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Our capabilities performance

People

What this means in practice:
High-performing people motivated to deliver our strategy.

Strategic measure applied:
Best Companies employee engagement index.

Why we use this measure:
It is a wide-ranging index which assesses how engaged and fulfilled our employees are and enables us to identify those drivers which are likely to affect their contentment and motivation. This is also a widely used framework for assessing employee engagement which means we can benchmark our performance against leading employers.

Best Companies employee engagement index

YearGrowthActual Target
2011-12635.9
2012-13652.5
2013-14646.2
2014-15643.8
2015-16649.5659.5
2016-17659.5
600 = One-to-watch status | 659.5 = One-star status

Commentary:
Based on 77% global response rate. We moved our overall engagement scores up by nearly 5 points to 649.5 (in 2014, we scored 643.8). Disappointingly, this was still short of the 660 target we set ourselves which is the minimum score needed to be a ‘One Star’ organisation on the index. It was however very pleasing to see that the key areas we have focused on improving over the past 12 months – such as leadership and recognition – have seen an uplift.

2015 results highlights

  • We maintained a strong response rate – this is 10% above the average for mid-sized organisations like ACCA.
  • Engagement amongst team members and senior management has increased strongly, year-on-year.
  • There has been a strong improvement in recognition (whether people feel recognised for what they do) across ACCA.

2015 results lowlights

  • We could still collaborate better across ACCA.
  • Competing pressures and deadlines are affecting some people, leading to an overall drop in wellbeing scores.

On the basis of previous targeted interventions, we know they are really effective in improving employee engagement. We will also be looking at common areas of satisfaction and areas where we need to improve globally through cross-organisational programmes and initiatives, with a focus on leadership and on wellbeing. We plan to be more disciplined in our focus in 2016-17 as a means of ensuring our people do not feel overburdened.

Employee Diversity

Leadership*

GenderLeadership
Male45%
Female55%

Overall

GenderOverall
Male40%
Female60%
*Executive Team and their direct reports (most senior 33 people in the organisation)

Customer-centred solutions

Strategic measure applied:
A basket of customer service measures which provide a rounded picture of overall customer service:

  • calls answered within 20 seconds
  • call abandonment rate
  • emails answered within two days
  • web chats picked up within 30 seconds
  • web chat abandonment
  • online applications processed within three days
  • year-on-year improvement applications completed
  • member customer experience
  • student customer experience

Customer experience SLAs

YearGrowthActualTarget
2011-12N/A
2012-13N/A
2013-14N/A
2014-1597%
2015-1687%85%
2016-1780%
Years 2011-12, 2012-13, 2013-14 not applicable

Commentary:
We saw strong performance throughout the year across all the elements, with the exception of member satisfaction targets, which we struggled to meet in the first six months of the year. However, performance improved markedly in the final third of the year and we achieved all our service targets for the nine elements that make up our measure.

Operational excellence

Strategic measure applied:
Operating costs per student and member against benchmark, which shows the cost effectiveness of our service, compared to key competitors, and is taken as a proxy for the efficiency of our operations as a whole.

Operating costs per student and member

YearGrowthActualTarget
2011-12237 £
2012-13240 £
2013-14246 £
2014-15254 £
2015-16260 £272 £
2016-17249 £

Commentary:
We met our targets for cost efficiency, while also investing in ACCA’s future with key enhancements to our qualification, our web services, and member and student support.

Flexible delivery

What this means in practice:
Digitally-enabled and flexible delivery that is responsive to evolving customer needs 

Strategic measure applied:
66% of digital experience SLAs (a basket of measures comprising website availability, website response time and digital customer satisfaction), which provide time and quality metrics on our main digital services.

Digital experience SLAs

YearGrowthActualTarget
2011-12N/A
2012-13N/A
2013-14N/A
2014-15N/A
2015-16100%66%
2016-1780%
Years 2011-12, 2012-13, 2013-14, 2014-15 not applicable

Commentary:
We hit our targets for website availability and web response time consistently during the year and also met our targets for digital customer satisfaction.