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A network’s corporate overhaul looks to have been paying dividends, judging by the level of satisfaction reported by its representatives.
It’s been nearly 12 months since Laing+Simmons revamped the company’s ownership structure, announcing in January that the entity had been purchased by a partnership including members of the head office team and a number of the network’s principals.
Since then, the implementation of a new strategic plan has seen the company launch a range of training and development programs, formalise new corporate partnerships, introduce new customer services and revenue streams, and expand its corporate team.
According to the results of a recent survey, team members from across the network feel the change has paid off.
Laing+Simmons’ recent survey of the members of its network using the Net Promoter Score (NPS) market research metric returned a cumulative score above 80, placing the business over the threshold for “world-class” satisfaction.
Speaking to office principals, directors, managers, administration support, seasoned agents and property managers, the network wanted to gauge how comfortable its team was with the new ownership and how likely workers would be to recommend Laing+Simmons as a brand to join.
Scores of 84.6 and 83.1 in answer to those two questions respectively indicate that the recent shake-up has been a positive one for their professionals.
Laing+Simmons have been keeping a close eye on their workplace satisfaction, having achieved an above-average result on the Workability Index back in September, when it became the first Australian real estate company to align itself with the public index for culture.
Laing+Simmons CEO Leanne Pilkington commented on the company’s decision to base the success of its strategic realignment off of internal feedback.
“The different initiatives we’ve introduced across all parts of the business have been designed first and foremost to better support our principals and their teams, and to motivate, educate and celebrate our people,” Ms Pilkington said. “Our people are therefore the most important benchmark for the success of these initiatives.
“We’re proud to achieve world-leading scores using the NPS metric not only because it validates the investment we’ve made in our people, but because we know the initiatives and programs are resonating through the network to deliver tangible, positive impacts.”
But though their research has returned impressive results, Ms Pilkington said that doesn’t mean the job is done.
“This year has been a new line in the sand for Laing+Simmons. Now we know we’re on the right track and providing the elevated levels of franchisor support we envisaged, our challenge is to keep improving,” she said.
ABOUT THE AUTHOR
Juliet Helmke
Based in Sydney, Juliet Helmke has a broad range of reporting and editorial experience across the areas of business, technology, entertainment and the arts. She was formerly Senior Editor at The New York Observer.
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