It hasn’t been ‘plane’ sailing for Ryanair. The low-cost carrier has experienced some turbulence recently. With some 700,000 passengers having their flights cancelled. The root of staff shortage – that only affected Ryanair – was reportedly due to annual holidays and Flight Time Limitations.
However, rumours that both pilots and crew were planning strikes, paints an entirely different picture. It is, therefore, not surprising that many have questioned O’Leary’s ability to steer the company in the right direction.
High Levels of Staff Frustration
Pansensic have observed the unsightly consequences of escalating problems within airlines. What’s more, the risk Ryanair encounters from ignoring issues within their business structure could see the organisation crashing fast.
Let’s take a look at the data. We ran 135,000 online comments from 55 of the largest European organisations through our staff experience lenses. In succession, our staff, along with the help of our software, crunched the data. This revealed a shocking 26% frustration rate amongst the Ryanair staff. You may be thinking that 26% is a relatively low score. However, this rate is actually double the average score (13%) across the 55 organisations we were benchmarking. In addition, it is particularly higher when compared to their main competitor, British Airways. BA’S rate of staff frustration sat at the average score.
Additionally, to make matters worse, Ryanair was placed 54th, in the leaderboard of staff experience for the 55 leading European organisations. This being the second lowest contender, just under Anglian Water.
Drilling into the Data
Drilling into the data, we dissected which areas of staff experiences were causing the greatest concerns. We then considered what actionable insights could be derived from our comprehensive data. The results- morale and staff engagement are not highly valued in the Ryanair camp.
Similarly, with morale frustrations rated at 52%, and staff engagement rated equally as bad (50%), Ryanair seriously need to look at their business structure.
Both of these areas could easily be improved with focused training. As well as improved management that listens to both staff and customers. In addition, compared to their competitor, BA’s morale frustrations scored 31%. What’s more, their staff engagement issues scored a tiny 5% (of the data collected). With such a stark contrast in numbers, it is safe to see why Ryanair is falling short of their staff’s expectations.
Qualitative Feedback Analysis
The numbers highlight fundamental problems within the structure of the business. Yet you would have thought that O’Leary’s background, (BA in Economic and Social Studies) would make him hard-wired to crunch the numbers and solve the issues his company face. Or at least stop them before they escalate into a crisis.
However, in defence of Ryanair, most businesses do not have the technology to analyse qualitative text feedback. This means that decision-makers are not fully informed in solving the issues presented to them.
Analysing what Pansensic have encountered provides an interesting picture. A picture that highlights clear issues within the staff experiences of Ryanair. Issues that desperately need addressing. Some examples of the problems highlighted in our findings include…
a) Asking staff to pay for training
b) Management focusing on the costs at the expense of their employees
c) Negative rumours about management painting a bad picture of the organisation
However, if we had access to more text data we would be able to draw a more comprehensive conclusion. A conclusion with more accurate and actionable points, to help issues within the Ryanair brand.
Examples like this are why we want to help businesses utilise the vast amounts of text feedback data available to them.
Every day, we analyse the data from millions of customer and staff experiences with the goal of improving business products and services. We are passionate analysts who carefully and thoughtfully check the data to provide you with truly actionable insights. Similarly, we work closely with you to plan solutions to the business issues or objectives.
The actionable insights derived from data will allow your organisation to mould the brand experiences of both your customers and staff. Not to mention create a more relatable and smooth-running business.
If only O’Leary were to get his head out of the clouds. He could easily resolve the staffing issues highlighted by the data we found, and avoid the unnecessary headaches.
After listening to passengers and launching the ‘always getting better’ programme in 2013, let’s hope that O’Leary now realises that his staff are not happy. Not only does he need to recognise this, but he needs to begin to listen and engage with their needs.
Take heed of Gove’s famous motto; ‘only the paranoid survive in business’.