Aviation Survey Discussion
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It would be interesting to find that figure and compare it to these results. The flight ops numbers, particularly amongst flight crew who control the company's biggest cost (fuel), were appalling.
Message from the Chief Pilot - 2012 Engagement Survey results (04/06/2012)
The last 18 months have been difficult and this was reflected in Flight Operations’ 2012 Engagement Survey results. Fewer Flight Operations employees responded to the survey (48 per cent compared to 64 per cent in 2011) and overall engagement is lower.
Our results show that for Flight Crew, engagement is at 26 per cent (down 12 per cent from 2011). However engagement among Flight Operations Ground Staff is higher at 74 per cent, bringing the engagement score for Flight Operations overall to 38 per cent, down seven per cent on last year and 28 per cent below Qantas as a whole.
Among Flight Crew, we have seen declines in all question categories that can be compared to last year, and declines in all question categories compared to Qantas overall. The most significant gaps between Flight Crew and the Qantas average are in the areas of overall engagement, communication, Qantas values & behaviour, customer experience and competitive position.
In the context of the past 12-18 months, a decline in engagement was not unexpected. A high-level analysis of the results and your comments suggests that you are disengaged with organisation-led aspects such as leadership and strategy but more engaged with the ‘individual’ aspects of your work such as training, reward and working with your colleagues.
Overwhelmingly, you have told us that you are dissatisfied with the strategic direction of the company and I recognise your disappointment in the breakdown of respect between senior management and Flight Crew. It is clear that rebuilding the relationship between the organisation and our pilots is of the highest importance.
More than 900 Flight Crew (43 per cent) responded to the survey, and we have received thousands of written comments. We are working through the results including your comments, and will be in a position to share more at the mid-year Flight Crew Briefings. We will also use the briefings to talk about what we can all do to work more constructively together.
In the meantime, I would like to thank those of you who participated in the survey. The results do not paint a pretty picture for Flight Operations, but providing your feedback gives us a starting point for rebuilding our relationship with you.
Chief Pilot
Does not bode well for Qantas when you see engagement figures like this from front line operation staff.
Have Qantas done a risk analysis on such low engagement levels for such important staff as pilots?
I wonder what this sort of result does to the Companys risk levels from an insurance point of view?
Does this help Steve?
Employee Engagement
A Leading Indicator of Financial Performance
The world's top-performing organizations understand that employee engagement is a force that drives performance outcomes. In the best organizations, engagement is more than a human resources initiative -- it is a strategic foundation for the way they do business.
Research by Gallup and others shows that engaged employees are more productive. They are more profitable, more customer-focused, safer, and more likely to withstand temptations to leave. The best-performing companies know that an employee engagement improvement strategy linked to the achievement of corporate goals will help them win in the marketplace.
Our Value
A Proven Approach and Interventions
Gallup supports organizations to systematically improve employee engagement using proven interventions at the local and enterprise level. Beyond setting the proper strategy, this process includes finding the right performance metrics that drive accountability, creating a comprehensive communication strategy, and designing development opportunities for every employee, manager, and leader.
What is your organization's ratio of engaged to not engaged employees?
Gallup's engagement ratio is a macro-level indicator of an organization's health that allows executives to track the proportion of engaged to actively disengaged employees.
Gallup's Research-Based Approach
Gallup's employee engagement work is based on more than 30 years of in-depth behavioral economic research involving more than 17 million employees. This research has appeared in prestigious business and scientific publications, including the Journal of Applied Psychology and the Harvard Business Review, and in our bestselling books First, Break All the Rules and 12: The Elements of Great Managing. Through rigorous research, we have identified 12 core elements -- the Q12 -- that link powerfully to key business outcomes. These 12 statements emerged as those that best predict employee and workgroup performance.
Linking Employee Engagement to Critical Business Outcomes
Gallup's latest meta-analysis (an analysis of data from more than 152 organizations) shows dramatic differences between top- and bottom-quartile workgroups on key business outcomes. Beyond the significant differences engaged workgroups show in productivity, profitability, safety incidents, and absenteeism versus disengaged workgroups, we have proven that engaged organizations have 3.9 times the earnings per share (EPS) growth rate compared to organizations with lower engagement in their same industry.
Proven Return on Investment
Increasing employee engagement correlates directly with a positive impact on key business metrics. A partnership with Gallup enables your organization to design, implement, and execute an employee engagement strategy. At the same time, your organization will gain concrete evidence of the impact of this strategy on the bottom line. Gallup's proof of ROI goes beyond the case-study level. By continually validating the effect of increasing employee engagement through meta-analyses and business impact studies, we can observe trends across hundreds of clients. The observed net gain in key business outcomes for work units that grow employee engagement provides a direct linkage to ROI.
Gallup's approach blends strategic analysis with practical steps and advice to change how leaders view their work, their employees, and their customers.
Steve, I can't remember where I read it but there is an engagement figure below which staff are effectively actively working against a company's interests.
It would be interesting to find that figure and compare it to these results. The flight ops numbers, particularly amongst flight crew who control the company's biggest cost (fuel), were appalling.
Message from the Chief Pilot - 2012 Engagement Survey results (04/06/2012)
The last 18 months have been difficult and this was reflected in Flight Operations’ 2012 Engagement Survey results. Fewer Flight Operations employees responded to the survey (48 per cent compared to 64 per cent in 2011) and overall engagement is lower.
Our results show that for Flight Crew, engagement is at 26 per cent (down 12 per cent from 2011). However engagement among Flight Operations Ground Staff is higher at 74 per cent, bringing the engagement score for Flight Operations overall to 38 per cent, down seven per cent on last year and 28 per cent below Qantas as a whole.
Among Flight Crew, we have seen declines in all question categories that can be compared to last year, and declines in all question categories compared to Qantas overall. The most significant gaps between Flight Crew and the Qantas average are in the areas of overall engagement, communication, Qantas values & behaviour, customer experience and competitive position.
In the context of the past 12-18 months, a decline in engagement was not unexpected. A high-level analysis of the results and your comments suggests that you are disengaged with organisation-led aspects such as leadership and strategy but more engaged with the ‘individual’ aspects of your work such as training, reward and working with your colleagues.
Overwhelmingly, you have told us that you are dissatisfied with the strategic direction of the company and I recognise your disappointment in the breakdown of respect between senior management and Flight Crew. It is clear that rebuilding the relationship between the organisation and our pilots is of the highest importance.
More than 900 Flight Crew (43 per cent) responded to the survey, and we have received thousands of written comments. We are working through the results including your comments, and will be in a position to share more at the mid-year Flight Crew Briefings. We will also use the briefings to talk about what we can all do to work more constructively together.
In the meantime, I would like to thank those of you who participated in the survey. The results do not paint a pretty picture for Flight Operations, but providing your feedback gives us a starting point for rebuilding our relationship with you.
Chief Pilot
Does not bode well for Qantas when you see engagement figures like this from front line operation staff.
Have Qantas done a risk analysis on such low engagement levels for such important staff as pilots?
I wonder what this sort of result does to the Companys risk levels from an insurance point of view?
If anyone can find any interesting links to this stuff would be very handy.
Employee Engagement
A Leading Indicator of Financial Performance
- Applied Behavioral Economics
- Wellbeing
- Customer Engagement
- Employee Engagement
- Strengths-Based Selection
- Strengths-Based Development
- Leadership & Succession
- Employment Branding
- Market Research
- Brand Engagement
The world's top-performing organizations understand that employee engagement is a force that drives performance outcomes. In the best organizations, engagement is more than a human resources initiative -- it is a strategic foundation for the way they do business.
Research by Gallup and others shows that engaged employees are more productive. They are more profitable, more customer-focused, safer, and more likely to withstand temptations to leave. The best-performing companies know that an employee engagement improvement strategy linked to the achievement of corporate goals will help them win in the marketplace.
Our Value
A Proven Approach and Interventions
Gallup supports organizations to systematically improve employee engagement using proven interventions at the local and enterprise level. Beyond setting the proper strategy, this process includes finding the right performance metrics that drive accountability, creating a comprehensive communication strategy, and designing development opportunities for every employee, manager, and leader.
What is your organization's ratio of engaged to not engaged employees?
Gallup's engagement ratio is a macro-level indicator of an organization's health that allows executives to track the proportion of engaged to actively disengaged employees.
- In world-class organizations, the ratio of engaged to actively disengaged employees is 9.57:1.
- In average organizations, the ratio of engaged to actively disengaged employees is 1.83:1.
Gallup's Research-Based Approach
Gallup's employee engagement work is based on more than 30 years of in-depth behavioral economic research involving more than 17 million employees. This research has appeared in prestigious business and scientific publications, including the Journal of Applied Psychology and the Harvard Business Review, and in our bestselling books First, Break All the Rules and 12: The Elements of Great Managing. Through rigorous research, we have identified 12 core elements -- the Q12 -- that link powerfully to key business outcomes. These 12 statements emerged as those that best predict employee and workgroup performance.
Linking Employee Engagement to Critical Business Outcomes
Gallup's latest meta-analysis (an analysis of data from more than 152 organizations) shows dramatic differences between top- and bottom-quartile workgroups on key business outcomes. Beyond the significant differences engaged workgroups show in productivity, profitability, safety incidents, and absenteeism versus disengaged workgroups, we have proven that engaged organizations have 3.9 times the earnings per share (EPS) growth rate compared to organizations with lower engagement in their same industry.
Proven Return on Investment
Increasing employee engagement correlates directly with a positive impact on key business metrics. A partnership with Gallup enables your organization to design, implement, and execute an employee engagement strategy. At the same time, your organization will gain concrete evidence of the impact of this strategy on the bottom line. Gallup's proof of ROI goes beyond the case-study level. By continually validating the effect of increasing employee engagement through meta-analyses and business impact studies, we can observe trends across hundreds of clients. The observed net gain in key business outcomes for work units that grow employee engagement provides a direct linkage to ROI.
Gallup's approach blends strategic analysis with practical steps and advice to change how leaders view their work, their employees, and their customers.
Last edited by blow.n.gasket; 5th Jun 2012 at 10:33.
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Steve, on your other thread with all the info, is there any GA input, Network, Cobham, Skippers, Brindabella, Aeropelican, Pearl, Rex, Airnorth etc?
As for responses under the age of 25, perhaps there are not too many LAME's at that age, and or in the ALAEA?
I completed the UNSW survey and posted it off.
As for responses under the age of 25, perhaps there are not too many LAME's at that age, and or in the ALAEA?
I completed the UNSW survey and posted it off.
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Steve, on your other thread with all the info, is there any GA input, Network, Cobham, Skippers, Brindabella, Aeropelican, Pearl, Rex, Airnorth etc?
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Message from the Chief Pilot - 2012 Engagement Survey results (04/06/2012)
Senior management are taking my company in the right direction
Response
Percent
Agree
2.1%Tend to agree
1.7%Not sure
1.3%Tend to disagree
4.2%Disagree
90.8%Only 3.8% reckon they are taking company in right direction. How can this lead to 38% engagement?
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Steve, Its a sly decimal point old mate.
Ben has his finger on the weak pulse of the flying roo..
Full article here:
Qantas debate, post share plunge avoids the tough questions | Plane Talking
...Steve when is the board going to wake up and smell the roses??
How long before the situation becomes terminal or is it aleady there?
Planetalking "Qantas debate avoids the tough questions":
Postscript Tony Webber, an informed and always interesting commentator on matters Qantas, as a former Qantas Chief Economist, lost it on ABC News 24 this morning when he said that Singapore Airlines, Emirates and Etihad ‘don’t have the same profit requirements’ as Qantas.
That is completely untrue. Webber cannot fail to be aware of the corporate pressures on each of these carriers, nor the public record statements made by their senior executives, nor the assessments circulated by investment houses, nor the clear evidence that Singapore Airlines had recently lost the plot, and come under intense pressure to reform its attitudes and business model, a process which doesn’t quite appear to be complete despite some earnest efforts by the current management of this listed company.
Qantas in many respects, is less a special case than it pretends, and more a company where the quality of its management and its engagement with its staff is a real, and unfortunately damaging, factor in its performance.
Postscript Tony Webber, an informed and always interesting commentator on matters Qantas, as a former Qantas Chief Economist, lost it on ABC News 24 this morning when he said that Singapore Airlines, Emirates and Etihad ‘don’t have the same profit requirements’ as Qantas.
That is completely untrue. Webber cannot fail to be aware of the corporate pressures on each of these carriers, nor the public record statements made by their senior executives, nor the assessments circulated by investment houses, nor the clear evidence that Singapore Airlines had recently lost the plot, and come under intense pressure to reform its attitudes and business model, a process which doesn’t quite appear to be complete despite some earnest efforts by the current management of this listed company.
Qantas in many respects, is less a special case than it pretends, and more a company where the quality of its management and its engagement with its staff is a real, and unfortunately damaging, factor in its performance.
Qantas debate, post share plunge avoids the tough questions | Plane Talking
...Steve when is the board going to wake up and smell the roses??
How long before the situation becomes terminal or is it aleady there?
I don't think the Towers Watson staff would be trawling the internet for infringer's of their copyright, so it seems that your survey is being read by the right people Mr FedSec and they didn't like the raw results being distributed.
Maybe its all a bit too real for some of them without the sugar coated fluff put around the results via the Towers Watson(tm) SurveyResultSugarCoatinator(tm) algorithm used to provide engagement percentages hidden in paragraphs with heaps of words and nothing relevant to say.
The best way to see how well Qantas is performing is an industry wide survey, which is what has been done here and it is quite clear that Virgin is the employer of choice at the moment. Saying you are an employer of choice is 1 thing, being it is another.
Maybe its all a bit too real for some of them without the sugar coated fluff put around the results via the Towers Watson(tm) SurveyResultSugarCoatinator(tm) algorithm used to provide engagement percentages hidden in paragraphs with heaps of words and nothing relevant to say.
The best way to see how well Qantas is performing is an industry wide survey, which is what has been done here and it is quite clear that Virgin is the employer of choice at the moment. Saying you are an employer of choice is 1 thing, being it is another.
So they would be extremely happy to see the results of their research duplicated and it proved to everyone you are nothing but a fool to waste your money in such a way..
Perhaps commission TW to do an industry wide survey on employees behalf - make it official?
----
Perhaps they are finally realising that despite all of us being massively overpaid (to the tune of $500,000+pa) we are actually happy flying aeroplanes (which we can all do very competently) and building work relationships on our own terms and not just because we are working for 'Qantas'. In other words (and reading between the lines) I think they actually got a shock getting the results and knowing that we can fly (or fix) jets for anyone in the world and not just the the worlds most incompetent airline operators.
I suspect a large number of crew may have ticked the 'planning to leave' box... What I am surprised about, is that the sentence above does seem to convey some level of concern. I would have guessed they simply wouldn't have cared - less to sack if we leave voluntarily, which is what I deep down think is 'the plan'.
For what its worth (and speaking purely on my own behalf) my 'respect' for senior management over the last 10-15 years has reduced to the level of boiling festering hatred. Knowing I had to get my point across to complete cretins of the highest order, I took great care to explain in words of two syllables exactly what I did think of their airline running abilities and in general terms why. Normal people (IQ's higher than shoe sizes) would know when they screw up monumentally - these 'people' are not of such high intelligence
Perhaps commission TW to do an industry wide survey on employees behalf - make it official?
----
A high-level analysis of the results and your comments suggests that you are disengaged with organisation-led aspects such as leadership and strategy but more engaged with the ‘individual’ aspects of your work such as training, reward and working with your colleagues.
Overwhelmingly, you have told us that you are dissatisfied with the strategic direction of the company and I recognise your disappointment in the breakdown of respect between senior management and Flight Crew. It is clear that rebuilding the relationship between the organisation and our pilots is of the highest importance.
Overwhelmingly, you have told us that you are dissatisfied with the strategic direction of the company and I recognise your disappointment in the breakdown of respect between senior management and Flight Crew. It is clear that rebuilding the relationship between the organisation and our pilots is of the highest importance.
I suspect a large number of crew may have ticked the 'planning to leave' box... What I am surprised about, is that the sentence above does seem to convey some level of concern. I would have guessed they simply wouldn't have cared - less to sack if we leave voluntarily, which is what I deep down think is 'the plan'.
For what its worth (and speaking purely on my own behalf) my 'respect' for senior management over the last 10-15 years has reduced to the level of boiling festering hatred. Knowing I had to get my point across to complete cretins of the highest order, I took great care to explain in words of two syllables exactly what I did think of their airline running abilities and in general terms why. Normal people (IQ's higher than shoe sizes) would know when they screw up monumentally - these 'people' are not of such high intelligence
Last edited by V-Jet; 6th Jun 2012 at 04:49.
More than 900 Flight Crew (43 per cent) responded to the survey, and we have received thousands of written comments. We are working through the results including your comments, and will be in a position to share more at the mid-year Flight Crew Briefings. We will also use the briefings to talk about what we can all do to work more constructively together.
'received thousands of comments', 'working through the results', 'be able to share more soon', 'can talk about it...'
What the???
RUN THE BLOODY AIRLINE YOU BLITHERING IDIOTS AND !!!!STOP!!!! TALKING ABOUT RUNNING IT! THIS THE WHOLE PROBLEM IN A NUTSHELL!!!
TRY FOR JUST ONE MOMENT TO IMAGINE YOU ARE RUNNING AN ICONIC BUSINESS AND GIVE US SOME HOPE (we cannot expect miracles after all) THAT YOU ACTUALLY KNOW THE FIRST THING ABOUT WHAT YOU ARE DOING!!!!
God give me strength!! That letter is unbelievable!! It gets more and more appalling every time I read it...
"Perhaps commission TW to do an industry wide survey on employees behalf - make it official?"
I like this idea a lot. But they will either ask for too much money to run the survey, or just make up some "exclusive arrangement with Qantas" excuse. Its worth asking
I like this idea a lot. But they will either ask for too much money to run the survey, or just make up some "exclusive arrangement with Qantas" excuse. Its worth asking
Steve, give those 'gentlemen' at Qantas nothing! Rephrase the questions slightly, bin the existing results and start again. I'd do the new survey again in a heartbeat and I'm sure others would feel similarly. The letter you received is a classic of "shooting the messenger" rather than reading the message.
B*stards!!!
B*stards!!!
It's more along the line of Towers Watson being done away with by a free website, it's just a typical corporate minded response. Compare it to Encyclopedia Britannica which for years owned the top spot for knowledge, being made irrelevant by Wikipedia.
But there is nothing stopping another survey being made with rephrased questions and a different answering scale which seems to be the problem that TW have with this all.
TW don't own the rights to the english language or a rating scale of 1 to 6..
And, even though we would all be inconvenienced, I'm sure all aviation employees would understand and be more then happy to participate again in a community produced and driven engagement survey.. in fact we might get even more responses in backlash to TW's actions.
And at the end of the day, what is stopping this from being a regular bi-annual effort for the benefit of the whole industry. Collaborate with the companies involved and they might be more then willing to use the results as their own benchmarks of their own performance and potentially save themselves millions in consultants fees in the process.
But there is nothing stopping another survey being made with rephrased questions and a different answering scale which seems to be the problem that TW have with this all.
TW don't own the rights to the english language or a rating scale of 1 to 6..
And, even though we would all be inconvenienced, I'm sure all aviation employees would understand and be more then happy to participate again in a community produced and driven engagement survey.. in fact we might get even more responses in backlash to TW's actions.
And at the end of the day, what is stopping this from being a regular bi-annual effort for the benefit of the whole industry. Collaborate with the companies involved and they might be more then willing to use the results as their own benchmarks of their own performance and potentially save themselves millions in consultants fees in the process.
Compare it to Encyclopedia Britannica which for years owned the top spot for knowledge, being made irrelevant by Wikipedia.
*IF* Towers Watson are reading this, I would like them to know that no-one has any issue with them, but in defending the indefensible they will be seen as collaborating with the group of people who are hell bent on destroying a much loved company as such it will be treated very personally by those being destroyed. If Comrade Livvy is privy to this (quite like the poetry there
) and merely passing it on, please try for one day to just tell the truth and not lie - it can become quite addictive, a way of life even. This survey is being defended because people are sick of decades of mis truths and lies emanating from the exact same steaming pile of incompetent excrement.
Last edited by V-Jet; 6th Jun 2012 at 07:32.
I've got no issue doing another survey Steve. Difference between Coal Face and management (lack of a capital letter intended): We CARE!!!!
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I'm not convinced that they have any legal grounds to stop us doing what Qantas object to. I won't lay out our legal case here but I can say that nothing good would come out of it for Qantas or the survey mob.
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Mr Purvinas,
How much money does ALEA stand to make from the sale of your survey data, assuming it is proven that Tower Watson have some intellectual rights to the words in the english language you chose to use.
I wonder how much money Tower Watson can claim to have lost if it is proven that they have the intellectual rights to the words in the english language you chose to use.
.............. I wonder who really is the poison pen behind the letter.
Good job ALEA, I guess we know someone is watching, listening and is a little worried.
How much money does ALEA stand to make from the sale of your survey data, assuming it is proven that Tower Watson have some intellectual rights to the words in the english language you chose to use.
I wonder how much money Tower Watson can claim to have lost if it is proven that they have the intellectual rights to the words in the english language you chose to use.
.............. I wonder who really is the poison pen behind the letter.
Good job ALEA, I guess we know someone is watching, listening and is a little worried.
I'm not going to suggest I know what I'm talking about in relating to IP law etc, but just for info, they only have 2 patents registered (that I could find)
WIPO - Search International and National Patent Collections
WIPO - Search International and National Patent Collections
1.WOWO/2012/069824 -A METHOD AND APPARATUS FOR ANALYSING DATA REPRESENTING ATTRIBUTES OF PHYSICAL ENTITIES
2.WOWO/2010/136812 -A METHOD AND APPARATUS RELATING TO SIMULATION OF ECONOMIC PERFORMANCE