Employee Surveys

 
 
 

The ERG Group carried out a survey in 2007 on its organisational climate and on the actual application of its Management Development Model.
It involved 423 employees, including executives, managers and clerical staff distributed between the Genoa headquarters, the Rome offices and the plants in Priolo.

 
 
 
 

The purpose of the survey was:

  • to gather the opinions and expectations of employees with  regard to the internal climate
  • the overall project approach

Insofar as concerns the first point, 74% of the employees interviewed declared that they were “very satisfied” or “satisfied”
to work for the ERG Group, providing various motivations to support their intention to remain with the company in the medium to long-term.

The expectations expressed and the areas for improvement identified by employees were equally indicative and will help to improve the orientation of training and development programmes in order to aim at the objective of managerial excellence.

The results showed:

  • A clear attachment to the Company (also confirmed by an average length of service of 7 years among those surveyed)
  • Strong enthusiasm for the job
  • Confidence in ERG’s future
  • A solid company culture, based on recognised and shared values
  • A request to further encourage a system of meritocracy

Overall, how satisfied would you say you are to work for ERG Group?

 When all is said and done, what causes you to remain in ERG? (Open Answer)

One section of the survey was also dedicated to identifying priority measures to help the company and its people to take a further leap forward in quality.

In your opinion, on which of these competencies should ERG focus most urgently? In your opinion, on which of these tools should ERG focus most urgently?

 

Attention was focused on coaching (developing resources and the team) and teamwork (working together on common objectives).

In particular, we have:

  •  made the process of setting individual objectives more effective
  • strengthened our ability to manage annual feedback meetings so that they are more oriented towards the development of skills and towards providing support in achieving predetermined results.
  • provided support in the building of new teams and change management for the established teams through teambuilding initiatives.
  • facilitated the sharing of information via the new intranet as well as initiatives for direct communication with management.
As regards the meritocracy, we have:
  • extended the "variable bonus”, previously awarded to executives, to include also the Middle Managers who cover the most important roles in the organisational structure
  • we are increasing, every year, the number of people involved in the annual performance appraisal system.
 System of Business Competencies