员工意识调查EmployeeSatisfactionSuppt课件

1、2004年员工认识调查报告2004 Employee Satisfaction Survey Report2005年2月1日.目录(catalog)调查目的Purpose方法阐明Methodology称心度ESI认识维度Dimension职级差别分析Seniority Gap AnalysisA&R差别分析A&R Gap Analysis部门差别分析Department Gap Analysis员工建议和意见Suggestions & Opinions调查概述General Introduction提高员工称心度行动Action on ES.一、调查目的(Purpose)员工称心Employe

2、e Satisfaction员工敬业Employee Engagement经销商称心Dealer Satisfaction顾客称心Customer Satisfaction前往目录Catalog.二、调查概述(General Introduction)调查对象：课长及以下职全体员工Respondent: All the staff including Kezhang and lower seniorities调查方式：不记名Anonymous调查时间： 2004年11月30日-12月6日Time: Nov. 30, 2004-Dec. 6, 2004前往目录Catalog.二、调查概述(Gen

3、eral Introduction)问卷题型Question Mode单项选择题：36道题 36 Options问答题：5道题5 Essay Questions有效答卷率:68%Response Rate:68%前往目录Catalog.二、调查概述(General Introduction)填写问卷Question-naire统计分析S&A改善提案KaizenProposal提交报告Release Report前往目录Catalog.方法阐明(Methodology)分析维度(Analysis Dimension)统计分组(Group Classification)分析角度(Perspecti

4、ve)称心度 (Interpretation of ESI)前往目录Catalog.分析维度(Dimension)运营战略Business Strategy沟通Communication管理Management报酬Compensation职业开展Career Development根本认识General attitude任务Work前往目录Catalog.统计分组(Group)业务职/普通职/技艺职clerk专2职Specialist专1/上专/课长Supervisor职级Seniority目前忠实度Current A&R部门Department财务部Financial管理/广报Admin./

5、PR车辆/达路MPD/Dario网络部DDD售后效力部ASD分支机构Branches留Plan to Stay不确定Not Decided离Plan to Leave三年忠实度3Y A&R前往目录Catalog.分析角度(Analysis Perspective)职级差别分析Seniority Gap Analysis忠实度差别分析Attraction & Retain GAP Analysis部门差别分析Department Gap Analysis前往目录Catalog.员工称心度丈量(Satisfaction Scale)非常赞同Strongly agree5根本赞同Agree4部分赞同

6、Neither AgreeNor Disagree3根本不赞同Disagree2非常不赞同Strongly Disagree1前往目录Catalog.称心度计算(ESI Interpretation)员工称心度职业开展Development沟通Communication薪酬Compensation任务Work管理Management+=T14(T16+T17+T18+T20)/4(T21+T23+T24)/3(T27+T28)/2T34前往目录Catalog.总体员工称心度(Overall ESI)：3.26前往目录Catalog.认识维度-根本认识(Dimension-General att

7、itude)HonorConfidencePossibility of Stay 前往目录Catalog.认识维度-公司战略认识度(Dimension-Business strategy)3 years Strategy GoalDepartmentStrategy前往目录Catalog.认识维度-管理称心度Dimension-Management*有56.3%的员工以为责任不明确，部门间相互推卸“是开展跨部门任务最多的问题点*提高决策速度最难的方面：财务部有50.0%、售后效力部有51.2%的员工选择“信息沟通不完备;车辆/达路有59.5%的员工选择关联指点太多;网络部有52.6%的员工选择

8、“环境变化，组织对应不及时“管理/广报有58.8%的员工选择合资双方的文化差别Satisfied with your supervisor前往目录Catalog.认识维度-任务称心度Dimension-Workworkloadachievementexpertiseapplicationimprovement前往目录Catalog.认识维度-薪酬称心度Dimension-CompensationPromotionSalary & BonusFringe Benefit前往目录Catalog.认识维度-职业开展称心度Dimension-Career Development对于职业生涯开展,全员有

9、53%的员工选择提供更多的培训时机,46.1%的员工选择提供更多的开展空间Career DevelopmentCareer Goal Achievement前往目录Catalog.认识维度-沟通称心度Dimension-CommunicationQ31：外语沟通能否是影响您任务效率的主要缘由吗？部门差别：财务部44.4%的员工回答“是;管理/广报17.6%的员工回答“是communication前往目录Catalog.差别分析Gap Analysis职级差别分析Seniority Gap Analysis: 忠实度差别分析A&R Gap Analysis部门差别分析Department Gap

10、 Analysis前往目录Catalog.职级差别Seniority Gap AnalysisClerkSpecialistSupervisor前往目录Catalog.职级差别分析-北京总部Seniority Gap Analysis-ClerkSpecialistSupervisor前往目录Catalog.职级差别分析Seniority Gap Analysis22.5%27.9%28.8%13.5%7.2%17.1%25.7%41.4%41.4%4.3%26.3%31.6%36.8%5.3%ClerkSpecialistSupervisor前往目录Catalog.职级差别分析Seniori

11、ty Gap Analysis20.7%31.5%30.6%11.7%5.4%17.1%47.1%24.3%7.1%4.3%15.8%73.7%10.5%ClerkSpecialistSupervisor前往目录Catalog.职级差别分析Seniority Gap Analysis5.1%13.6%13.6%40.7%27.0%5.6%37.0%25.9%22.2%9.3%5.6%44.4%44.4%5.6%ClerkSpecialistSupervisor前往目录Catalog.职级差别分析Seniority Gap Analysis42.3%57.7%34.3%65.7%21.1%78.

12、9%ClerkSpecialistSupervisor前往目录Catalog.目前忠实度差别分析Current A&R Gap Analysis前往目录CatalogPlan to StayNot DecidedPlan to Leave.目前忠实度差别分析Current A&R Gap AnalysisPlan to StayNot DecidedPlan to Leave前往目录Catalog.目前忠实度差别分析Current A&R Gap AnalysisPlan to StayNot DecidedPlan to leave前往目录Catalog.目前忠实度差别分析Current A

13、&R Gap AnalysisPlan to StayNot DecidedPlan to leave前往目录Catalog.目前忠实度差别分析Current A&R Gap AnalysisPlan to StayNot DecidedPlan to leave前往目录Catalog.目前忠实度差别分析Current A&R Gap AnalysisPlan to StayNot DecidedPlan to leave前往目录Catalog.目前忠实度差别分析Current A&R Gap AnalysisPlan to StayNot DecidedPlan to leave前往目录Ca

14、talog.部门差别分析Department Gap AnalysisFinanceMPD/DARIODDDASDBranches前往目录CatalogAdmin.&PR.部门差别分析Department Gap AnalysisFinanceMPD/DARIODDDASDBranches前往目录CatalogAdmin.&PR.部门差别分析 Department Gap AnalysisFinanceMPD/DARIODDDASDBranches前往目录CatalogAdmin.&PR.部门差别分析Department Gap AnalysisFinanceMPD/DARIODDDASDBr

15、anches前往目录CatalogAdmin.&PR.部门差别分析Department Gap AnalysisFinanceMPD/DARIODDDASDBranches前往目录CatalogAdmin.&PR.部门差别分析Department Gap AnalysisFinanceMPD/DARIODDDASDBranches前往目录CatalogAdmin.&PR.部门差别分析Department Gap AnalysisFinanceMPD/DARIODDDASDAdmin.&PRBranches前往目录Catalog.部门差别分析Department Gap AnalysisFinanceMPD/DARIODDDASDBranches前往目录CatalogAdmin.&PR.部门差别分析Department Gap AnalysisFinanceMPD/DARIODDDASDAdmin.&PRBranches前往目录Catalog.员工建议和意见Suggestions and comments前往目录Catalog团队协作Teamwork沟通communication员工鼓励Incentive业务流程Busi