Nationwide is to carry out detailed analysis of its employee and customer surveys and business performance figures to find which factors affecting staff satisfaction have the biggest impact on the bottom line.
Tony Houchen, senior manager for personnel planning and development for Nationwide, said that in June the results of this year’s Viewpoint employee satisfaction survey will be analysed against the findings of a customer satisfaction survey and Nationwide’s 2000/1 business performance.
He told Personnel Today that the building society planned to link the findings of the employee satisfaction survey to customer satisfaction and bottom line business performance to find out where to concentrate resources.
Houchen explained, “If we can focus our efforts as an HR function on those areas which are most important for our employees but also benefit our membership and business performance that is going to give us the pay back.”
John Wrighthouse, head of personnel planning and development for Nationwide, said the company also wants to establish a database with ORC International, which carries out its employee satisfaction surveys so that it can compare results with some of ORC’s other clients.
“We are very keen to bench mark with the best in class whoever they are,” he said.
Last year Nationwide analysed five year’s worth of Viewpoint surveys to establish what Wrighthouse called the Nationwide Genome.
“We wanted to find out issues make a real difference to our employees and what makes Nationwide tick,” he added.
One of the main findings was that base pay was more important to staff than benefits.
As a result Nationwide altered its pay structure so that the length of time it took for staff to move from the minimum level in a pay scale to the maximum level was reduced from between seven and nine years to just three years.