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Becoming a preferred employer. How a global research programme helps the 10th largest employer in the world achieve its strategic goals
Jane Maxwell and Melanie Hipperson Jugdev, ESOMAR, Annual Congress, Lisbon, Sept 2004
This paper reports a case history where an employee loyalty measurement programme contributes to the strategic direction as well as tactical needs of Compass Group, the world’s tenth largest employer.
This paper reports a case history where an employee loyalty measurement programme contributes to the strategic direction as well as tactical needs of Compass Group, the world’s tenth largest employer. It demonstrates how a close partnership between client and research agency led to a number of successes in year one of the survey, including consistent measurement of a global workforce. The paper demonstrates how operational challenges were overcome and concludes with thoughts on how the employee measures are to be combined with service measures, so that predictions of business performance can start to affect real business results.
Development and implementation of the commercial performance audit
Wilfred Kik and Leo van Doorn, ESOMAR, Annual Congress, Lisbon, Sept 2004
ABN AMRO is one of the top three banks in the Netherlands with 570 “bankshops.” It introduced a commercial audit to make bankshop staff and management aware of the required level of customer service; to improve sales and customer satisfaction and to ensure that clients get the same level of service at each bankshop.
ABN AMRO is one of the top three banks in the Netherlands with 570 “bankshops.” It introduced a commercial audit to make bankshop staff and management aware of the required level of customer service; to improve sales and customer satisfaction and to ensure that clients get the same level of service at each bankshop. The audit was well received by bank staff and by national HQ who can use the results to further improve customer service.
NHS Hospital Employee Research - Catalyst for Action…or Just Another Useless Initiative?
Vanessa Hine, Peter Barton, Karen Wisdom and Andrew Kingston, Market Research Society, Annual Conference, 2002
Combining quantitative and qualitative research, this study, undertaken by MORI amongst NHS staff in East Kent (UK), explored experiences of, and attitudes to, working in an NHS Trust, the communication and management style of the organisation, and a range of other variables.
Combining quantitative and qualitative research, this study, undertaken by MORI amongst NHS staff in East Kent (UK), explored experiences of, and attitudes to, working in an NHS Trust, the communication and management style of the organisation, and a range of other variables. Aimed at supporting the human resources work of the organisation, group discussions were initially undertaken and these were followed by an all-staff self-completion questionnaire (which achieved a response rate of c. 45%), distributed to potential respondents with their payslips. Emphasis was put on integrating the findings from the work into management's discussions and plans for the future.
The workers evolution
Niamh Bryan, Steve Aumayer and Quentin Ashby, ESOMAR, Marketing Transformation Congress, Rome, Sept 2001, pp. 219-269
This paper investigates how workplace structures throughout Europe are changing, driven by the new economic and social environment.
This paper investigates how workplace structures throughout Europe are changing, driven by the new economic and social environment. New research amongst leading employers in the United Kingdom will help reveal how organisations are responding to the challenges and will help predict the likely effects on the way we work. In particular, the paper reveals how flexible working patterns are going to be key to the success of the European economy and we discover how organisations differ in their approach to changes in workplace structures
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