Option 4: Detailed Survey Report & Analysis (incl Option 5 - Key Driver Analysis)

Our Detailed Survey Report provides clients with the complete story surrounding their survey results. Unlike comprehensive survey reports that provide table after table of numbers with little interpretation, we aim to present an easy-to-understand analysis of the data that suitably captures how employees think and feel about your organisation.

Our professional team of reporting and analytical experts use advanced statistical analysis techniques to shows you how variables interrelate and provide the knowledge that helps you make better decisions by providing deeper insights.

Below is listed the contents of our full report, with a brief description of each analysis and its purpose. Note that some analyses require the additional purchase of some of our online survey reporting options - namely in order to receive demographic analysis, you must purchase demographic reporting; for benchmark analysis, you must purchase a benchmark package; and for trend analysis, you must have done a similar survey with JRA previously and purchase online trending.

Naturally, we can provide supplementary analyses and reporting to fit your specific needs:

Contents of Full Report (c 60 pages)	Additional comments
Overview of Results Two page summary of key findings and critical insight areas of your survey results. Includes: Areas of leverage and areas of concern Employee engagement summary for the organisation (proportion of engaged employees; comparisons to benchmark norms, key drivers of engagement for the organisation) Trend and benchmark comparisons (if applicable) ‘Best practice’ groups and ‘priority areas’ within the organisation (by organisational structure, work role, tenure, etc if applicable) Key themes that emerge from employees’ open ended comments Comment from our team of analysts as to the over-arching issues and themes arising from your organisation’s survey	A short summary that permits the busy manager to quickly and easily grasp the core messages located within the survey.
Employee Engagement Profiles Engagement profiles depicting the proportion of engaged, ambivalent and disengaged employees within the whole of organisation and within specific demographic groupings (e.g., Department, Team, etc if applicable)	Engagement profiles help identify strengths within the organisation (e.g., Departments, Teams, etc with the greater number of engaged workers), as well as particular groups that require more urgent attention (those Departments, Teams, etc with the greater number of ambivalent or disengaged people).
Key Drivers of Employee Engagement A Key Driver Analysis identifies the key leverage points for improving the engagement levels of your employees. The analysis identifies the questions within a survey that have the most significant impact on employee engagement (these are not necessarily the questions that simply scored the lowest in a survey). The results of a Key Driver Analysis are presented in such a way that allows managers to quickly identify the issues that are the most important in influencing the behaviour of your employees, but are scoring poorly relative to industry norms.	Key Driver Analysis is grounded in a robust statistical technique known as multiple regression, the results of which are presented in an easy-to-understand format free from statistical jargon. The results of a Key Driver Analysis allow managers to better focus their intervention efforts – where they actually make a difference and where the organisation isn’t doing so well at present. More information about Key Driver Analysis can be found here.
Demographic Drill-Down Analysis Disaggregate your organisation’s survey data to examine how employees from different departments, job roles, geographical locations (and so on) perceive and respond to your organisation Determine if certain issues are more relevant to one demographic group than another Identify ‘best practice’ groups and groups ‘at risk’ in terms of consistently high or consistently low scores, respectively Identify key issues of significance within particular demographic groups Base your conclusions on statistical analysis, not assumptions Note that in order to receive this demographic analysis report, you must also purchase our online Demographic Reporting option.	Often, in glancing at a section summary, you will notice differences that look interesting or you see what appears to be a meaningful relationship. But are these findings really important? Are the differences big enough to be "statistically significant"? We use Analysis of Variance (ANOVA) to identify whether the differences in scores between demographic groups are statistically significant, or meaningful. ANOVA helps us to answer questions like “Are there differences in 'intention to stay' based on people's location, business unit, length of time with the organisation?” and “Are those employees who are dissatisfied with their job different from others in any way?” Demographic analysis is limited to four groups.
Benchmark Comparison Compare and test for actual differences between your organisation’s survey scores and those of benchmark norms contained within JRA’s extensive database of employee attitudes and opinion Compare and test for actual differences between your organisations engagement profile and that of industry norms Note that in order to receive this benchmark comparison report, you must also purchase one of our online Benchmarking options.	Assesses how your organisation compares against the market place across a variety of climate dimensions (e.g., communication, leadership, reward & recognition, etc), employee engagement and turnover intentions. Statistical tests (t-tests) are performed to determine whether the differences between the organisation and benchmark norms are significant (i.e., are actual differences, not just small and inconsequential differences in scores). Clients are able to select the benchmark norm that they wish to compare their organisation against (grounded in the principle that the best comparisons are made when we compare ‘like with like’). Benchmark comparisons can be chosen based upon organisation size, industry sector (e.g., state sector, local government, private; non-profit; or finance, construction, etc), and so on. To ensure relevance, benchmark norms are obtained from data collected no more than 2 years prior to your own organisation’s survey.
Trend Analysis Compare and test for actual changes in scores across survey periods (e.g., 2007 versus 2008). Note that in order to receive this trend analysis report, you must have done a similar survey with JRA previously and also purchase our online Trending option.	Trend analysis allows a client to determine if interventions applied between surveys have had the desired effect on targeted areas. Statistical analysis (t-tests) are performed to determine whether a score from year to the next has actually moved upwards (or downwards) and is not merely a random fluctuation in scores across survey periods. Trend analysis helps to answer such questions as ‘Have employee perceptions of their job role improved after implementing a job re-design strategy?’ and ‘Have employee engagement scores improved following a concerted effort to improve our organisations key drivers?’
Comments Analysis Used to identify the key themes located within the comments section of a survey. Employee comments in a survey provide a wealth of information, and insight into current ‘front-of-mind’ issues within the organisation Comments analysis can often a more complete understanding of the key issues identified in the quantitative (statistical) analyses	Involves thematic analysis, and in particular, the application of a keyword algorithm to free-form text. Limited to 2 open-ended questions (typically, these will be “The one thing, MORE THAN ANYTHING ELSE, that makes this organisation a great place to work is:” and “The one thing, MORE THAN ANYTHING ELSE, that needs to change to make this organisation a great place to work is:”).

Contents of Full Report (c 60 pages)

Additional comments

Overview of Results

Two page summary of key findings and critical insight areas of your survey results. Includes:

Areas of leverage and areas of concern
Employee engagement summary for the organisation (proportion of engaged employees; comparisons to benchmark norms, key drivers of engagement for the organisation)
Trend and benchmark comparisons (if applicable)
‘Best practice’ groups and ‘priority areas’ within the organisation (by organisational structure, work role, tenure, etc if applicable)
Key themes that emerge from employees’ open ended comments
Comment from our team of analysts as to the over-arching issues and themes arising from your organisation’s survey

A short summary that permits the busy manager to quickly and easily grasp the core messages located within the survey.

Employee Engagement Profiles

Engagement profiles depicting the proportion of engaged, ambivalent and disengaged employees within the whole of organisation and within specific demographic groupings (e.g., Department, Team, etc if applicable)

Engagement profiles help identify strengths within the organisation (e.g., Departments, Teams, etc with the greater number of engaged workers), as well as particular groups that require more urgent attention (those Departments, Teams, etc with the greater number of ambivalent or disengaged people).

Key Drivers of Employee Engagement

A Key Driver Analysis identifies the key leverage points for improving the engagement levels of your employees.
The analysis identifies the questions within a survey that have the most significant impact on employee engagement (these are not necessarily the questions that simply scored the lowest in a survey).
The results of a Key Driver Analysis are presented in such a way that allows managers to quickly identify the issues that are the most important in influencing the behaviour of your employees, but are scoring poorly relative to industry norms.

Key Driver Analysis is grounded in a robust statistical technique known as multiple regression, the results of which are presented in an easy-to-understand format free from statistical jargon.
The results of a Key Driver Analysis allow managers to better focus their intervention efforts – where they actually make a difference and where the organisation isn’t doing so well at present.

More information about Key Driver Analysis can be found here.

Demographic Drill-Down Analysis

Disaggregate your organisation’s survey data to examine how employees from different departments, job roles, geographical locations (and so on) perceive and respond to your organisation
Determine if certain issues are more relevant to one demographic group than another
Identify ‘best practice’ groups and groups ‘at risk’ in terms of consistently high or consistently low scores, respectively
Identify key issues of significance within particular demographic groups
Base your conclusions on statistical analysis, not assumptions
Note that in order to receive this demographic analysis report, you must also purchase our online Demographic Reporting option.

Often, in glancing at a section summary, you will notice differences that look interesting or you see what appears to be a meaningful relationship. But are these findings really important? Are the differences big enough to be "statistically significant"?

We use Analysis of Variance (ANOVA) to identify whether the differences in scores between demographic groups are statistically significant, or meaningful. ANOVA helps us to answer questions like “Are there differences in 'intention to stay' based on people's location, business unit, length of time with the organisation?” and “Are those employees who are dissatisfied with their job different from others in any way?”

Demographic analysis is limited to four groups.

Benchmark Comparison

Compare and test for actual differences between your organisation’s survey scores and those of benchmark norms contained within JRA’s extensive database of employee attitudes and opinion
Compare and test for actual differences between your organisations engagement profile and that of industry norms
Note that in order to receive this benchmark comparison report, you must also purchase one of our online Benchmarking options.

Assesses how your organisation compares against the market place across a variety of climate dimensions (e.g., communication, leadership, reward & recognition, etc), employee engagement and turnover intentions.

Statistical tests (t-tests) are performed to determine whether the differences between the organisation and benchmark norms are significant (i.e., are actual differences, not just small and inconsequential differences in scores).

Clients are able to select the benchmark norm that they wish to compare their organisation against (grounded in the principle that the best comparisons are made when we compare ‘like with like’). Benchmark comparisons can be chosen based upon organisation size, industry sector (e.g., state sector, local government, private; non-profit; or finance, construction, etc), and so on.

To ensure relevance, benchmark norms are obtained from data collected no more than 2 years prior to your own organisation’s survey.

Trend Analysis

Compare and test for actual changes in scores across survey periods (e.g., 2007 versus 2008).
Note that in order to receive this trend analysis report, you must have done a similar survey with JRA previously and also purchase our online Trending option.

Trend analysis allows a client to determine if interventions applied between surveys have had the desired effect on targeted areas.

Statistical analysis (t-tests) are performed to determine whether a score from year to the next has actually moved upwards (or downwards) and is not merely a random fluctuation in scores across survey periods.

Trend analysis helps to answer such questions as ‘Have employee perceptions of their job role improved after implementing a job re-design strategy?’ and ‘Have employee engagement scores improved following a concerted effort to improve our organisations key drivers?’

Comments Analysis

Used to identify the key themes located within the comments section of a survey.
Employee comments in a survey provide a wealth of information, and insight into current ‘front-of-mind’ issues within the organisation
Comments analysis can often a more complete understanding of the key issues identified in the quantitative (statistical) analyses

Involves thematic analysis, and in particular, the application of a keyword algorithm to free-form text.

Limited to 2 open-ended questions (typically, these will be “The one thing, MORE THAN ANYTHING ELSE, that makes this organisation a great place to work is:” and “The one thing, MORE THAN ANYTHING ELSE, that needs to change to make this organisation a great place to work is:”).