quarter and the Central Region exhibitthe lowest number of Advocates and the highest number of uncommittedemployees

Business Area: Employees in Marketing & Sales, as well as ISD are morepositive towards the company and section (Advocates). However, theCSC-800 Claims Help Line and HR & BS should be targeted forstrengthening the relationship with the company as only 15% and 12%respectively of the employees are Advocates.

Job Grade: Non-Graded employees and Grade 12 and above have the

highest number of Advocates (43% each), while Grades 1-5 and Grades 6-7 have the lowest (22% and 23% respectively)

Age and Years of Employment: The 50+ age group and 15 years ofemployment group have the highest number of advocates (41% each)

Employee commitment segmentation


37/83

37


Commit

menttocompa

ny

May Not continue

Will continue

Commitment to section

High Risk High Risk

Vulnerable Vulnerable

Section committed

Company committed

Uncommitted

Advocate

Trapped

Strongly

Trapped

Strongly

3%29%

3% 6%

3%21%

11% 24%High Risk High Risk


Section

committed

Companycommitted

Uncommitted

Advocate

Trapped

Strongly

Trapped

Strongly

2%25%

5% 8%

3%17%

10% 30% 2004

High Risk High Risk


Section

committed

Company

committed

Uncommitted

Advocate

Trapped

Strongly

Trapped

Strongly

2%11%

5% 5%

4%18%

16% 39%2003

Commitment Towards NCCI


38/83

38

76

77

41

60

11

10

21

19

13

38

21

13

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

Strongly agree/agree Neither/nor Strongly disagree/disagree

I have very strong positive

feelings towards NCCI

I care about NCCI as if it was my

own business

If I could, Id spend my entire

working life at NCCI

I enjoy talking to people outside

the company about my work

85

88

62

78

20032004

Top 2-Box

80

84

49

65

*/ Top 2-score in 2006 significantly higher/lower than score in 2004

**/ Top 2-score in 2004 significantly higher/lower than score in 2003

* **


Commitment Towards Section


39/83

39

I have very strong positivefeelings towards my section

I care about my section as if it

was my own family

If I could, Id spend my entire

working life in this section

I enjoy talking to employee

outside my section about my work

74

77

31

60

12

11

21

19

14

48

21

12

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


73

77

47

63

20032004

Top 2-Box

78

82

39

59



* **

Commitment Towards Section


40/83

40

Overall Opinions

Work-Related Behaviors


41/83

41

64

85

60

65

18

8

23

14

18

17

21

7

0% 20% 40% 60% 80% 100%Strongly agree/agree Neither/nor Strongly disagree/disagree


I plan to be working at NCCI for at leastanother 2 years from now

At work, I am personally committed to

do more than my job

I would be glad to recommend NCCI asa good place to work

At NCCI, I feel highly motivated to do

my work well

76

90

75

65

20032004

Top 2-Box

67

90

68

63



* **

Linking Commitment & Behavior


42/83

42

83

48

89

8287

38

83

50

0

25

50

75

100

Committed towards company Uncommitted towards company


%

posit ive

responses*

I plan to be working

at NCCI for at least2 years from now

At work I often do things

that are above andbeyond the call of duty

I would be glad to

recommend NCCIas a good place to work

At NCCI, I feel highly

motivated to do mywork well

*positive responses: top 2-box

85**

58**

94**81**

88**

52**

80**

39**

** 2003

83***

50***

96***

84***

89***

44***

84***

40***

*** 2004


43/83

43

Key Driver (Potential/Risk) Analysis


E l C it t I


44/83

44

41

28

45

30

13

51

18

45

32

39

Employee Commitment - I

Care, Concern and Respect

Teamwork

Satisfaction With Day-to-Day Activities

17

39

20

43

22

67

42

66

59

69

Primary Secondary Tertiary Non Significant

Creating Feeling of Accomplishment

Reputation

Work Standards

Fair Treatment

Motivation

Decision Making and Delegation

Employee Benefits

MaintainCurrent Performance

ImprovementOpportunities


E l C it t II


45/83

45

10

4

10

27

35

26

4

18

26

Employee Commitment - II

23

33

40

22

30

59

44

35

18


Communication

Relationship with Colleagues

Relationship with Direct Boss


Work / Job Resources

Having a Well-Defined Job

Appreciation of Employee

Ideas/Contributions

Organizational Effectiveness

Work Environment




46/83

46

Recommendations

Recommendations


47/83

47

Fair treatmentDecision maki

Pri

Recommendations Drilldown - Areas to Improve


48/83

48

Fair Treatment Promotions are based on job performance

A lot of decisions are bared on favoritism

Policies and procedures that affect employees are non-discriminatory and fair.

The way policies & procedures are applied is fair and just.

Employees are consulted about issues that directly affect them.

Decision making and Delegation

Delegated authority is based only on the competence of theemployee

Employees are coached to take more responsibility in decision-making

I dont have the authority to do my job

I am given the freedom to make my own decisions at work

p

Priority ImprovementsPriority Improvements

Employee Benefits

Salary increments and promotions are fair and based on merit only

I believe that the pay I get for my work is fair

NCCI provides competitive benefits for its employees and their families

Motivation The climate of anxiety and fear makes employees hide their mistakes

or blame others

I often have a reason to worry about my job security.

I have a colleague who inspires me to do better.



49/83

49

p

Other ImprovementsOther Improvements

Appreciation of employee ideas/ contribution Employees are rewarded for creative ideas and innovations.

There is a process that encourages employees to offer commentsand ideas.

Employees good ideas are put into practice.

If you express ideas or suggestions then managers think you are atroublemaker.

Work standards At NCCI production comes first, then quality

Employees see policies and procedures as a source of frustrationand annoyance

Work habits deteriorate when the boss is absent

Training & development NCCI supports and helps people to plan their own careers

New employees receive an effective induction program

NCCI values job rotation as a method for developing and motivatingemployees

Care, concern and respect NCCI criticize their own staff to others

There is good co- operation between management and nonmanagement employees

Teamwork Without being asked, employees go out of their way to help

colleagues with their work I am treated as an equal player in the team

Creating feelings of accomplishment I am often given tasks for which I do not have the necessary skills

My direct boss acknowledge when Ive done a good job

Recommendations Drilldown Areas to Maintain


50/83

50

Reputation NCCI is constantly improving services and operations

NCCI provides high quality customer service

Satisfaction with day-to-day activities My job is challenging and helping me to grow and develop

Relationship with direct boss

I have a good day-to-day working relationship with my direct boss When the instruction seems wrong it is ok to raise it with my direct

boss

My direct boss respects me and often takes time to listen andencourage me

My direct boss is keen to maximize my potential I am satisfied with the amount of constructive feedback and

guidance I get from my direct boss

Work/ Job resources NCCI provides modern technology that helps me produce high

quality work

Areas to Maintain

MaintainMaintain StrengthsStrengths


I can trust and depend on all my colleagues to treat me in the way Iwish to be treated

Having a well-defined job My responsibilities and goals are made clear by my Direct Boss I have a job description that accurately reflects my duties I am rarely given unclear instructions about what I should do


51/83

51

NCCI Work Factors

Performance of NCCIs Work Factors


52/83

52

54

55

63

65

66

75

76

82

87

93

Performance %

Top 2-Box

25

25

27

29

39

43

48

53

53

Performance %

Top 2-Box

Relationship with the Direct Boss

Having a well-defined job

Communications

Work/ Job Resources

Work Environment

Relationship with Colleagues Organizational Effectiveness

Reputation

Satisfaction with day to day activities

Employee Ideas/Contributions

Care, Concern & Respect

Teamwork


Motivation

Fair treatment

Creating Feelings of Accomplishment

Employee Benefits

Decision making & Delegation

Work Standards

Performance of NCCIs Work Factors:2006 vs. 2004 and 2003 - I


53/83

53

54

55

63

65

66

75

76

82

87

93



Communications

Work/ Job Resources


Reputation




Work Standards

2006 vs. 2004 and 2003 I2006

Performance %

Top 2-Box20032004

Top 2-Box

* **



9494

9091

8286

7581

8077

7071

6666

7168

6368

5867

Performance of NCCIs Work Factors:

2006 vs. 2004 and 2003 - II


54/83

54

25

25

27

29

39

43

48

53

53

Work Environment



Teamwork


Motivation

Fair treatment

Employee Benefits


2006 vs. 2004 and 2003 II2006

Performance %

Top 2-Box 20032004

Top 2-Box

* **



5162

5562

6063

4547

3953

3844

3444

3929

3138


55/83

55

Border Offices


56/83

56

Summary of Findings

Commitment Index & Segmentation - INCCI ll it t i d (b d 10 i t l ) ti


57/83

57

NCCIs overall company commitment index (based on a 10 point scale) continuesto decline:

2006 5.16

2004 5.87

2003 6.81

Commitment index for Border Offices also depicts a significant declining trend:2006 5.41

2004 7.24

2003 7.89

By SegmentBy Age: Commitment is higher amongst 25-29 years (6.49) compared to under 25 years(4.27).

By Year of employment: Lowest commitment score was for employees with less than 1year (5.700 compared to 1-5 years (5.28).

Commitment Index & Segmentation - II


58/83

58

Attitudinal Loyalty: Employees are more committed to the Company (52%)compared to their section (48%).

Behavioral Loyalty (How many will stay): The number of employees who plan on

continue working at NCCI are around 2 out of 5 (39%).Commitment Segmentation: However, looking at attitudinal and behavioral loyaltytogether, the commitment segmentation for NCCI shows the following profile:

31%Advocates: Positive disposition toward the organization and the section

21%Company Committed: Positive disposition towards the organization but not to thesection

12%Section Committed: Positive disposition towards the section but not to theorganization

36%Uncommitted: Negative disposition towards the organization and the section. This is

the least desirable segment and unless their concerns can be met, their commitment

levels to the company will not improve

Most Important Factors Influencing Commitment


59/83

59

From the key driver analysis, the most important factors that need performanceimprovement to strengthen employee commitment levels, are the following: Employee benefits

Fair treatment

Decision making and delegation

Organizational effectiveness

Motivation

Work environment



From the key driver analysis, the most important factors that need to be maintained toprevent any deterioration in employee commitment, are the following: Having a well defined job

Reputation



Primary Importance

Secondary Importance

NOTE: Priorisation of improvement and maintenanceare shown in the recommendations section, which

takes into account a combination of the importance

of the attribute (if it is a key driver on commitment)

and the level of employee performance on this attribute.

K P f I di t


60/83

60

Key Performance Indicators

Commitment Index

Employee Commitment Segmentation



61/83

61

Base :

1

2

3

4

5

6

7

8

9

10

5.16

547

2003 index: 6.81

1

2

3

4

5

6

7

8

9

10

Total excluding

Border Offices

5.12

470

6.67

1

2

3

4

5

6

7

8

9

10

5.41

77

Border

Offices

7.89

Highest

Lowest

Total

commitment

index

2004 index: 5.87 5.69 7.24

Total NCCI



62/83

62

Base :

Under 25

years

25-29

years

Border

Offices

commitment

index

31 42

Border

Offices

77

7.898.31 7.24

7.246.65 7.70

2003 index:

2004 index:

Highest

Lowest

1

2

3

4

5

6

7

8

9

10

4.27

1

2

3

4

5

6

7

8

9

10

6.49

1

2

3

4

5

6

7

8

9

10

5.41

Total Company Commitment Index:By Years of Employment


63/83

63

Highest

Lowest

Base :

1

2

3

4

5

6

7

8

9

10

5.70

Less than 1

year

1-5

years

Border

Offices

commitmentindex

25 50

Border

Offices

7.89 7.72 8.06

1

2

3

4

5

6

7

8

9

10

5.28

7.24 7.45 7.15

1

2

3

4

5

6

7

8

9

10

5.41

77

2003 index:

2004 index:


Company committed Advocate

Companycommitted Advocate


64/83

64

Comm

itmenttocompa n

y

May Not continue

Will continue

Commitment to section

High Risk High Risk


Section committed

p y

Uncommitted

Trapped

Strongly

Trapped

Strongly

9%26%

9% 17%

3%10%

12% 14%

High Risk High Risk


Section

committed

Companycommitted

Uncommitted

Advocate

Trapped

Strongly

Trapped

Strongly

0%7%

6% 13%

2%8%

16% 48%2003

High Risk High Risk


Section

committed

Uncommitted

Trapped

Strongly

Trapped

Strongly

1%13%

7% 24%

4%6%

12% 33%2004



65/83

65

70

82

66

56

14

8

8

17

16

26

27

10

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


I have very strong positivefeelings towards NCCI

I care about NCCI as if it was my

own business

If I could, Id spend my entireworking life at NCCI

I enjoy talking to people outside

the company about my work

92

99

78

89

2003

91

94

76

79

2004

Top 2-Box



* **


66/83


67/83

67

Overall Opinions


Top 2 Bo


68/83

68

44

73

60

69

13

12

22

19

43

18

12

15

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


71

84

74

74

I plan to be working at NCCI for at least

another 2 years from now

At work, I am personally committed to

do more than my job

I would be glad to recommend NCCI as

a good place to work

At NCCI, I feel highly motivated to do

my work well

64

72

80

76

20032004

Top 2-Box



* **

Committed towards company Uncommitted towards company



69/83

69

56

31

90

54

86

31

90

46

0

25

50

75

100

%

posit

iveresponses*

I plan to be workingat NCCI for at least

2 years from now

At work I am personally

committed to do more

than my job

I would be glad torecommend NCCI

as a good place to work

I feel highly motivatedto do my work well

*positive responses: top 2-box

77**

45**

85**

79**

79**

50**

83**

40**

**2003

69***

47***

78***

56***

89***

53***

82***

58***

***2004


70/83

70


Key Driver (Potential/Risk) AnalysisEmployee Commitment - I


71/83

71

56

28

22

12

20

47

27

51

26

54

Satisfaction with day-to-day activities33

58

67

79

50

71

56

78

72

74



Work standards

Organizational effectiveness

Reputation

Motivation




Fair treatment



Key Driver (Potential/Risk) AnalysisEmployee Commitment - II


72/83

72

8

7

19

22

29

15

26

54

61

11

19

14

15

40

40

26

22

19


Employee benefits

Decision making and delegation

Communication

Relationship with direct boss

Training & development

Appreciation of employee

ideas/contributions

Work / Job resources

Work environment

Teamwork




73/83

73

Recommendations

Recommendations


74/83

74

Employee benDecision maki

Pri


Priority ImprovementsPriority Improvements


75/83

75

Employee Benefits

Salary increments and promotions are fair and based on meritonly

I believe that the pay I get for my work is fair

NCCI provides competitive benefits for its employees and theirfamilies

Decision making and Delegation

I am given the freedom to make my own decisions at work

Decision makers do not create delays.

Employees are confident to take decisions within the scope of

their job.

Fair Treatment

NCCI helps me balance my work and my personal life

Promotions are based on job performance

A lot of decisions are bared on favoritism

Work standards

At NCCI production comes first, then quality

Work habits deteriorate when the boss is absent

Employees see policies and procedures as a source of frustration and

annoyance

Organisational Effectiveness

I have a clear understanding of role and responsibility of each section

according to recent re-organization

I have a clear understanding of the management hierarchy

Recent re-organizations have led to distinct improvements and better

use of resources

Business initiatives an changes are implemented properly

My PMS discussions with my direct boss are frequent and effective


Oth I tOth I t


76/83

76

Other ImprovementsOther Improvements

Motivation

I often have a reason to worry about my job security

The climate of anxiety and fear makes employees hide their mistakes or

blame others.

I have a colleague who inspire me to do better

Work environment

The physical work environment is good for my health

Care, Concern and Respect

NCCI would try to help if I had a personal emergency

Managers criticize their own staff to others

Creating feelings of accomplishment

I am often given tasks for which I do not have the necessary skills

My direct boss acknowledge when Ive done a good job

Recommendations Drilldown Areas to Maintain

M i t iM i t i


77/83

77

Having a Well - Defined Job My responsibilities and goals are made clear by my Direct Boss I am rarely given unclear instructions about what I should do

I have a job description that accurately reflects my duties

Reputation

NCCI provides high quality customer service

NCCI has a strong and capable management team

NCCI is constantly improving services and operations


Employees are able to discuss profound differences rationally

I can trust and depend on all my colleagues to treat me in the way I

wish to be treated

There are strained relationships between my section and other

sections

MaintainMaintain

Satisfaction with Day-to-Day Activities

My job is challenging and helping me to grow and develop

My skills and abilities are being properly utilized by NCCI

Work/ Job Resources Management allocates enough employees to get the job done during

working hours

NCCI puts effort into finding and fixing the weak points in the processes and

procedures

NCCI provides modern technology that helps me produce high quality work

Communication

I rely on informal information sources in my daily work

Within my section, there is good communications

I know where to find the information I need

Information is received by concerned employees in a timely way

NCCI W k F t


78/83

78

NCCI Work Factors

Performance of NCCIs Work Factors

Performance % Performance %


79/83

79

61

62

70

74

74

75

77

77

80

88

Performance %

Top 2-Box

29

31

41

42

43

43

54

55

58

Performance %

Top 2-Box



Communications

Work/ Job Resources

Work Environment



Reputation




Teamwork


Motivation

Fair treatment


Employee Benefits


Work Standards

Performance of NCCIs Work Factors:2006 vs. 2004 and 2003 - I

2006

Performance % Top 2-Box


80/83

80

61

62

70

74

74

75

77

77

80

88



Communications

Work/ Job Resources



Reputation




Performance %

Top 2-Box 20032004* **



9796

10097

8389

9186

8698

8885

8382

7378

6771

5871

Performance of NCCIs Work Factors:2006 vs. 2004 and 2003 - II

2006

Performance % Top 2-Box


81/83

81

29

31

41

42

43

43

54

55

58

Work Environment


Teamwork


Motivation

Fair treatment

Employee Benefits


Work Standards

Performance %

Top 2-Box 2004* **



2003

8277

5459

5878

4037

3865

4649

5649

3942

2227

Ch ki h f 7 30 AM t 3 30 PM (70)*

If you were the CEO, what key changes would youmake to improve NCCI as a place to work?


82/83

82

Change working hours from 7:30 AM to 3:30 PM (70)* Increase salaries (52)

Implement fair system of annual increments and incentives (46) Improve relationship between employees and management (37)

Availability of medical insurance for parents (32)

Put right person for the right job (23)

Improve communications (21)

Take care of the employees to make them loyal to the Company (14)

Incentives for hard working employees (10)

Re-organize administrative structure (11)

Increase number of employees (9)

Promotions to be given on seniority and merit (8)

Put new system of evaluation (7)


83/83

83

east report

Documents