1. Surveys 2. When/When Not To3. When is the Information Valid4. What Information do you need5. What to do with the Information6. Communicate the Results7. Employee Expectations and Accountability8. Q & A

3 Objectives for Today

1. General discussion on surveys.

2. Sharing of best practices and knowledge

3. Walk away with one nugget for you to use in your organization.

1. Employee Satisfaction Surveys

2. Employee Engagement Surveys

3. Corporate Pulse/Culture

4. Verify Communication and/or Corporate Strategy

1. Measure Employee Engagement

2. Give Employees a Voice

3. Increase Employee Engagement

4. Direct Organizational Growth

5. Benchmark Results

What’s the Difference Between Employee Satisfaction and Employee Engagement?

Satisfaction is about how satisfied an individual is with their job, their company – they can be extremely satisfied in their job without ever engaging in their work, customers and/or organizational objectives.◦ Satisfaction focus is on their needs – the hygiene factors (Hertzberg) - are they

being met

Engagement is about the individual being passionate and alive with the desire to perform well and do so in alignment with the organization’s strategic objectives. (Emotional Commitment)◦ Engagement focus is on how motivated and plugged in they are to the job,

customer and organization.

When:

Industry standard – every 2 years – gives the time to survey, design and implement action plans and deliverables

Becomes part of the business cycle

Event has happened in the organization

Confirm communication

Set a benchmark

When Not to:

Company is for sale

Organization is not ready or willing to make changes

Questions should have the word “I” – making it personal

Make it related to engagement – questions like “do you agree with the communications plan, marketing strategy etc.? Has nothing to do with engagement.

Open Ended Questions

Include 3 questions regarding how proud is the employee to work in that organization.

Challenge/interest/growth in their own job

Feeling about accomplishments in their job and growth

How motivated is the individual – low level motivations need to be identified

5 point scales do not provide enough of a differentiator – use

7 point scale

Don’t Ask Questions You Can’t Fix

Manager’s are not trained to take action

10 questions are not enough

Don’t aim for mediocrity

“Oh Great – another chance to be ignored”

1. Missed opportunities for improvement

2. Wasted organizational effort addressing problems that don’t

exist

3. Declining employee confidence that executives and

management know what is going on

4. Declining organizational credibility of the human resource

function

5. Increasing conflict and politicization within the organization

Various methods depending on the objectives

Quantitative analyses – look at the population

Larger organization the smaller sample is required

Sample size statistical analysis e.g. 10,000 employees need 370 responses

Versus 500 employees need 217 responses

95% confidence in the results

65% response rate

Use benchmark data?

2 ways to determine what is important

1. Regression analysis or correlation – statistically or

2. Use Hertzberg on human motivation – industry

3. Focus efforts, leadership and budget

4. Continuous improvement – true cause analysis

1. Ensure you have the sponsorship from the executive management right from the start.

2. President/CEO/COO delivers a high level presentation – 10 slides

◦ At meeting head of organization introduces and independent person to presented data

◦ President/CEO/COO delivers the next steps – the action plan

3. Communication should take place within 3 weeks of survey completion

4. Ensure that small wins are related back to the survey feedback – let the employees know you are hearing their voice

Make Managers accountable

Make Employee’s accountable

Ensure you know what the stakeholder expectations are up

front

Share with each other

What has worked well

What has not worked well

Summarize responses

Have one person present 3 exampels

Will compile to distribute

1. Greater levels of employee and management engagement.

2. Employer/employee relationship improves.

3. Improved credibility for management and HR

4. Clarity

Trish Brooks, Brooks Research

hr.toolbox.com/blogs

www.custominsight.com/employee-engagement-survey

Leadership IQ Whitepaper – Why 5 Point Scales Don’t Work

Leadchangegroup.com – why-your-employee-survey-is-a-waste-of-time

Maclean’s February 7, 2013 Employee Engagement Surveys – useless or very useless

Employee Satisfaction vs Employee Engagement – Are They the Same Thing?

Converge Consulting Group – A3 White Paper – Voice of the Employee

Blessings White Employment Engagement Research Report Update

www.ottawarewards.org