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AFTER THE EMPLOYEE ENGAGEMENT SURVEY: NOW WHAT?
BEST PRACTICES IN COMMUNICATING SURVEY RESULTS AND ACTION PLANNING
Monthly Webinar Series
May 26, 2016
2Topic Agenda
Item Time (min)
Introduction/Why the Topic? 5
Communicating Results: Starting the Conversation with Staff
10
The Importance of Focus 5
Developing the Action Plan 5
Making it Stick: The Action Plan as Continuous Improvement
5
Q&A/Upcoming TalentMap Learning Sessions 10Norm Baillie-David
SVP Engagement - TalentMap
Agenda
Liz Felso-HébertSenior Account Manager
3
15 years in business7,000+ employee engagement surveys since inception1,000,000+ employees surveyed500+ employee engagement surveys annually
Only 1 Focus
TalentMap by the Numbers
4Sample Clients & Benchmark
Award Programs Technology & Engineering Not-for-Profit & Association
Financial Services
Health Sciences
Other
Why the Topic?
The survey is done. The results are in.
Now what?
6
The Continuous Improvement Cycle
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor
The Engagement Continuous Improvement Cycle
• Copyright©2014, Talent Map. All rights reserved.
8
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor
Best Practice Action Planning Process
Review Results
•Present to employees (all at once if possible or at the same time)
Listening and
Deep Dives
•Establish Engagement Employee Steering Committee•Deep-Dive using Employee Focus Groups•Explore issues behind the key organization-wide (APS) drivers of engagement (six priorities)
Employee Driven
Solution Developm
ent
•Action planning workshop focused on 1-3 most pressing of 6 priorities•1-2 additional drivers of specific concern may be added (if you must)•Stimulate creativity through relaxed atmosphere and fun (see JumpStart Action Planning Workshop in Appendix)
DO NOT
•Try to isolate and/or target divisions with lower engagement• Get caught up in paralysis by analysis.
Document Action Plan
•Use SMART objectives and realistic targets•Timelines and accountabilities•Implementation and Timelines
Source: TalentMap/Gallup
Action Planning led by employees boosts employee engagement because the process itself demonstrates that the opinions of each person on the team are important.
“”
THE EMPLOYEE ENGAGEMENT STEERING COMMITTEE
• Little to no employee participation in action planning = FAILURE
• Empower employees through engagement steering committee
• Comprised of employees from all levels and areas of the organization:• Ensure at least 1 person from senior leadership (who shouldn’t lead the
committee)• Avoid manager and direct report both on committee.
COMMUNICATING RESULTS : STARTING THE CONVERSATION WITH STAFF
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor
PROTECTING EMPLOYEE ANONYMITY
No data or reports will be provided unless there areat least five (5) respondents.
13
Communicate Results: Start the Conversation 14
If possible, in-person
First: Thank them
Consistent
Balanced
Encourage participation. LISTEN.
Focus
Avoid moving to solutions too quickly
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor
Use this Vehicle To Achieve this Objective
Staff Meeting/Town Hall Communicate results quickly and widely to a large audienceExploration and discussion held separately
Focus groups Discuss and explore issues in more depth. Explore root causes. Explore potential solutions (not active action planning)
Coaching/1:1s Encourage self-awareness of an individual’s behaviours which have a detrimental impact on team engagement.
Action Planning Workshop Encourage creative and focused idea development and solution-buildingDevelop concrete action plans very quickly.
Communications Vehicles Achieve Different Objectives
15
FOCUS
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor
PERFORMANCE SCORES BY MAIN SURVEY ATTRIBUTES 17
+2 +4
+1 +5
-1 +7
-5 +2
+5 -3
-2 -7
-6 +3
+8 -5
+2 -12
-6 -14
-2 0
-1 -13
WORK ENVIRONMENT
IMMEDIATE MANAGEMENT
SENIOR LEADERSHIP
PERFORMANCE FEEDBACK
INNOVATION
PROFESSIONAL GROWTH
WORK/LIFE BALANCE
CUSTOMER FOCUS
TEAMWORK
ORGANIZATIONAL VISION
INFORMATION & COMMUNICATION
COMPENSATION
0% 20% 40% 60% 80% 100%
6
11
8
14
11
15
22
13
21
12
27
31
9
9
21
21
23
20
15
25
25
35
21
23
85
81
72
66
66
65
64
63
55
53
52
46
Unfavourable Neutral Favourable
% Frequency
+/- RECO2011*
+/- TM Benchmark
Data is rounded to the nearest whole number* Number indicates % Favourable score
Most organizations want to focus on these
Focus
• Identify 1-3 key opportunities for improvement
• Resist the temptation to try and address “the worst” issue
• The hardest part: saying “not yet” to all the other pressures.
18
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor
PRIORITIZING OPPORTUNITIES
Improving engagement should be focused on dimensions exhibiting a combination of low performance scores and strong drivers
Focusing on the lower dimension scores exclusively may not fully address what is needed to target and improve engagement
“Maintain:Keep doing well”
“Leverage & Expand”
“Medium/ Low priority”
HighPerformance
LowPerformance
Weak Driver ofEngagement
Strong Driver ofEngagement
High need for improvement coupled with powerful drivers of engagementOpportunities
ForImprovement
19
OPPORTUNTIES FOR IMPROVEMENT 20
ORGANIZATIONAL VISION
SENIOR LEADERSHIPIMMEDIATE MANAGEMENT
CUSTOMER FOCUS
INNOVATION
TEAMWORK
INFORMATION & COM-MUNICATION
WORK/LIFE BALANCE
PROFESSIONAL GROWTH
PERFORMANCE FEEDBACK
WORK ENVIRONMENT
COMPENSATION
Strong Engagement
Driver
Weak Engagement
Driver
Worse Than Benchmark
Better Than Benchmark
DEVELOPING YOUR ACTION PLAN
21
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor
THE RECIPE FOR ACTION PLANS THAT WORK
TalentMap has assisted hundreds of organizations not only measure, but improve employee engagement. The following are the most common characteristics of successful action plans:1. Senior Leadership sponsorship and active support2. Employee involvement and extensive consultation
a. Employee engagement “steering committee” consisting of employees from all areas and levels within the organization
3. Focus solutions on department drivers while aligning to organization-wide engagement drivers; and avoid temptation to solve the daily frustrations, i.e. communication.
4. Implement some actions quickly (“quick wins”)5. Employees champion actions. Leaders are held
accountable.
22
THE ENGAGEMENT ACTION PLANNING WORKSHOP
• Creative ideas and solutions to employee engagement issues are most effectively developed in group-settings.
• Ideal workshop size: 20-50 participants. Don’t let the fact you have a smaller group stop you.
• Five components to a successful workshop (example workshop agenda and tools provided in Appendix)
1. Establish a non-threatening and fun atmosphere2. Focused ideation around a limited number of engagement priorities 3-4 of
the 6 priorities to develop ideas – in small groups3. Prioritization and evaluation to turn ideas into initiatives4. Clearly identify champions, accountabilities, and timelines.5. Document as you go.
Action Planning Workshop Focused on Key Engagement Drivers
Employee Driven Solution
Development
Creativity Exercises: Collages
Action Idea Wall
69 Action Ideas were developed in this Workshop
Full-day workshop in which we use a creative ideation techniques to help employees develop a series of “action ideas” which will work to improve engagement around the key engagement drivers.
Typically employees will develop 50-75 action ideas. These will be prioritized to identify the most promising ideas, which will in turn be evaluated and more fully developed.
Sample “JumpStart” Action Planning Workshop Agenda Arrival 8:30 – 8:45
Welcome and Introductionso Introduction and agendao Employee engagement at EIA refresher
8:45 – 9:15
A Day in the Life of Joanne <CLIENT> Employee Divergent creative exercise (using collaging) to understand
the impact of engagement issues on the individual Debrief, share and laugh.
9:15 – 10:15
Health Break 10:15 – 10:30 Creating Action Ideas around Engagement Issues
o Divergent creative idea generation.o Taskforces debrief on their issues. Present root causes and
post first action ideas on wallo Each table works through a theme.o Post Action Ideas Cards on the “Idea Wall”
10:30 – 12:00
Lunch 12:00 – 1:00 Review Idea Wall and Prioritize
“Convergence” exercise (dots) to identify those ideas which have merit and warrant further expansion, at least one idea per engagement issue
1:00 – 1:30
Evaluating High Merit IdeasWork groups select ideas in descending order of priority
PPCO Exercise: Pluses, Potentials, Constraints, Overcoming
Constraints
1:30 – 2:30
Health Break 2:30 – 2:45
Developing Ideas into Action PlansWork groups develop ideas into action plans using Action Summary
Sheets. Assign responsibilities and timelines
2:45 – 3:45
Final Thoughts and Wrap-up 3:45 – 4:00
Example Collages
EXAMPLE ACTION IDEA CARD
Name your idea: _______________________________________________________Description (What is it? How does it work? What are the main features? What area does it focus on…marketing/promotion/display/etc.?) How Does It Achieve Higher Employee Engagement?
Illustration
Primary Benefits (How does this solve a problem or deliver a need?)
EXAMPLE IDEA EVALUATION SHEET (PPCO)
28
P P C O – PLUSES, POTENTIALS, CONCERNS, OVERCOMING CONCERNSPluses What do you like about idea right now?Be direct, honest and specific
Potentials What opportunities might this new idea open us?What might be potential spin-offs for future growth?
Concerns Express your concerns as open-ended questions that offer a possible direction for future development: How to… How might… In what ways might we…
Overcome Concerns Review list of concernsChoose most important one and create at 3-5 ways to overcome itContinue until all concerns have been addressed
EXAMPLE ACTION PLAN SUMMARY SHEET
THE ACTION PLAN TEMPLATE: KEEP IT SIMPLEEngagement will increase when managers and employees are implementing the plan, not writing it!
Action Item Brief Description Owned by: To take place:
Retreats • Program/discipline retreats focused on common vision and innovation to improve collaboration
Program administrators
Staggered on a quarterly basis. Frequency based on need.
Virtual Suggestion Box and Pitch Team
• Create virtual suggestion box for innovation ideas. Management/staff “pitch committee selects ideas for implementation
Program administratorsPitch Committee
For Spring 2016. Pitch committee meets quarterly after that.
Appreciation/ Recognition EVERY DAY!
• Review potential quick wins• Conduct formal review of all recognition
initiatives (informal and formal) and implement changes as needed
HR/HRAC On HRAC agenda in September.Recognition activities reviewed 2016-17
Consistent Use of Care Plans
• Assess the consistency in use of care plans across disciplines
• Ensure all care plans support evidence-based outcomes, i.e. looking at outcomes beyond wait times and number of clients
Director of Clinical ServicesProgram administrators
Begin immediately – to late 2015- 2016.
Review Service Delivery Model
• Review effectiveness of clinical service model in the spirit of continuous quality improvement
Clinical Coordinators November – Early 2016
Family satisfaction surveys
• Assess/review current practices beyond the annual client satisfaction process
• Develop tools to be adaptable to each program
Quality Assurance Committee ManagersClinicians
Late 2015 into 2016
EXAMPLE ACTION PLAN
MAKING IT STICK: THE ACTION PLAN AS CONTINUOUS IMPROVEMENT
1. Measure
2. Communicat
e
3. Focus
4. Plan
5. Act
6. Monitor
Employee Engagement is not a Project with an End
• Would you treat building ‘trust’ as a project or process with a beginning and end? Employee engagement is about continuous connection. Engaging employees must become part of the organization’s DNA. How?
• Leadership accountability
• Regular meetings of the Employee Engagement Steering Committee (it should never disband)
• Keep adding “fuel” in the form of new ideas
• Celebrate Success (even little ones)!
Event Format Topic/Location DateTalentMap Monthly Webinar Series
Webinar Professional Growth and Employee Engagement: The Small (Medium, and even Large) Organization Challenge Part 1Part 2
June 23, 2016July 28, 2016
HR Executive Technology Conference
Conference and Trade Show
McCormick Place, Chicago IL October 4-7, 2016
People Analytics Summit Canada
Conference Toronto, ON November 1, 2016
Canada’s Top Employer Summit
Conference Four Seasons Hotel, Toronto ON November 14, 2016
UPCOMING TALENTMAP LEARNING SESSIONS
THANK YOU!QUESTIONS AND DISCUSSION
34
Monica HelgothVP Engagement – TalentMap [email protected], x515
Norm Baillie-DavidSVP [email protected], x504
FOR A COPY OF THE PPT OR RECORDING:http://www.talentmap.com/webinar-past/
Louie MoscaDirector of Sales – TalentMap [email protected], x501
Liz Felso-HébertSr. Account [email protected], x505
