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High Performing Workplace Index
B E N C H M A R K R E P O R T
XYZ Company
Thursday, December 8, 2016
C o n f i d e n t i a l
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Table of Contents
P A R T O N E - EXECUTIVE SUMMARY .................................................................... 1
1. L E A D E R S H I P ........................................................................................ 4
2. E M P L O Y E E E X P E R I E N C E S .............................................................. 7
3. I N N O V A T I O N ...................................................................................... 14
4. C U S T O M E R O R I E N T A T I O N ........................................................... 17
5. F A I R N E S S ............................................................................................ 19
6. P R O D U C T I V I T Y ................................................................................. 21
P A R T T W O – FIRM LEVEL MANAGEMENT PRACTICES .......................................... 23
7. Management Practices Benchmarking Results (Australia) ................................... 24
8. Management Practices Benchmark Results (International) ................................. 27
9. Firm Productivity & Financial Performance Benchmark Results ............................ 28
P A R T T H R E E - PUBLIC & PRIVATE SECTOR BENCHMARKS ................................ 29
P A R T FOUR – DEMOGRAPHIC SURVEY INFORMATION .......................................... 32
Age ............................................................................................................... 33
Gender ........................................................................................................... 34
Education ........................................................................................................ 35
Type of Employment ........................................................................................ 36
Management Level ........................................................................................... 37
Tenure ........................................................................................................... 38
Income ........................................................................................................... 39
Background to the High Performing Workplace Index ............................................... 40
1
P A R T O N E - EXECUTIVE SUMMARY
The High Performing Workplace Index
2
E X E C U T I V E S U M M A R Y
How to read your High Performing Workplace Index report:
Well done. Overall, you perform ‘above average’ on the High Performing Workplace
Index. Extra effort and hard work over the next year is required to see you move into
the High Performing Workplace category.
The hexagon chart above shows your overall percentile on the High Performing
Workplace Index. The colours of the 6 individual hexagons indicate your performance in
each area of the High Performing Workplace Index:
You are high performing
Good work
Take notice
Red needs attention
The radar charts on the following pages show your benchmark results against peers in
each area of the High Performing Workplace Index. Whilst overall you are within reach of
becoming high performing, these results indicate there are opportunities for
improvement.
The number of survey responses is 64.
3
Introduction
Your organisation has adopted the High Performing Workplace Index (HPWI) survey as a
tool to support continuous improvement and implementation of its goal to becoming a
high performing organisation. This reflects the high standard your organisation has set
for itself and aligns with your organisation’s objective to be a high performance
organisation.
The HPWI survey adopts an academically validated and multi-disciplinary method and
has been deployed across a range of companies and public sector agencies. Importantly,
the HPWI seeks employees’ perspectives on a range of performance measures, including
productivity, innovation, culture, fairness, leadership and customer service. By
participating in the survey your organisation is benchmarking itself against these
organisations, assessing workplace productivity and its drivers, and identifying strengths
and areas for improvement.
The HPWI survey was implemented within your organisation this year. The online survey
was open to all staff for a period of time and was also widely promoted through your
organisation. Participation in the survey was voluntary and anonymous.
This benchmark report provides an overview of the results generated from
administration of the survey this year. The report covers six domains of organisational
performance:
Leadership
Employee experiences
Innovation
Customer Orientation
Fairness, and
Productivity.
The report also highlights employee perceptions of performance across management
systems and processes that align with high performance.
In consultation with the Senior Executive, and through organisational performance
review processes such as Divisional Planning Days and the Divisional Consultative
Committee, the survey results will inform a range of possible High Performing Workplace
initiatives or actions over the coming year at the Divisional and Branch level.
4
1. L E A D E R S H I P
Meaningfulness Leadership
Leadership is a process whereby one person exerts influence over
another in an attempt to guide and influence activities and
relationships towards shared organisational goals and objectives.
High performing leaders make work meaningful by helping staff
understand how their work fits into the bigger picture. They involve
staff in decision processes, have confidence in staff, provide
autonomy to staff over how to do their job and prioritise people
management.
With high quality leadership, there is a shared vision and shared
goal amongst staff, team members trust their leader and tension
and conflict between the leader and staff is low.
Your Results
Meaningfulness
Well Done. Overall, you score above average. However, some
employees are not sure how their work objectives and goals relate
to those of the organisation. Not all staff have a strong sense of
doing work that is worthwhile. Speak with leaders and supervisors
about what they can do to improve the meaningfulness of work for
their staff.
Participation in decision making
Well Done. Overall, you score above average. Leaders are viewed
as providing some opportunities for staff to have a say in decision
making processes, however some staff feel they could contribute
more if given the chance. Speak with leaders and supervisors about
what they can do to better involve staff in decision making
processes.
Confidence
Take notice. Leaders are viewed by a number of employees as not
having sufficient confidence in their staff to do a good job. Speak
with leaders and supervisors about what they can do to improve.
Autonomy
Take notice. A number of employees consider they could have
more freedom to undertake their work in the most efficient and
effective way. They feel leaders do not always give them enough
discretion to manage their work. Speak with leaders and
supervisors about techniques for giving staff the full autonomy they
need to do a good job.
Participation in
decision making
Confidence
Autonomy
People
Management
Vision
Trust
Tension &
Conflict
Overall Competency
5
People Management
Well Done. Overall, you score above average. However, some
employees consider leaders could spend more time and effort
managing staff and teams. People management is not always
considered to be a top priority. Speak with leaders and supervisors
about the importance of good people management skills.
Vision
Well Done. Overall, there is a shared vision by leaders. However,
some employees consider leaders to be unclear about where the
organisation is going. Leaders are not seen by all staff as inspiring
employees with their plans about the future. Keep an eye on this
area going forward.
Trust
Take notice. Employees do not always trust their leaders. They do
not always feel they can rely upon their leaders and would not be
willing to let leaders have complete control over their future in the
organisation. Speak with leaders and supervisors about techniques
for building trust with their staff.
Tension & Conflict
Take notice. There is likely to be some tension and conflict
between employees and their leaders, although this might be in
pockets of the organisation. At times, employees experience
leaders to be disgruntled or argumentative. Speak with leaders and
supervisors about being alert to tension and conflict with staff.
Overall Competency
Well Done. Overall, employees feel their leaders are competent in
their role as leaders but there are still opportunities to improve the
quality of leadership. Keep an eye on this area going forward.
Investigate what can be done to keep improving leadership skills.
6
1. L E A D E R S H I P B E N C H M A R K R E S U L T S
How to read your benchmark scores
You
Average
High Performing Workplaces
7
2. E M P L O Y E E E X P E R I E N C E S
Job Satisfaction Employee Experiences
Employee experiences concern the overall job satisfaction of staff, their
commitment to the organisation and their turnover intention. For high
performing workplaces, it also involves staff’s positive and negative
emotions and their general well-being.
Staff satisfaction is important to the overall performance of the
organisation. Organisations with high staff satisfaction outperform those
with low levels both on financial performance and customer satisfaction.
Committed employees exert greater effort and consistently go beyond
their formal job description to satisfy customers and solve problems.
Pride in the organisation and advocating the organisation to friends is
more pronounced in organisations with a highly committed workforce.
Employees’ turnover intentions are much smaller in high performing
workplaces than in lower performing workplaces. This has financial
consequences for the organisation, not only due to the cost associated
with hiring new staff but also due to the loss of productivity (due to loss
of knowledge and expertise) that occur when an employee leaves the
organisation.
Emotional capital is critical to an organisation’s overall performance.
Research shows that positive emotions (such as feeling cheerful, loved
and optimistic) are much more prevalent amongst employees in high
performing workplaces, whilst negative emotions (such as feeling
anxious, inadequate, worried, depressed and fearful) are more prevalent
amongst employees in low performing workplaces. One in every four
respondent (25%) in LPWs reports feeling ‘depressed’, whereas in HPWs
it is one in every seven respondents (14%).
Well-being was coined by Professor Martin Seligman, one of the founders
of the field of positive psychology. He defined 5 pillars of wellbeing. The
PERMA Profiler measures these five pillars:
Positive emotions include feelings of joy and contentment at work.
Engagement refers to being absorbed, interested, and involved in work
activities.
Relationships refer to feeling supported and valued by others at work.
Meaning refers to having a sense of purpose at work.
Accomplishment involves working toward goals, and feeling able to
complete daily work responsibilities.
Additional areas have been added to PERMA:
Commitment
Turnover
intention
Emotions
Well-being
8
Physical health is about a person’s health and vitality.
Negative emotions involve feeling angry, sad or anxious at work.
Loneliness is how lonely a person feels at work.
Resilience
In the PERMA radar chart below, you find your score on the PERMA
Profiler. Your scores on positive and negative emotions are the same as
reported separately in a more detailed form in the radar on emotional
capital.
Your Results
Job Satisfaction
Well Done. Overall, staff satisfaction is above average. However, not all
employees are satisfied in their jobs. Investigate what is causing some
staff to be dissatisfied. This is critical to the overall performance of your
workplace.
Commitment
Well Done. Overall, staff commitment is good. However, not all
employees are committed to their workplace. Some staff do not feel a
strong sense of belonging. Investigate what might be causing lower
levels of commitment amongst some staff.
Turnover intention
Well Done. Staff turnover intention is low. However, some employees
may be considering leaving their jobs. Some employees might already be
looking for a new job. Investigate what might be causing some staff to
consider leaving.
Emotions
Well Done. There is a mix of positive and negative emotions amongst
staff. Many employees feel excited, valued, happy, enthusiastic and
proud of their work. Keep up the good work. However, some staff feel
anxious, angry, depressed or worried about their work. Investigate what
is causing negative emotions amongst some staff and what can be done
to reduce these.
Well-being
Well Done. Overall, staff wellbeing is above average. However, not all
employees experience wellbeing in their job. Some staff do not feel their
work is meaningful and some staff miss a sense of accomplishment and
strong relationships at work. Investigate what might be causing some
employees to experience lower levels of well-being.
9
2. 1. J O B S A T I S F A C T I O N B E N C H M A R K R E S U L T S
How to read your benchmark scores
You
Average
High Performing Workplaces
10
2. 2. E M P L O Y E E C O M M I T M E N T, T U R N O V E R I N T E N T I O N A N D N E T
P R O M O T E R S C O R E B E N C H M A R K R E S U L T S
How to read your benchmark scores
You
Average
High Performing Workplaces
11
2. 3. E M O T I O N A L A S S E T S (H O W S T A F F F E E L A B O U T T H E I R W O R K)
B E N C H M A R K R E S U L T S
How to read your benchmark scores
You
Average
High Performing Workplaces
12
2. 4. E M O T I O N A L L I A B I L I T I E S (H O W S T A F F F E E L A B O U T T H E I R
W O R K) B E N C H M A R K R E S U L T S
How to read your benchmark scores
You
Average
High Performing Workplaces
13
2. 5. E M P L O Y E E W E L L – B E I N G B E N C H M A R K R E S U L T S
How to read your benchmark scores
You
Average
High Performing Workplaces
Negative characteristics, such as Negative Emotions and Loneliness, are reverse scored so that larger numbers mean better performance.
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3. I N N O V A T I O N
Employee
Creativity
Innovation
In high performing workplaces, innovation is taken seriously.
Innovation processes are organised from idea generation all the way
through to prototyping and trialling new products and taking these to the
public.
Creativity concerns the production of new ideas, whether individually by
employees or by teams. Ideas are the first step in the innovation
process.
Ideas need support to be converted into meaningful outputs that are of
value to the organisation. Innovation support involves: 1) capturing
ideas from employees (e.g. through mechanisms, such as town hall
meetings and innovation zones); 2) implementing formal processes to
systematically assess and respond to ideas from employees; and 3)
investing resources into new strategic initiatives.
Innovation outcome is the end result of the innovation process. It
measures new products and services, new organisational processes, new
marketing methods and new structural innovations
Your Results
Employee Creativity
Take notice. Overall, employee creativity is below average. Employees
come up with some new ideas for how to improve their work but could
do better. There is a risk that not all staff are engaged in creative
thinking or are good at coming up with solutions to emerging problems.
Investigate what can be done to boost creativity amongst staff. This is
critical to staff motivation and performance.
Team Creativity
Take notice. Overall, team creativity is below average. Teams come up
with some new ideas for how to improve their work but could do better.
Keep an eye on this area going forward. Investigate what can be done to
boost creativity amongst teams of staff.
Innovation Support
Well Done. Support for innovation is above average. There are some
resources available to fund new strategic initiatives and for capturing
ideas from employees (e.g. Town Hall Meetings, Innovation Zones,
online forums) but some staff feel these could be improved. There might
be a lack of formal processes in place for systematically assessing and
responding to innovation ideas from employees and for transforming new
ideas into new services or products. Investigate what can be done to
Team Creativity
Innovation Support
Innovation Outcome
15
provide more support to staff for innovation.
Innovation Outcome
Take notice. Overall, innovation outcomes are below average. In the
past 12 months, some new innovations have been introduced but there
is still room for improvement. Investigate what might be blocking
innovation outcomes from coming to fruition.
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3. 1. C R E A T I V I T Y, I N N O V A T I O N S U P P O R T & I N N O V A T I O N
O U T P U T B E N C H M A R K R E S U L T S
How to read your benchmark scores
You
Average
High Performing Workplaces
17
4. C U S T O M E R O R I E N T A T I O N
Customer
Orientation Customer Orientation
Customer orientation involves taking the customer seriously. It concerns
efforts made by the organisation to shape its offerings and activities
around the customers’ needs and interests. High performing workplaces
invest significant time and resources in understanding the needs of
customers. They are receptive to customer feedback and staff engage in
dialogue with customers and actively listen to and learn from customers
Meeting customer goals measures whether the organisation has met its
customer satisfaction goals in the past 12 months
Your Results
Customer Orientation
Well Done. Overall, customer orientation is above average. However,
there is still a risk that some employees are not taking the customer
seriously. They might invest too little time and resources in
understanding the needs of customers. They may not always receptive
to customer feedback and do not always engage in dialogue with
customers or actively listen to and learn from customers. Investigate
what can be done to make all staff more customer focused.
Meeting Customer Goals
Congratulations. Customer satisfaction goals have been met in the
past 12 months. Keep up the good work! You are a role model for
others.
Meeting Customer Goals
18
4. C U S T O M E R O R I E N T A T I O N & S A T I S F A C T I O N G O A L S
B E N C H M A R K R E S U L T S
How to read your benchmark scores
You
Average
High Performing Workplaces
19
5. F A I R N E S S
Distributive fairness
Fairness
Fairness is related to employee perceptions of distributive and
procedural justice in the organisation. A lack of fairness in the
workplace can cause staff turnover and conflict and reduce employee’s
motivations to do a good job.
Distributive fairness concerns the implementation of reward systems to
ensure employees are fairly recognised and rewarded for their efforts,
responsibilities and contributions.
Procedural fairness is whether supervisors implement organisational
procedures and policies in a manner that is fair and equitable to all
employees.
Research has found that employees in lower performing workplaces are
less fairly rewarded for their work efforts and contributions than
employees in high performing workplaces (42.3% lower), and that
supervisors in lower performing workplaces are less likely to implement
policies in a manner that is fair and equal to all employees (16.6%
lower than HPWs).
In other words, high performing workplaces are those who take steps
to implement distributive and procedural fairness for all employees.
Your Results
Distributive fairness
Well Done. Overall distributive fairness is above average. Many
employees feel they are fairly recognised and rewarded for their
efforts, responsibilities and contributions. However there is still some
room for improvement to ensure all staff feel their work efforts are
recognised and rewarded in a fair manner. Investigate by speaking to
HR about issues of fairness.
Procedural fairness
Well Done. Overall, procedural fairness is above average. Most
employees perceive their supervisors as implementing organisational
procedures and policies in a manner that is fair and equitable to
employees. There is however room for improvement to ensure
supervisors treat all staff equally. Investigate by speaking to
supervisors about issues of fairness.
Procedural
fairness
20
5. D I S T R I B U T I V E & P R O C E D U R A L F A I R N E S S
B E N C H M A R K R E S U L T S
How to read your benchmark scores
You
Average
High Performing Workplaces
21
6. P R O D U C T I V I T Y
Employee
Productivity Productivity
Employee Productivity measures how productive employees are. It
asks “Compared to what is possible (100%), estimate how productive
you are at your job”. 100% means employees perform to their fullest
potential.
Team Productivity measures how productive teams are. It asks
“Compared to what is possible (100%), estimate how productive your
team is”. 100% means teams perform to their fullest potential.
Meeting goals measures whether the organisation has met its goals in
key performance areas in the past 12 months. This includes innovation,
financial and human resources goals. It also includes goals for meeting
delivery schedules on time.
Your Results
Employee Productivity
Well Done. Compared to what is possible (100%), employees perform
closer to their full potential than the average employee. There is
potentially a gap in productivity performance for some staff.
Investigate what is blocking some staff from realising their full
potential.
Team Productivity
Well Done. Compared to what is possible (100%), most teams
perform close to their full potential.
Meeting Stated Goals
Well Done. Stated goals have largely been met in the past 12 months.
Team Productivity
Meeting Stated
Goals
22
6. P R O D U C T I V I T Y B E N C H M A R K R E S U L T S
How to read your benchmark scores
You
Average
High Performing Workplaces
23
P A R T T W O – FIRM LEVEL
MANAGEMENT PRACTICES
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7. Management Practices Benchmarking Results (Australia)
Management practices are systems, processes and programs that the organisation puts
into place to achieve its performance goals. As an example, a talent management
program will encourage staff to exert extra effort and become more committed, which in
turn reduces employee turnover and costs.
The bar chart on the following page shows your performance on the Top 10
Management Practices (Australia). These 10 practices have the highest correlation
with the High Performing Workplace Index.
Responsiveness to Change
These questions measure how difficult it is for the organisation to change its plans and
activities to adjust to shifts in the external market, such as a change in customer needs,
economic conditions or the competitive landscape. The more responsive the organisation
is to shifts in the external market, the better its performance is likely to be. The
antithesis is a lack of responsiveness, which results in the organisations being out of
sync with the market and its stakeholder needs.
Skills Utilisation
Skills utilisation concerns the extent to which employees are allowed or enabled to fully
utilise their skills and abilities at work. Skills utilisation consistently proves to be of high
importance to employees, more so than other issues such as ‘good pay’. Maximising the
utilisation of employee skills is important to employee commitment, job satisfaction and
productivity. Organisations maximise skill utilisation by asking employees to engage in
problem solving and in the design of creative solutions to emerging problems.
Participation in Strategy, Planning and Setting Targets
Participation in decision making is important to high performing workplaces because it
ensures knowledge is shared and power is distributed amongst employees. Low levels of
participation in decision making have been proven to slow down workplace efficiency and
responsiveness. It can also reduce employees’ motivation and commitment to the
organisation. In contrast, higher levels of participation can improve the speed of decision
processes. It also gives employees a greater sense of authority, fairness and voice and
can lift staff commitment and motivation.
Effectiveness of Training in Helping Employees do a Better Job
These questions ask if the training provided by the organisation helps employees do their
job better. These questions explore the premise that organisations with employees with
enhanced skills (as a result of training) are more productive and perform better. For
training to be effective, it has to assist the employee do his/her job better
Use of Accounting Controls (e.g. Strategic Plans, Budgets, KPIs).
Accounting controls are put into place to achieve organisational objectives. They include
budgets, targets, plans, scorecards etc. Controls are used to track progress towards
25
goals and to identify emerging opportunities. High performing workplaces use accounting
controls diagnostically to increase productivity and interactively to innovate.
Use of Information, Communication and Technology to be Productive
ICT is a key resource in high performing workplaces. ICT reduces the service delivery
costs, supports an organisation’s operational processes and improves productivity and
profitability. ICT is likely to be a key resource for employees to carry out their daily
tasks. The use of ICT in HPWs has little to do with the types of technology used (e.g.
intranets, blogs, social networking sites). This suggests that what counts is how the
technology is used rather than simply having more (and different kinds) of it.
Flexible Work Arrangements
Flexible work arrangements include flexibility in the hours of work (such as changes to
start and finish time) and location of work (such as working from home). Flexibility is
beneficial to working parents with responsibility for the care for a child who is school
aged or younger. Flexibility can increase job satisfaction and commitment.
Job Autonomy
Job autonomy concerns the degree of autonomy employees have in carrying out their
work. In a high performing workplace, employees have significant autonomy in
determining how they do their jobs and opportunity for independence and freedom.
Autonomy has been shown to foster creativity and innovation and improved staff morale
as employees feel trusted to do a good job and exert extra effort to this end.
Unpaid Overtime Hours
This measures the number of hours that employees work overtime but is not paid for
that additional work. Critics point to work intensification and a lack of proportionate
reward for additional effort reduce organisational outcomes like productivity and
innovation. This is true for high performing workplaces, where unpaid overtime is
negatively correlated with performance outcomes on the High Performing Workplaces
Index. In other words, it does not pay off to not pay workers fairly.
Tension and Conflict with Colleagues
These questions measure the degree of conflict and tension faced by the employees in
their workplace. Researchers have indicated that tension and conflict is inevitable at
work. There can be various sources of tension and conflict. These questions gauge the
extent to which the employee faces tension and conflict with colleagues. Interpersonal
conflict in the workplace has been shown to be one of the most frequently reported job
stressor. Disagreement brings about stress, poor staff morale and negative emotions. In
high performing workplaces, tension and conflict is negatively correlated with
performance outcomes on the High Performing Workplaces Index.
26
M A N A G E M E N T P R A C T I C E S (AUSTRALIA)
How to read your benchmark scores
You
Average
High Performing Workplaces
27
8. Management Practices Benchmark Results (International)
The bar charts below show your organisation’s performance on two Management Practices
(International). The benchmark data comes from the Management & Organisational Practices
Survey collected from approximately 32,000 organisations.
Data Driven Performance Monitoring
These questions asked responding organisations about the number, frequency and extent of
performance monitoring. Organisations with high scores on these questions measure a wide
range of performance indicators (e.g. production, cost, waste, inventory, defects, energy use,
absenteeism, deliveries on time etc.). Organisations with high scores reviewed these performance
indicators with managers and non-managers on at least a daily basis, and displayed these
measures prominently around the organisation. Organisations with low scores collect very little
performance data, evaluate this infrequently, and typically do not publicly display this
information.
Incentives and Targets
These questions asked responding organisations about incentives and targets, which focus on
management practices around pay, promotions, hiring and firing, alongside the range, depth and
effectiveness of targets. Organisations with high scores on these questions set stretched targets,
have a combination of short and long term targets, base promotions on employees’ performance
and ability (not tenure), reassign or dismiss non-performing staff, and pay performance-based
bonuses to managers and staff. Organisations with low scores on these questions do not set
targets, base promotions on tenure (rather than performance), fail to manage non-performing
staff, and do not pay performance based bonuses to managers and staff.
How to read your benchmark scores
You
Average
High Performing Workplaces
How to read your benchmark scores
You
Average
High Performing Workplaces
28
9. Firm Productivity & Financial Performance Benchmark Results
The charts below show your organisation’s productivity and financial performance benchmarked
against the Australian averages for your industry.
The financial data used for these benchmarks have been collected by the Australian Bureau of
Statistics from approximately 2,000,000 Australian organisations (2014/15).
Profit Margin Profit Margin is calculated as Earnings Before Interest and Tax / Revenue (%)
Profit Margin (%)
Labour Productivity Labour Productivity is calculated as Value Added1/ Full Time Equivalents ($)
Labour Productivity ($)
1 Value added is calculated as total labour costs plus earnings before interest and tax.
How to read your benchmark scores
Your organisation
Industry Average
Average for all industries
How to read your benchmark scores
Your organisation
Industry Average
Average for all industries
29
P A R T T H R E E - PUBLIC & PRIVATE
SECTOR BENCHMARKS
30
Public & Private Sector Benchmark Results
The radar chart overleaf shows the benchmark results for public and private sector organisations
on the six categories and key performance indicators of the High Performing Workplace Index.
Your results are shown on the blue line.
The chart shows significant differences between public and private sector organisations in the
following areas:
Leadership
Private sector managers have slightly better leadership skills in the areas of people
management and articulating a vision when compared to public sector managers.
Employee Experience
Employees in private sector organisations are more committed to their workplace, more satisfied
in their job and report lower turnover intention when compared to employees in public sector
organisations.
However, employees in private sector organisations report lower levels of well-being and positive
emotions, which related to things such as feeling less excited and proud and more anxious and
nervous about their jobs.
Innovation
The biggest difference between public and private sector organisations is in the level of support
for innovation. Private sector organisations are better at capturing ideas from employees (e.g.
through town hall meetings and innovation zones), implementing formal processes to assess and
respond to ideas, and investing resources into new strategic initiatives.
Fairness
Public sector organisations are fairer workplaces both in terms of distributive fairness (recognising
and rewarding staff for their efforts) and procedural fairness (implementing policies in an
equitable manner).
31
P U B L I C & P R I V A T E S E C T O R B E N C H M A R K R E S U L T S
How to read your benchmark scores
You
Average Score of Private Sector
Average Score of Public Sector
32
P A R T FOUR – DEMOGRAPHIC SURVEY
INFORMATION
33
Demographic Survey Information
Age
This represents a breakdown of the age brackets of the survey respondents.
For your workplace:
Across all workplaces surveyed:
34
Gender
This represents a breakdown of the gender of the survey respondents.
For your workplace:
Across all workplaces surveyed:
35
Education
This represents a breakdown of the educational qualifications of the survey respondents.
For your workplace:
Across all workplaces surveyed:
36
Type of Employment
This represents a breakdown of the full-time/part-time/casual staff of the survey respondents.
For your workplace:
Across all workplaces surveyed:
37
Management Level
This represents a breakdown of the management levels of the survey respondents.
For your workplace:
Across all workplaces surveyed:
38
Tenure
This represents a breakdown of the tenure of the survey respondents.
For your workplace:
Across all workplaces surveyed:
39
Income
This represents a breakdown of the income of the survey respondents.
For your workplace
Across all workplaces surveyed:
40
Background to the High Performing Workplace Index
In 2010, the Australian Commonwealth Government funded a 3 year project on High
Performing Workplaces. In line with international trends, the project sought to identify ways
of increasing productivity in Australia by focusing on the characteristics and behaviours of
High Performing Workplaces. Labour Productivity Growth in some Australian industry
sectors, such as Property and Business Services, had been poor for three decades: at -1.6
(1975-85), -2.0 (1985-95) and 0.9 (1995-2005).
The High Performing Workplace Index (HPW Index) measures an organisation’s
performance in 6 categories, featuring 25 performance measures. The 6 categories are:
• Leadership (L)
• Employee Experiences (E)
• Innovation (I)
• Customer Experiences (C)
• Fairness (F)
• Productivity & Financial Performance (P)
The HPW Index is an academically validated and multi-disciplinary research method
developed in collaboration between Australian universities, public and private organisations,
policy makers and industry associations over a 5 year period.
The methodology is unique in that it captures employee voices across 4 levels of staff:
senior executives, middle managers, front line managers and non-managerial employees.
This is a benefit when compared to surveys such as Management Matters, which only
captures one executive response from participating organisations.
Where possible, the HPW methodology collects firm level financial data allowing an objective
calculation of firm level Total Factor Productivity.2
Today, the High Performing Workplaces database consists of 1,170,481 employee and
59,475 firm level question responses, totalling approximately 80,000 pair wise relations.
The HPW Index has proven to have significant power in predicting financial performance.
High Performing Workplaces are up to 3 times more profitable than their peers. In dollar
terms, this difference equates to High Performing Workplaces earning on average $40,051
2 Total Factor Productivity is the proportion of output not explained by the use of tangible capital and labour.
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more in earnings before interest and tax per full time equivalent per annum (industry
adjusted).
The HPW Index classifies workplaces as High Performing Workplaces, Mid Performing
Workplaces and Low Performing Workplaces. Organisations that are more than one standard
deviation above the mean are considered to be “higher performing”. Organisations that are
more than one standard deviation below the mean are considered to be “lower performing”.
The HPW Index is calculated by averaging the scores for the 6 categories to an overall score
for each workplace. The six categories are weighted equally. The resulting Index is
converted to a z-score (a mean of zero and a standard deviation of 1).