NRC (National Research Corporation)

  www.nationalresearch.com
  www.nationalresearch.com
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NRC (National Research Corporation) Reviews

23 Reviews
3.2
23 Reviews
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NRC (National Research Corporation) CEO and Director Michael D. Hays
Michael D. Hays
14 Ratings

2 Employee Reviews Back to all reviews

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  1.  

    Great people, great office, not so great compensation.

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Current Employee - Anonymous Employee
    Current Employee - Anonymous Employee

    I have been working at NRC (National Research Corporation) full-time for more than 3 years

    Pros

    Amazing coworkers and relaxed atmosphere.

    Cons

    Pay structure seems to reflect the market in Lincoln, NE, but is not competitive for its branch offices in other major cities.

    Advice to ManagementAdvice

    Invest more in your employees. Move at a slower pace. Don't bite off more than you can chew.

    Doesn't Recommend
    Positive Outlook
    Disapproves of CEO
  2. 1 person found this helpful  

    Technical

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Current Employee - Anonymous Employee  in  Lincoln, NE
    Current Employee - Anonymous Employee in Lincoln, NE

    I have been working at NRC (National Research Corporation) full-time for more than 5 years

    Pros

    These are highly specific to my personal experience:
    - Flexible hours without micro management
    - Good benefits
    - Minimal travel requirements
    - Trust and autonomy
    - Understanding and approachable upper management
    - A dedicated core staff

    Cons

    - Dominated by an under-qualified, opportunistic sales force with a leadership mentality bent on short-term gain (median age, approx 25 years)
    - Product backed by an equally under-qualified and over-worked service staff (median age, approx 25 years)
    - Board leadership with near-complete lack of understanding of (or interest in) a longer-term strategy to grow the company organically via the basic concepts of good managers (Board median age greater than 64 years)
    - A repeated tendency for rapid, short-term growth-by-acquisition followed by long-term "disease" in in terms of associate and client retention.
    - Extremely over-worked, under-experienced, and unaccountable middle management made up of "promotees" from scant offerings supplied by the remains of the non-management workforce.
    - Extreme lack of institutional knowledge caused by continued turnover, loss of veteran associates, and failure to respect the power of training and documentation.
    - Severe lack of communication at all levels and almost no accountability of upper management.
    - Near-complete lack of upper-management follow through on the employee-engagement program ... zero budget allocated to employee-committee-proposed 2012 action items
    - Lack of budget towards infrastructure in favor of largely unnecessary travel expenditures and grossly liberal board/executive payouts ... a very cheap date.

    Advice to ManagementAdvice

    Feed this company a much larger chunk of the ROI. There is far too much budget restraint in light of the rather extreme profit gain. Reallocate 25% of budget from travel and sales incentives into technology and infrastructure. The return on such an investment would be a gigantic boom in market equity of the company over 5-7 years. In this market, National Research could rather quickly become a 300 million-dollar company and edge out Press Ganey as the dominating market force.

    Hire new, veteran management (median age should be around 45 rather than the current 30-35 ... the current management are NOT natural managers) - hint: use a selection firm like Gallup, Talent Plus or Kenexa, as National Research is clearly lacking in terms of management-selection know-how.

    Invest in your employees by training them and providing them with clear direction. Provide the materials and equipment that they need. Provide regular salary increases to dedicated employees with a proven track record.

    STOP filling management vacancies from within. Hire externally and TAKE THEIR ADVICE.

    Fund software development initiatives over the long term, and retain software developers by paying them competitively and providing them with state-of-the-art tools and training opportunities.

    STOP expanding the breadth of the company by trying to opportunistically break into new markets. There are simply not enough organic resources available for this luxury. Rather, redouble efforts to solidify the management teams, client/associate support, infrastructure, documentation, and R&D of existing products.

    Practice what you preach to your clients. Spend more time looking at improving National Research rather than the scant few of the primary shareholders' returns. Get (and maintain!) your own house in tip-top order instead of acquiring others and leeching them of their value for limited short-term gain.

    Doesn't Recommend
    Negative Outlook
    Disapproves of CEO

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