2. Purpose
• The purpose of MTI in Storebrand is to obtain the employees’
assessments of their level of job satisfaction at Storebrand. The results
of the survey provide an indication as to how happy employees are and how
well-managed Storebrand is. The report helps provide Storebrand with a
better basis for identifying the action areas that should be involved in the
ongoing work of making changes.
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3. How it works
• The Satisfaction, Motivation and Loyalty of the employees at Storebrand are
measured on the basis of an overall model, known as the European Employee
Index.
• The model provides an overall description of how employees perceive their work.
• This is achieved through the employees’ rating of a total of nine areas: 2 result
parameters and 7 action areas.
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5. Results of the report
• To ensure respondent anonymity no individual responses are ever handed
out at any time, nor any reports are prepared from which individual
responses can be deduced.
The report contains the following results, each of which offers different
answers:
• The overall results for the year. What is the status?
• Comparison with the results from last year (if possible). Have we improved?
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6. What do we analyze?
• Reputation
• Senior management
• Immediate superior
• Cooperation
• Daily work
• Remuneration
• Development
• Vision and values
• Diversity
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7. What do we analyze? – examples of questions
Scale 1-10
• Reputation
- Storebrand has a good image
- I am proud to tell other people where I work
- Other people consider Storebrand to be a good
place to work
- I am familiar with the main elements in
Storebrand-group work
- I think it is valuable that Storebrand-group wish
to be leading in sustainability
• Cooperation
- The professional cooperation with my colleagues
- The general atmosphere/climate among
employees
- Social relations and interactions with my
colleagues
- In what degree do you feel that there are room for
questions and expressions of opinion in your
department?
- My department are good at cooperation with other
departments in the corporation to solve problems
- In my operation (Storebrand-group) we are good
at cooperating across departments to reach the
operation's goals
• Development
- My opportunities for professional and personal
development
- The attention given to my professional and
personal development
- My competencies are developed continually in my
present job
- Me development plan shows my need for
development
- Storebrand acknowledge that the development of
employees are important for the future of the
company
- I use the opportunities for the development that is
available in the company
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8. Interpretation of the results
8
80-
100
• Very
high
70-79
• High
60-69
• Medium
50-59
• Low
<50
• Very low
9. Priority map
PRIORITISE your action areas High importance + Low rating
Action areas in this field of the priority map should be improved, since their low
rating does not correspond to the high importance to which employees attribute
these areas. Improving an area will have a great effect on overall Satisfaction &
Motivation. You should IMPROVE!
MAINTAIN your strengths High importance + High rating
You are highly rated for action areas in this field. Since their importance on
Satisfaction & Motivation is also high, as a manager you should REMAIN
FOCUSED on these areas. At a minimum, the rating for these areas should be
maintained, but any improvement will have a great effect on Satisfaction &
Motivation because of the area's importance.
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10. Priority map
ADAPT opportunities Low importance + High rating
You are good here, and this can be exploited. Action areas in this field are not
thought of as particularly important by employees. As a manager, however, you
can use the good ratings to create positive talk about your unit. Positive talk - both
within and outside the unit - about the good ratings means that the area in
question may find a more important place in employee awareness, thus increasing
its impact on employee Satisfaction & Motivation. USE YOUR SUCCESSES
actively.
OBSERVE weaknesses Low importance + Low rating
KEEP AN EYE on action areas in this field. These areas are rated poorly, and even
if they are also not thought of as particularly important, their ratings may
nevertheless drop TOO low. As a rule of thumb, areas with a rating of below 50 can
be considered very low. It may also be a good idea to use the opportunity for a
quick victory by working on areas that can be improved very easily.
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12. The 5 steps in the work process
Share
results
Prioritize
focus
areas
Set a
level of
ambition
Identify
and
prioritize
action
measures
Develop
an action
plan
13. To get the best possible impact of the work with
MTI it is recommend:
• To invite the department´s employees to a presentation, discussion and workshop
to develop the action plan
• To create commitment by giving the employees responsibility for developing the
action plan. Manager may consider leaving the room while employees are working
– and get the action plan presented afterwards
• To set SMART goals: a good action plan contains concrete and measurable
initiatives, which is important to make the employees feel motivated and satisfied
in their job.
• To stay focused: one or two focus areas tend to be more than enough.
• To share the responsibility for the follow-up of the action plan 50/50 between
manager and employees, and agree on the frequency of follow-up.
• To inform HR-partner and superior about the content of the action plan to ensure
getting the support and counselling needed.
• If necessary, involve HR-partner in the work with following up the action plan.
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14. In the workshop
Employees are the ones taking the lead in developing the action plan for the
coming year, aiming for increased motivation and satisfaction.
Ground rules:
• Talk on your own behalf / Think of your own situation when talking
• Participate actively
• Focus primarily on what you can influence
• Focus on the present and the future
• Don´t accuse anyone
• Acknowledge that we experience the world differently
15. A good action plan
• contains concrete and measurable initiatives 1 or 2 focus areas
- Are there areas where the costs are low, and the benefits high?
- What measures can be implemented to achieve the goals?
• Sets the level of desired improvement on the focus area for the next
measurement
- realistic
- The goal can also be to maintain a good score
• Who can/shall be responsible person for each measurement.
- it is recommended that responsibility is taken on not by a manager
