Seek Master Template

Satisfaction & Motivation Study 2009

AUSTRALIA

Overview

Agenda

Marketplace Insights

Employee Job Security & Happiness

Economic Impact On Employees Over The Last 12 months

Employee Thoughts About Their Organisation

Employee Retention

Employee Thoughts About The Future

Key Insights And Recommendations

2

The SEEK Employee Satisfaction & Motivation Survey

The SEEK Employee Satisfaction & Motivation Survey has been tracking how Australian employees are feeling, since 2003.

The Survey examines:

• Happiness and job security of Australian Employees

• What employees love and hate about their jobs

• Why employees left their last job, what would keep them in their current job, and what they are looking for in their next job

• Impact of the economy on employees and how they feel about their organisation

Unless shown, results are consistent across states

The majority of the presentation is based on a sample of currently employed respondents (n= 6069)

3

Marketplace Insights

Unemployment & Participation Rates

62.5

63.0

63.5

64.0

64.5

65.0

65.5

66.0

4.0

5.0

6.0

7.0

8.0

Jan-98 Jan-99 Jan-00 Jan-01 Jan-02 Jan-03 Jan-04 Jan-05 Jan-06 Jan-07 Jan-08 Jan-09

Unemployment Rate Participation Rate

Un

em

plo

ym

en

t R

ate

(1)(%

)

(1) Percentage of total labour force

(2) Percentage of working age population

Source: ABS 6202.0 Seasonally Adjusted figures – September 2009

La

bo

ur

Fo

rce

Pa

rtic

ipa

tio

n (2

) (%

)

5

The impact of the downturn on the employment market in Australia has not been as

severe as in other parts of the world.

40

60

80

100

120

140

160

180

Jan-07 Apr-07 Jul-07 Oct-07 Jan-08 Apr-08 Jul-08 Oct-08 Jan-09 Apr-09 Jul-09 Oct-09

NSW VIC QLD SA WA AUS

SEEK Job Ad Index

6New Jobs Ads Placed with SEEK, Australia and the Five Mainland States, seasonally adjusted, January 2007 to September 2009 (index January 2007 = 100)

Since June 2009, SEEK has seen growth in the demand for candidates on

www.seek.com.au of approximately 7%.

0.00

0.20

0.40

0.60

0.80

1.00

1.20

1.40

1.60

Jan-08 Mar-08 May-08 Jul-08 Sep-08 Nov-08 Jan-09 Mar-09 May-09 Jul-09 Sep-09

Average Casual/Vacation Contract/Temp Full Time Part Time

Job Ad Index - Work Type

7

Source: SEEK Job Ad Index October 2009

As candidate demand has bounced back, we’ve seen the largest growth in

casual/vacation roles, with full time roles suffering the most since the downturn.

The proportion of employed persons in Australia working full time has dropped by

approximately 2% drop over the past year.

70.0%

70.5%

71.0%

71.5%

72.0%

72.5%

Sep-02 Sep-03 Sep-04 Sep-05 Sep-06 Sep-07 Sep-08 Sep-09

Full Time Employment Has Declined

% Employed Persons Working Full Time

Source: ABS (Jan-02 – Sep-09)

Dropped ~2%

in 1 year

8

Average Hours Worked Had Decreased

140

141

142

143

144

145

146

147

Sep-02 Sep-03 Sep-04 Sep-05 Sep-06 Sep-07 Sep-08 Sep-09

Average Monthly Hours Worked per Employed Person (per employee)

Source: ABS (Jan-02 – Sep-09)

Dropped ~2%

in 1 year

9

The average monthly hours worked per employed person has also dropped by

approximately 2% drop over the past year.

Employee Job Security

And Happiness

39%

53%

8%

67%

28%

5%

50%

43%

6%

45% 44%

11%

Yes NoI don't think the Australian economy

is slowing down

Aug-08

Oct-08

Jan-09

Aug-09

Employees Are Less Worried About Their Jobs And The Economy

Base: Respondents who are employed (Aug 2009 n=6069; Jan 2009 n=4954; Oct 2008 n=1994; Aug 2008 n=10,455)

11Q. In light of a slower economy in Australia are you worried about your job/career?

Employees are now less worried about their job/career. One year on from the

beginning of the downturn more employees also believe that the economy is not

slowing.

Job Security On The Rise

23%

30% 31%29%

31%

59%

42%38%

21%18%

26% 25% 25%

8%

13%

20%

0%

10%

20%

30%

40%

50%

60%

70%

2004 2005 2006 2007 Aug-08 Oct-08 Jan-09 Aug-09

Less Secure More Secure

Base: Respondents who are employed (Aug 2009 n=6069; Jan 2009 n=4954; Oct 2008 n=1994; Aug 2008 n=10,455; 2007 n=5152; 2006 n=1208; 2005 n=7020; 2004 n=5879)

12Q. How does your job security now compare to 12 months ago?

Employee job security is rising a year on from when the economy first began to

decline. The proportion of employees feeling ‘more secure’ is returning to the long

term average.

29%

27%

22% 22%23%

45%

47%48%

53%

50%

20%

25%

30%

35%

40%

45%

50%

55%

2007 Aug-08 Oct-08 Jan-09 Aug-09

Happy Unhappy

Employee Happiness Remains Stable Throughout Downturn

Base: Respondents who are employed (Aug 2009 n=6069; Jan 2009 n=4954; Oct 2008 n=1994; Aug 2008 n=10,455; 2007 n=5152; 2006 n=1208; 2005 n=7020; 2004 n=5879)

Are the drivers of

happiness now the same

as they were a year ago?

13Q. How happy are you with your current job?

The proportion of employees feeling happy in their job has not changed significantly

through the downturn, although the drivers of happiness may have changed.

43%53% 55%

49% 51%

26%

24% 23%25% 24%

31%23% 22% 26% 25%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Less than a year 1 to less than 3 years

4 to less than 6 years

7 to less than 10 years

11 years and over

Unhappy Neutral Happy

Employees Happiest In Their First Year Of Tenure

Base: Respondents who are employed (n=6069)

14

Q. How long have you been working for your current employer?

Employees are happiest in their first year with an employer – providing an opportunity

to drive retention with employees that have been with the organisation for ‘1 to less

that 3 years’.

Economic Impact On

Employees Over The

Last 12 Months

Recent Policies Relate To Costs And Recruitment & Dismissal

1%

3%

4%

4%

4%

14%

16%

27%

0% 5% 10% 15% 20% 25% 30%

Product related

Staff replacements

Workload

Business improvement

Leave & holidays

Working hours

Recruitment & dismissal

Cost related

Base: Respondents whereby employer implemented new policies to help reduce the impact of the slowing economy in your workplace (n=1340)

E.g. Cost cutting,

pay freezes

E.g. Redundancies,

retrenchments,

recruitment freeze

E.g. Reduce working

hours, increase working

hours

16Q. What policies has your employer introduced? OPEN ENDED

Policies implemented to mitigate the impact of the downturn often relate to cost and

recruitment/dismissal.

What Employees Told Us

Pay freeze to reduce

redundancies; clear out of

expensive contract staff.

Employees to be more

vigilant about wastage,

and using the resources

effectively

Offering leave without pay

and temporary part-time.

Tighter control on stock,

ordering more items as it is

needed rather than keeping a

large inventory

Focus on greater staff

training in order to aid

business productivity in

achieving desired targets

and outcomes.

17

Q. What policies has your employer introduced? OPEN ENDED

49% Of Employees Have Not Been Impacted By The Downturn

8%

11%

14%

19%

49%

0% 10% 20% 30% 40% 50% 60%

Take a pay cut

Work more hours

Work less hours

Take on extra responsibility

Nothing has changed


Nothing has changed

31% happy

26% less secure

18

Something has changed:

20% happy

49% less secure

Q. Since the slowing of the economy, to keep your current job have you had to …

The downturn has not had the impact we expected. Where employees have seen an

impact on their role they are feeling less secure and less are feeling happy

Employers Implementing Voluntary Cut Backs Have Happier Employees

Base: Respondents who work less hours, work more hours or take a pay cut (n=1332)

17% VOLUNTARY

POLICY

36% Happy

22% More secure

59% would recommend

organisation

83% MANDATORY

POLICY

18% Happy

12% More secure

33% would recommend

organisation

19Q. Did your company implement new policies to encourage voluntary cut backs or were you just told?

Those employees that were given the choice to take cut backs are happier and more

secure than those that were forced to. They are also much more likely to recommend

the organisation when cut backs were on a voluntary basis.

Employee Thoughts

About Their Organisation

Employees Are Happier When Treated As Priority

8%

34%

58%

0% 10% 20% 30% 40% 50% 60% 70%

15% happy and

16% more

secure

36% happy and

25% more

secure

56% happy and

29% more

secure


Making sure staff

are happy and secure

Preparing for medium to

long term success come

the economic upturn

Making a profit / Cutting

costs in the short term

21Q. What’s your organisations main priority at the moment?

Employees understand that tough decisions have had to be made over the past 12

months, however they’re happier where they feel as if they’re a priority to the

organisation.

Half Of Employees Feel Optimistic About Future Of The Organisation

33%

18%

28%

21%

0% 5% 10% 15% 20% 25% 30% 35%


49%

People are burnt out

and disillusioned

There's a low energy and fear we

may still lose our jobs

There's a degree of hope and

people are optimistic about our

company's future

There's a high and positive energy

about our company's future

51%

22Q. How's the current morale in your workplace?

It is positive to see that almost 50% of employees are feeling somewhat positive and

optimistic about the future. Those that are disillusioned, however, may take time to

convert back into ‘corporate champions’.

6 In 10 Employees Would Not Recommend Their Organisation

59%

41%

No, I wouldn't recommend it. It's not a great place to work Yes, it's a great place to work


23

Q. If a friend was seeking employment and your organisation was hiring, would you recommend your workplace to your friend?

Your staff should be a key component of your employer brand strategy. Low advocacy

within an organisation can have implications for productivity, retention and new hires

in the organisation.

Happy And Secure Employees Are ‘Corporate Champions’

Base: Respondents who are happy and more secure (n=528); Respondents who are unhappy and less secure (n=1413)

HAPPY &

MORE SECURE

89% would recommend

organisation

UNHAPPY &

LESS SECURE

4% intend to leave in

the next 3 months

13% would recommend

organisation

46% intend to leave in

the next 3 months

24

Happy and secure employees are more likely to stay with the organisation – reducing

recruitment and training costs for employers. They can also be powerful advocates in

building your employer brand.

Employee Retention

13%

17%

17%

20%

23%

30%

32%

32%

34%

17%

18%

21%

28%

27%

38%

32%

14%

33%

0% 10% 20% 30% 40%

I had a poor work-life balance

Too much stress

Poor corporate/company culture

For a better package and benefits

I was bored

I wanted a new challenge

I didn't feel appreciated at work

Made redundant

Bad management

Aug-08 Aug-09

Redundancy Among The Top Reasons For Leaving Last Job

Base: Those who have been working for current employer for less than a year (n=1816)

26

Q. Which of the following reasons contributed to your decision to leave your last job? Please rank top 3 reasons.

‘Redundancy’ has more than doubled as a reason for leaving last job over the past

year. At the same time, less employees have left their job for reasons like ‘I was

bored’ or ‘I wanted a new challenge’.

Employees ‘Love’ The People They Work With

5%

5%

5%

5%

5%

9%

10%

10%

19%

0% 5% 10% 15% 20%

My stress level

Salary

Feedback/appreciation

Training and development

Quality of overall management

Hours of work

Benefits/conditions

My boss

People I work with

Note: % shown is love – top box


(leave, flexible time etc)

27

Q. Rate what you love about your current job.

Employee ‘loves’ are consistent with previous years and have not been impacted by

the downturn.

Employees ‘Hate’ The Quality Of Overall Management

6%

11%

11%

13%

16%

16%

18%

21%

23%

25%

0% 5% 10% 15% 20% 25% 30%

People I work with

Benefits/conditions

Training and development

Hours of work

My boss

Salary

Career development

Feedback/appreciation

My stress level

Quality of overall management


(leave, flexible time etc)

28Q. Rate what you hate about your current job.

While employee ‘hates’ are consistent with previous years, ‘Quality of Overall

Management’ is trending upwards. This may have been intensified by the GFC as

tough decisions have had to be made.

Employees Seek Open And Honest Communication From Management


31% 31% 33% 33%

43%

39%44%

63% 63% 60% 60%

43%34%

28%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Openness and honesty

Communication skills

The ability to encourage and

listen to suggestions

Support of their team

The ability to provide regular

feedback

Technical skills and ability

Vision for the future

5 - Extremely Important 4 3 2 1- Not Important At All

29Q. In general, what management qualities are most important for your manager to have.

The most important qualities employees are looking for in management are primarily

aspects that the organisation has influence over, and will not cost much to implement.

Employees Are Motivated By Recognition

1%

1%

4%

6%

7%

7%

10%

12%

34%

0% 10% 20% 30% 40%

Freebies

Flexible Work Hours

Better Working Environment

More Effective Communication

More Challenging Role & Responsibilities

Career Development & Opportunities

Salary & Incentives

Increased People Focus

Increased Encouragement & Support


E.g. More appreciation, staff

awards, recognition,

encouragement, regular

feedback.

E.g. Listening to staff, respect for staff, team

building

E.g. Open and honest communication,

reducing the gap between management and

staff

30Q. Please tell us the best way your employer can keep you motivated? OPEN ENDED

Salary & incentives are a key motivator when looking for a job, however recognition

and appreciation become much more important when looking to retain your staff.

What Can Employers Do To Motivate Employees?

Rewards for the hard work,

appreciation for their efforts,

quality management and

managers responsibility to be

open supportive and promote

on merits of hard work.

Listen to ideas, reward and

encourage staff. Lead by

example and have empathy for

others. Encourage growth and

development; to excel and be the

best that they can be.

I believe that with good

communication, support,

recognition and mutual respect

most people will strive to do

their best at work.

I would be more motivated if the

recommendations I made for

improving our business were

acknowledged and considered. I

would also appreciate a higher

level of regular weekly feedback

and praise for good performance.

31

Q. Please tell us the best way your employer can keep you motivated? OPEN ENDED

Employee Thoughts

About The Future

55%

24%

8% 8%

4%

50%

13%15%

6%

14%

65%

14%

7%4%

6%

61%

15%

7% 6%4%

0%

10%

20%

30%

40%

50%

60%

70%

I'm keeping my eyes open for other

options

No change, it'll be business as usual

I'll just be happy to keep my job

I'll be looking for a promotion with my current employer

I am worried I may lose my job

Aug-08

Oct-08

Jan-09

Aug-09

6 In 10 Employees Keeping Their Eyes Open For Other Options

Base: Respondents who are employed (Aug 2009 n=6069; Jan 2009 n=4954; Oct 2008 n=1994; Aug 2008 n=10,455)

33

Q. In light of a slower economy in Australia, which statement best describes your attitude to work for the next 12 months

Over 60% are keeping their eyes open for other options, with less people worried

about losing their jobs.

Almost 5 In 10 Intend To Leave Their Employer In The Next 6 Months

8%

4%

1%

4%

6%

12%

17%

21%

25%

0% 5% 10% 15% 20% 25% 30%

Until the economy picks up

10 years plus

6-9 years

4- 5 years

2-3 years

1-2 years

7 months -1 year

Less than 6 months

Less than 3 months


9% happy

13% more secure

75% happy 33%

more secure

34Q. How long do you intend to stay with your current employer?

The intention to change employer is high.

30% 30%32% 31%

29%

39%

71% 60%

69%

18%

24%22%

35%

27%

6%

12%9%

0%

10%

20%

30%

40%

50%

60%

70%

80%

2003 2004 2005 2006 2007 Aug-08 Oct-08 Jan-09 Aug-09

Take more time Take less time

Employees Expect It WillTake Longer To Find A New Job

Base: Respondents who are employed (Aug 2009 n=6069; Jan 2009 n=4954; Oct 2008 n=1994; Aug 2008 n=10,455; 2007 n=5152; 2006 n=1208; 2005 n=7020; 2004 n=5879)35

Q. How long do you think it would take you to find a job today compared to 12 months ago?

Employees believe it will take longer to find a job, but many still have their eyes open

for opportunities.

Jobsites Remain The Most Popular Source For A New Job

86%

36%

43% 44%

34%

30%28%

10%

87%

35%

40%42%

33% 33%

29%

10%

88%

38%36%

34% 34% 33% 32%

11%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Internet jobsite Word of mouth (friends or

family)

Recruitment agency

Newspaper Word of mouth (business network)

Direct approach to organisations

Specific company

website (eg Coles, ANZ etc)

Social networking site

Aug-07 Aug-08 Aug-09

Base: Respondents who are employed (Aug 2009 n=6069; Aug 2008 n=10,455; 2007 n=5152; 2006 n=1208)

36Q. How do you expect you would find out about your next job?

Online jobsites remain the most expected source for a new job and newspapers

continue to trend downwards. Social networking sites are the least expected source of

a new job.

89%

45%

31%

37%

27%

34%

38%

10%

87%

34%

41%

29%

37%

31% 30%

10%

87%

37%35%

42%39%

32%

26%

13%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Internet jobsite Word of mouth (friends or

family)

Recruitment agency

Newspaper Word of mouth (business network)

Direct approach to organisations

Specific company

website (eg Coles, ANZ etc)

Social networking site

Gen Y Gen X Boomers

Generations Agree: Jobsites The Source For Next Job

Base: Respondents who are employed (Gen Y n=2256; Gen X n=2673; Boomers n=1110)

37Q. How do you expect you would find out about your next job?

While the large majority across all generations expect to find their next job through an

online jobsite, Gen X are more likely to use recruitment agencies and Gen Y are more

likely to go to an organisation directly through their website.

Candidates Looking For ‘Quality Of Management’ And ‘Salary’ In Next Job

14%

22%

23%

23%

25%

32%

32%

33%

37%

37%

41%

43%

44%

45%

0% 10% 20% 30% 40% 50%

A Company's Social Responsibility Program

Low stress

Company reputation

Company vision and goals

A Company's culture

Access to training or skills development

Hours of work

Variety and content of work

Benefits/conditions (leave, flexible time etc.)

Job security

Workplace environment

Career development

Salary

Quality of management

Note: Data shown is % extremely importantBase: All respondents, employed and unemployed (n=7457)

38

Q. When looking for a job, how important are the following (From 1 = not important at all to 5=extremely important)

While salary is still highly important in considering a new job, quality of management

has become increasingly important – which is consistent with what they hate most

about their current job.

Key Insights And

Recommendations

Key Insights & Recommendations

• Economy is beginning to stabilise and recover

• Demand for candidates on SEEK has shown growth since June and we would expect this to continue

1. Marketplace insights

40


• Job security is increasing as the economy recovers

• Happiness remains relatively stable, however the drivers of happiness may have changed

• Levels of happiness drop significantly after 1 year tenure with the organisation – providing an opportunity for employers to drive retention

2. Employee job security and happiness

41


• Half of all employees have seen an impact on their role as a result of the downturn

• Those that have been impacted are generally less secure and less happy

• Organisations implementing voluntary policies to mitigate the downturn have happier staff

3. Impact of the economy on employees over last 12 months

42


• Employees are happier and more secure where they feel people are a priority of the organisation

• Almost 50% of employees are positive and optimistic about their organisation’s future

• It may take time to convert disillusioned employees back into ‘corporate champions’

• 6 in 10 employees would not recommend their organisation as a place to work – this doesn’t have to cost the earth to turn around

• Happy and secure employees are more likely to be advocates and will help to build your employer brand

4. Employee thoughts about their organisation

43


• In the past year, employees have been less likely to leave their job because of boredom or the search for a new challenge – will this mean there is mass movement ahead?

• The downturn has not impacted what employees love (their colleagues) and hate (quality of management) about their jobs

• Employees rate openness, honesty and communication skills as the most important management qualities – all inexpensive to implement

5. Employee retention

44


• 5 in 10 employees intend to change employer in the next 6 months

• 7 in 10 employees believe it will take them longer to find a job than it did 12 months ago

• 8 in 10 employees expect to find their next job through an online jobsite

• Social networking sites are by far the least expected way to find the next job

• When looking for a new job, salary and quality of management are the most important factors for candidates

6. Employee thoughts about the future

45

Respondent Profile

Appendix – Respondent Profile

52%48%

Female Male

Q32. Are you...

Base: Respondents who are employed (n=6069)47


38%

43%

19%

1%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Gen Y (18-26)

Gen X (27-41)

Boomers (42-60)

Builders (61 or over)

Age of Survey Respondents

Q2. What is your age group?

Base: All respondents (n=7597)48


1%

19%

33%

29%

10%

8%

0% 5% 10% 15% 20% 25% 30% 35%

No formal qualification

Secondary school

Diploma or certificate

Degree

Post graduate diploma or certificate

Masters or doctorate

Highest Qualification Completed of Survey Respondents

Q33. What is the highest qualification you have completed to date?



4%

8%

3%

4%

15%

14%

17%

35%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Don't know

A not for profit organisation

Government body – i.e. University, Hospital, Medicare

Government – Federal, State, Local Government

A privately owned company (201+ employees in company)

A privately owned company (51-200 employees in company)

A privately owned small business – (1-50 employees in company)

A publicly listed company (201+ employees in company)

Organisation Type that Survey Respondents Currently Work In

Q37. Which of the following best describes the type of organisation you currently work in?



15%

2%

5%

5%

7%

12%

14%

18%

23%

0% 5% 10% 15% 20% 25%

Other

Government

Education

Medical and Health Service

Trade Roles

Managerial

Retail and Call Centre

Administrative

Professional

Work Type of Respondents

Please note ‘other’ includes: Hospitality, Security, Transport, Cook / Kitchen Hand

Q38. How would you describe your type of work ?


Appendix – Sample &

Methodology

Appendix – Sample & Methodology

Online survey conducted between 25th August – 18th September 2009

n=6069 completed responses Australia wide

Survey was approximately 8-10 minutes in length

Sample consisted of:

• Mix of ages 18+

• Mix of ‘Work Type’ (i.e., Managerial, White Collar, Trades etc...)

• Mix of highest level of education completed

• Mix of respondents working in Government Not for profit, Public and Private companies

• Even split of males and female

53

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