Socar

We have conducted a quantitative research by interviewing the entire office and front-line personnel at fuel stations, analyzed the obtained study results and determined the course of company’s future strategic development.

Socar is an Azerbaijani oil and gas company founded in 1992. It is one of the most promising oil companies in the world.

 

CLIENT: SOCAR

FOUNDED: 1992

SPHERE: OIL AND GAS

EMPLOYEES: 52,000

REGION: EASTERN EUROPE, CENTRAL AND MIDDLE ASIA

COOPERATION SINCE: 2015

 

What was the client’s objective?

The company approached us aiming to build a comprehensive HR strategy for the upcoming year, implement ready-made privileges for employees, listen to the staff and find out what they are unhappy with in order to improve that, as well as identify areas of satisfaction develop to keep them on the same level.

Additional project objectives were also:

  • Reduce staff turnover;
  • Increase employee loyalty;
  • Search for e-NPS growth drivers;
  • Improve company image.

What project design did we offer to the Client?

We have suggested to:

  • Develop a multi-factor methodology for assessing employee loyalty, engagement and satisfaction;
  • Carry out a quantitative segmented study surveying all office personnel and frontline employees at the fuel stations;
  • Analyse obtained research results;
  • Define the company development path to improve its performance.

What results have we got?

We have conducted a comprehensive quantitative study and mapped the company’s strengths and weaknesses:

The chart above shows the strategy for further improvement in the context of 4 key categories – Focus, Monitor, Promote and Maintain.

Below here is the detailed matrix:

  • Parameters needed to improve and develop first of all (Focus);
  • Maintain and extend benefits (Promote);
  • Keep under control (Monitor);
  • Maintain a level of satisfaction with these parameters (Maintain).

Focus – parameters the employees are not satisfied with, but which have the greatest impact on the total satisfaction rate. Therefore, it is necessary to work with these parameters first of all.

Monitor – factors with low satisfaction rate and poor impact on the general index. Improving these indicators will not lead to a fundamental improvement of total satisfaction rate.

Promote – factors with a high degree of satisfaction and a high degree of influence on the general indicator.

Maintain – employees are satisfied with these parameters, but they have a poor impact on the total satisfaction rate.

We have identified the key drivers of employee satisfaction and dissatisfaction, improvement points to increase their loyalty, and areas of urgent attention.

The data was obtained in the context of:

 

  • Gender;
  • Duration of employment (up to one year of work, from 1 to 3 years, over 3 years of work);
  • Position: Management team and subordinates.

 

The Engagement Model was built:

Satisfaction

FACTORS INFLUENCING SATISFACTION

  • REWARDS 37%
  • COLLEAGUES 14%
  • COMFORT 27%
  • OPPORTUNITIES 11%
  • COMMUNICATION 11%
  • MANAGER 0%

FACTORS

  • salary level
  • timely payroll
  • availability and size of premiums and bonuses
  • availability of benefits / privileges / social package
  • fulfillment by a company of social obligations
  • satisfaction with the atmosphere in a team
  • conflicts with colleagues
  • I can count on the colleagues support
  • interaction between departments / divisions
  • satisfaction with the workplace comfort
  • satisfaction with technical equipment of the workplace (Software, PC, wi-fi)
  • comfort and equipment of a rest area / dining area
  • satisfaction with work schedule
  • job satisfaction
  • satisfaction with the scope of authority
  • compliance of the position with knowledge, personal characteristics and professional experience
  • understandable and convenient business processes existing in the company
  • satisfaction with the line manager interaction
  • satisfaction with clarity of tasks from your supervisor

Project value

A full-fledged personnel assessment system and methodology have been developed. Within its framework it was:

  • Revealed the main trends of dissatisfaction;
  • Identified the most vulnerable categories of employees;
  • Given recommendations for further improvement and development;
  • Offered solutions on staff relations;
  • Prepared an analytical report with conclusions, confirmed figures, hypotheses and recommendations for the growth of key HR metrics.

Additionally, we proposed conducting a Mystery Employee study to assess the full journey map of company employees and to understand the specific problems at each point of interaction.

After the company takes certain steps to improvement, we also suggested measuring NPS to evaluate customers loyalty and satisfaction in order to compare eNPS (employee loyalty score) and NPS (customer loyalty score).

At the moment, we are additionally carrying out a qualitative study. Focus groups will allow us to delve more deeply into the problems and to discover more insights.

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6 Things You Didn’t Know About Your Employees

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