stakeholder and employee survey results. overview why all this research? employee and stakeholder...
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Stakeholder and Employee Survey Results
Overview
Why all this research? Employee and Stakeholder
comparative report Public perception on key performance
indicators Conclusions
Why all this research?
• Can’t manage what you don’t measure
• Research is a core component of strategic brand management– As conditions change, so do perceptions. Research allows us to
evaluate the strengths of the CBC/Radio-Canada brand and gives us information that can inform any required adjustments and/or repositioning to reflect changes in the environment.
Why all this research?
• Part of our performance measurement framework and reporting to Parliament
• Creation of special Board committee on Public Support
• Understanding that public is comprised of different audiences (Canadians, stakeholders/influencers, employees)
Background & Objectives
Background: CBC/Radio-Canada is undergoing a realignment of strategic direction and priorities. Survey research was therefore conducted with employees and stakeholders* to help influence the Company’s corporate vision for the future and identify key priorities.
*Includes opinion leaders from government, industry, media, academia, etc.
Background & Objectives
Objectives: The main objective of the research was to explore perceptions of CBC/Radio-Canada with employees and stakeholders. Additional objectives included extending the Challenge Us! call to action to the larger employee group and tracking Corporate Performance Indicators and other key measures over time with stakeholders (similar research was conducted with this audience in 2006).
*Includes opinion leaders from government, industry, media, academia, etc.
Methodology
1. Employee survey.• Sample size: 4,073 respondents• Population: All CBC/Radio-Canada employees• Fieldwork: April 30 to May 16, 2008• Margin of error: ± 1.2%, 19 times out of 20*• Response rate: 38%
2. Stakeholder survey.• Sample size: 673 respondents• Population: CBC stakeholder panel• Fieldwork: March 5-31, 2008• Margin of error: ± 4%, 19 times out of 20 • Response rate: 34%
• Both surveys conducted online.*Adjusted for finite population
Key Results
Employee Survey – Overview of Findings
• 80% have favourable overall impressions of CBC/Radio-Canada.
• Virtually everyone (98%) thinks it is important for Canada to have a national public broadcaster.
• Majorities attributed importance to each of the broadcaster’s mandated roles and responsibilities.
Key Results
Employee Survey – Overview of Findings• In terms of corporate priorities, there was strong and widespread
agreement that the following should be priorities:– High quality distinctive programming (95%).
– Strengthen commitment to employees (92%).
– Ensure sustainability of Canadian schedules (91%).
– Recognize importance of regional reflection (88%).
• Majorities think CBC/Radio-Canada performs well vis-à-vis its mandate, but the size of the majority varies significantly depending on area assessed. The largest gap was reported for regional programming: 89% consider it a priority vs. 53% who think CBC/Radio-Canada performs well in this area.
Key Results
Stakeholder survey– Overview of Findings
• 77% have favourable overall impressions of CBC/Radio-Canada.
• 89% think it is important for Canada to have a national public broadcaster.
• 83% feel CBC/Radio-Canada is important to them personally.
• 74% think it is important for the Corporation’s mandate to be reviewed regularly.
• Majorities attributed importance to each of the broadcaster’s mandated roles and responsibilities.
Key Results
Stakeholder survey– Overview of Findings
• Stakeholders were more critical of CBC/Radio-Canada when it comes to performance: 32% felt the Corporation does not have a clear vision for the future.
Just over one in five did not think the Corporation brings Canadians together, pays attention to what the public thinks, or is innovative.
Detailed Findings
Overall Impression of CBC/Radio-Canada
Q: All things considered, what is your overall impression of CBC/Radio-Canada?
14
31 32
13
6
17
35
28
12
42 13 1
7 6 5 4 3 2 1Employees (n=4073)
Stakeholders (n=673)Very favourable Very unfavourable
Percentage (%)
Detailed Findings
Importance of CBC/Radio-Canada
Q: How important is it for Canada to have a national public broadcaster like CBC/Radio-Canada?
Percentage (%) saying it is important
Base: 4073 employees; 673 stakeholders
89
98
Stakeholders
Employees
Detailed Findings
Perceptions of CBC/Radio-Canada
Q: Please rate your level of agreement with the following statements about CBC/Radio-Canada as a whole.
Percentage (%) offering positive scores
88
79
68
68
63
45
78
65
55
64
50
28
Employees (n=4073) Stakeholders (n=673)
Important to Canadian culture/identity
Provides values for money
Is innovative & creative
Brings Canadians together
Pays attention to what public thinks
Has clear vision for future
Detailed Findings
Importance of Roles & ResponsibilitiesQ: As Canada’s national public broadcaster, CBC/Radio-Canada has various roles and
responsibilities, as stipulated in the 1991 Broadcasting Act, from which it draws its mandate. Please identify the level of importance that you attribute to each of the following.
Percentage (%) saying it is important
95
94
94
91
89
87
84
84
91
89
86
83
83
78
70
76
Employees (n=4073)
Stakeholders (n=673)
Providing Cdn. perspective on ntl./intl. events
Providing access to CBC/R-C services to all Cdns.
Providing high quality distinctive Cdn. programming*
Promoting Cdn. culture/identity
Providing regional programming
Providing programs of interest to many
Entertaining people
Reflecting multicultural nature of Cda.
*Asked only of those stakeholders who completed the English survey.
Detailed Findings
Performance Vis-à-Vis Roles & Responsibilities
Q: How would you rate the performance of CBC/Radio-Canada in these same areas?
Percentage (%) offering positive scores
87
75
74
74
67
64
62
53
82
72
71
70
61
60
69
55
Employees (n=4073) Stakeholders (n=673)
Providing Cdn. perspective on ntl./intl. events
Promoting Cdn. culture/identity
Providing access to CBC/RC services to all Cdns.
Providing high quality distinctive Cdn. programming*
Entertaining people
Providing programs of interest to many
Reflecting multicultural nature of Cda.
Providing regional programming
*Asked only of those stakeholders who completed the English survey.
Detailed Findings
CBC/Radio-Canada Roles & Responsibilities: Performance Gap
CBC/Radio-Canada Employees
Roles & Responsibilities Priority %
‘important’
Performance %
‘good’
Gap %
Providing regional programming 89 53 -36
Providing programs of interest to many different groups 87 64 -23
Reflecting multicultural nature of Cda. 84 62 -22
Providing access to TV & radio services to all Cdns. 94 74 -20
Providing high quality distinctive Cdn. programming 94 74 -20
Promoting Cdn. culture/identity 91 75 -16
Entertaining people 84 67 -17
Providing Cdn. perspective on ntl./intl. events 95 87 -8
Detailed Findings
CBC/Radio-Canada Roles & Responsibilities: Performance Gap
CBC/Radio-Canada Stakeholders
Roles & Responsibilities Priority %
‘important’
Performance %
‘good’
Gap %
Providing regional programming 83 55 -28
Providing access to TV & radio services to all Cdns. 89 71 -18
Providing programs of interest to many different groups 78 60 -18
Providing high quality distinctive Cdn. programming* 86 70 -16
Promoting Cdn. culture/identity 83 72 -11
Entertaining people 70 61 -9
Providing Cdn. perspective on ntl./intl. events 91 82 -9
Reflecting multicultural nature of Cda. 76 69 -7
Detailed Findings
Perceptions of Corporate PrioritiesQ: Over the last six years, CBC/Radio-Canada’s strategic direction has been driven by the
following eight corporate priorities. Looking ahead to the next five years or so, please identify the level of priority that you think the Corporation should attribute to each of these items.
42
43
50
60
71
75
82
86
24
24
20
17
16
10
9
14
13
13
11
7
6
4
3
6
5
5
5
2
1
1
1
8
5
7
5
2
1
1
1
18
7-6 5 4 3 2-1
Percentage (%)
7 = highest priority, 1 = not a priority at all
Ensure high quality distinctive programming.
Strengthen CBC/Radio-Canada's commitment to all its employees.
Ensure sustainability of CBC/Radio-Canada's Canadian schedules.
Recognize importance of regional reflection
Demonstrate CBC/Radio-Canada is well-managed & generate cash flow.
Reinforce capacity to work as 1 integrated company.
Enhance/strengthen stakeholder relationships.
Position to enhance ability to fulfill mandate via alliances & partnerships.
Base: 4073 employees
Detailed Findings
Preferred Priorities Over Next 5 YearsQ: Again looking ahead to the next five years or so, what do you think are the most important
priorities or directions that CBC/Radio-Canada should pursue to effectively fulfill its mandate as Canada’s national public broadcaster?
Ensure high quality, distinctive programming
Employee relations
Focus on content production not media/broadcasting
Focus on Cdn. content
More regional / local reflection / programming
Adapt to new technologies (digital, HD, web)
Meet Canadians’/audience needs/be relevant
More effective, efficient mgmt.Secure more/stable funding
Better reflect multicultural Canada / Cdn. diversity
Be distinct from private broadcasters
Greater emphasis on news/current affairsBecome 1 integrated company
Fulfill/focus on public broadcaster mandate
Do not focus on ratings
Promote/support Cdn. identity/culture/talent
Be transparent, visible and accessible
Continue to develop high quality A&E programs
Other
2
2
2
3
3
4
4
5
5
6
6
7
9
9
9
11
15
21
19
Percentage (%)
Detailed Findings
Impressions of CBC’s English-Language Services
Q: What is your overall impression of each of the services that you are aware of?
79 83 79
607477 72 68 63
52
Radio One Newsworld CBCTelevision
Radio 2
Employees
Stakeholders
Percentage (%) offering positive scores
Base: those aware/familiar with service*Asked only of stakeholders who completed the English survey.
CBC.ca
Detailed Findings
Impressions of CBC’s French-Language ServicesQ: What is your overall impression of each of the services that you are aware of?
Percentage (%) offering positive scores
Base: those aware/familiar with service
81 81 7988
7263 62 58 55 55
PremièreChaîne
Télévision deRadio-Canada
RDI EspaceMusique
Employees (n=2760-3655)
Stakeholders (n=179*)
*Asked only of stakeholders who completed the French survey.
Radio-Canada.ca
Detailed Findings
Use of English-Language Services
Q: Which of the following CBC/Radio-Canada services…have you personally used in the last 3 months?
Percentage (%)
58
82
83
68
93
38
59
70
73
86
CBC Radio Two
CBC Radio One
CBC Newsworld
CBC Television
Employees (n=4073)Stakeholders (n=494*)
NOTE: Data not entirely comparable. Stakeholders were asked about use in the past month.
*Asked only of stakeholders who completed the English survey.
CBC.ca
Detailed Findings
Use of French-Language Services
Q: Which of the following CBC/Radio-Canada services…have you personally used in the last 3 months?
Percentage (%)
NOTE: Data not entirely comparable. Stakeholders were asked about use in the past month.
*Asked only of stakeholders who completed the French survey.
71
83
92
81
98
37
44
51
54
58
Espace musique
Première Chaîne
RDI
Télévision deRadio-Canada
Employees (n=4073)Stakeholders (n=179*)
Radio-Canada.ca
Conclusions
Widespread support across all audience segments for the mandate, role and responsibilities of the public broadcaster.
Public perception on the Corporation’s key performance indicators is strong and holding steady, if not improving (e.g. distinctiveness) over time.
There are noticeable gaps between perceived priorities and performance against those priorities –gaps that we should be looking to narrow over time. Among these, regional programming stands out, whereas providing a Canadian perspective on national and international events is where the gap is narrowest.
Perhaps not surprisingly, stakeholders and employees each perceive a lack of a clear vision for the future, which is what makes what you’re doing here at Challenge Us! so important.