Lenovo Listens Manager Training Step 1: Understand the Report For Global HR

Lenovo Listens

Manager Training Step 1: Understand the Report

For Global HR

2© 2011 Lenovo Confidential. All rights reserved.

Lenovo Listens− Survey Overview and Participation Rate− Linkage to OHRP− Your Role as a Manager− Key Dates

Manager Training: Step 1: Understand the Report− Navigate the Sirota Tool− Understand Report’s Structure & Components− Identify Themes & Patterns

Next Steps

Objectives


Engagement = Productivity … Commitment … Retention

Engagement Commitment

Commitment to Job

Commitment to Lenovo

Commitment to Manager

Commitment to Team

Intent to Stay

Effort

Retention

Performance

Adapted from Corporate Leadership Council, 2004

Why an Engagement Survey?Why an Engagement Survey?


Standard Factors of Engagement

The Lenovo Way

What Lenovo Listens Measures

+


Number of Respondents: 17,466 employeesParticipation Rate Goal: 75% Actual Goal Achieved: 84%

Findings will impact … Manager Training Curriculum (e.g.

Managing@Lenovo; Leading@Lenovo) Individual Development Plans/OHRP Discussions Organization and Team Action Plans to address

Engagement, Productivity & Retention

Participation and Impact


Employee Engagement will be integrated into:− OHRP Profile − Individual Development Plan (IDP)

Key Changes for 2011/12 OHRP include: − For each Manager, the Lenovo Listens’ Engagement Score

and Management Index Score replaces the Q12 score

− OHRP Executive Summary “highlights and lowlights” section will include your Employee Engagement results

− Manager Action Plans will be included in OHRP deck and discussed during the individual reviews

Linkage to OHRP


Thank people for participating in the survey Share results and engage the team Focus on areas within your control Work with your Manager and HR Partner to

address broader issues Gain alignment and plan actions

Your Role

You make Lenovo Listens come to life…

You are a leader and driver of change at Lenovo


JULY 13 Overall Lenovo results delivered to LEC

JULY 22 Reports delivered to All Managers Manager Training: #1 – Understand the Report and

#2 – Interpret and Communicate Results

Week of JULY 25 Yuanqing communicates Lenovo-Wide Results to All Employees

Week of AUG 1 Business / Functional Leaders (SVPs or Tier 1/2 Leaders)

communicate organization-wide results Manager Training: # 3 – Plan, Communicate and Track Actions

AUG 1 - 31

Business / Functional Leaders (SVPs or Tier 1/2 Leaders) and their Leadership Teams identify next steps

Managers Communicate Feedback to the Team / Organization Managers create Action Plans

SEPT 1 Managers insert into Lenovo Listens highlights and Action

Plans into OHRP for further conversation with their Managers

OCTOBER Yuanqing Enterprise-wide Action Planning: Communicate Results to all Employees; Engage Action Teams as Needed

Key DatesYou are hereYou are here


Manager TrainingManager Training

* NOTE: If you had fewer than 5 respondents, you will not receive a Manager Report. In this case, you will work with your Manager to understand the broader organizational results and determine next steps for communication and action.


Interpret and Communicate

Results*Gain greater insight into the dataShare results with team:

—What’s the basic story?Begin Action Planning




Plan, Communicate and

Track Actions*Participate in Action Tracker Tool Training (Week of 8/1: pre-recorded session)(Optional: Lead a separate Action Planning Session with Team to prioritize areas of focus and confirm individual commitments)Record Plan in Action Tracker and Track ProgressCommunicate Actions to Team



Understand the Report*

Understand the structure and components of the reportIdentify themes and patterns:

—Overall strengths? —Areas for

improvement?Partner with my Manager and HR to understand how my results fit into the context of the broader organizational results





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Understand the ReportUnderstand the Report

Navigate the Sirota Tool– Central location for reports,

training and resources Understand the Report’s

Structure and Components– Definitions, key metrics and

indices Identify Themes and Patterns

– Overall strengths? – Areas for improvement?

Note: Partner with your Manager and HR to understand broader organizational results

– How do my results fit in the broader context?

STEP

1


Manager Central

Email from ‘Lenovo Listens 2011’ website to Managers containing link to site, and log on credentials for access to results in Report Library


Report Library

DR

Your Report Library will contain your results in HTML,

PDF and PPT formats.Also displayed, if applicable, will be Item Detail for Direct Report Managers with managers reporting to them with minimum of 5 respondents.


Sample dimensions: • Perform As We Promise• Compensation/Recognition• Work Content & Clarity• Career

Understand Report Terminology

Item … refers to a Survey question

Sample item: Q1. “I am proud to work for Lenovo.”

Dimension … refers to a group of items that comprise a common theme


Understand Report Chapters

Chapters Purpose Audience

1 Engagement Dashboard Big Picture All Managers

2 Dimension Summary Internal Comparisons All Managers

3 Key Driver MatrixSurvey Questions Related to Engagement

ED Level & Above

4

Item Detail: Uniquely Scaled Items Deeper Insights into

Manager’s Group

All ManagersED Level & Above

Item Detail: For Direct Report Managers

Direct Report Managers

5 Written Comments Qualitative Data All Managers

6 Action Priority GridIntegration and Shift to Action

All Managers


Chapter 1: Engagement DashboardName and total number of respondents (Anyone below you in your organizational hierarchy)

Green, people who strongly agree & the number of respondents, to yellow – neutral, people who neither agree or disagree, to red – those who strongly disagree

Engagement Index: This is an indicator of employee pride, commitment and satisfaction with Lenovo.

Management Index: Perceptions of immediate manager or aspects of Survey manager has influence over.

Top Three Highest

Scoring Items: Most favorably

rated items

Bottom Three Lowest Scoring Items:Most unfavorably rated items

Top Three Strengths

Compared to Your Function

Bottom Three Areas of Concern Compared to Your Function

A (+) indicates item that is considered a ‘towering strength;A (-) indicates item is an ‘opportunity for development’.

16© 2011 Lenovo Confidential. All rights reserved.16

Engagement Dashboard:

16

For Managers ED and above

Key Drivers of Engagement: This score, and items listed, reflect those items most strongly related to the Engagement Dimension and have the most impact on employee engagement levels.


Management Index

Q# Dimension Management Index

Q32 Affiliation My manager inspires me to do my best for Lenovo.

Q43 Affiliation I have confidence in the overall effectiveness of my immediate, direct line manager.

Q33 Benefits & Work-Life My manager supports my efforts to manage my work and personal life.

Q35 Career I receive ongoing feedback that helps me improve my performance.

Q42 Career My manager and I have meaningful conversations about the next step in my career / professional development at Lenovo.

Q34 Compensation/ Recognition I understand how my performance is evaluated.

Q37 Compensation/ Recognition I receive recognition when I do a good job (e.g., acknowledgement, verbal appreciation, formal recognition, etc.).

Q37 Perform As We Promise My manager effectively removes barriers to ensure we are successful.

Q21 Plan Before We Pledge In my functional team, we adequately plan by setting clear priorities for what needs to be done.

Q40 Plan Before We Pledge My manager effectively transforms goals into specific actions.

Q38 Practice Improving Everyday I feel encouraged to come up with new and better ways of doing things.

Q41 Prioritize Company First My manager does a good job setting goals and giving direction to help me prioritize my work.

Q27 Work Content & Clarity I have the authority to make decisions that improve the quality of my work.

Q29 Work Content & Clarity I am appropriately involved in decisions that affect my work.

Q31 Work Content & Clarity I can see a clear link between my work and Lenovo’s objectives.

Q36 Work Content & Clarity My manager is available to me when I have questions or need help.

… Measures the perceptions of the immediate manager or aspects of the Survey that the manager has influence over.

The following questions are part of the Index …


Chapter 2: Dimension SummaryIn this chapter you will find the percent favorable, neutral and unfavorable score for each dimension measured on the survey.

A “dimension” refers to a group of items that comprise a common theme.

In addition to Employee Engagement and Management Indices, Dimensions are grouped into 2 areas:‘The Lenovo Way’ … Perform; Plan; Practice; Prioritize

…and ‘Employee Value Proposition’ comprising the Affiliation, Benefits & Work Life, Career, Compensation/Recognition, and Work Content & Clarity Dimensions.

Also shown is a marker indicating overall percent favorable for your function or geography.


Chapter 3: Key Driver Matrix … Shows which items are most strongly related to Engagement dimension, and how your group scored on those items. This matrix is meant to help you identify and prioritize areas you may want to focus on in your action plans.

X-axis represents items according to the manager’s team favorability score, with items scoring at least 75% falling on the right side and items scoring less than 75% falling on the left side.

Y-axis tells how each item compares to results from

your function or geography. Items falling in top half scored above function/

geography average, those falling in bottom half are

less favorable than function/geography.

Strengths to Maintain: Areas in which you are performing well--your score is greater than 75% favorable--AND you are doing better than others in your Function/Geo.

Strengths with Potential for Improvement: Areas in which you are performing well—your score is greater than 75% favorable--but you are not doing as well as others in your organization.

Opportunities with Limited Growth

Potential: Areas where you are not performing well – score less than

75% favorable--but you are doing better than

others in your organization.

Areas of Concern: Items you are not performing well: score

is less than 75% favorable--and not doing well compared to

others. Note: Items falling in this quadrant are potentially

best place to begin when considering actions to take



Chapter 4: Item Detail

Chapter Name

Item Q# & Text

Dimension Name

# of Survey Respondents

% of respondents that agreed with

this item or dimension

% of respondents that neither agreed

nor disagreed

% of respondents that disagreed with


Report Owner’s Name

A (+) before an item indicates a ‘towering strengthA (-) an ‘opportunity for development’.A indicates the item is a Key Driver of Employee Engagement.

Datalines:•The top bar represents total Lenovo data;•The second bar represents total function or geography data;•The grey shaded bar represents the manager’s data;•The bar below the manager’s name represents the manager’s direct reports only data;

Note: If the direct reports have managers reporting to them, that data is displayed in the “Item Detail for Direct Report Managers” section.

Managers receive benchmark comparisons for their results to other managers inside Lenovo at Band Level.

Difference scores in triangles indicate significant increase (triangles pointing up) or decrease (triangles pointing down) between your score and comparison group’s score:

NOTE: To ensure confidentiality, if difference between response count for Rollup (direct + indirect reports) and response count for Direct Report Only is less than 3 people, the Direct Report Only line is suppressed and not shown in report.


Chapter Name

Item Q# & Text

# of Survey Respondents

% of respondents that agreed with


% of respondents that neither agreed

nor disagreed

% of respondents that disagreed with


Report Owner’s Name

Chapter 4: Item Detail

Dimension Name

Datalines:•The top bar represents total Lenovo data;•The second bar represents total function or geography data;•The grey shaded bar represents the manager’s data;•The bar below the manager’s name represents the manager’s direct reports only data;Note: If the direct reports have managers reporting to them, that data is displayed in the “Item Detail for Direct Report Managers” section.

A (+) before an item indicates an item that is considered a ‘towering strength; a (-) before an item indicates that item is an ‘opportunity for development’. A indicates the item is a Key Driver of Employee Engagement.

NOTE: In order to ensure confidentiality, if the difference between the response count for the Rollup (direct + indirect reports) and the response count for the Direct Report Only is less than 3 people, the Direct Report Only line is suppressed and not shown in the report.

Difference scores in triangles indicate a significant increase (triangles pointing up) or decrease (triangles pointing down) between your score and the comparison group’s score:

ED & Above receive benchmark comparisons for results to global norm, and for managers whose organizations sit primarily in one country, a Country norm is provided.



Chapter 4: Item Detail Direct Report Managers

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In order to ensure confidentiality, if the total responses for manager’s dataline, minus sum of responses of subgroups, is less than 3 people, then subgroups are suppressed and do not appear in the report.

Click on each direct report to see item detail for that department.


Uniquely Scaled Items

This section includes items that may not pertain to a dimension or items scaled differently than those shown previously. For that reason, we have provided them in a separate section.


Chapter 5: Written Comments

24

Written comment reports are produced if 10 or more employees responded to a write-in question.

Total positive and negative comments are shown grouped by comment category. An excel file, linked to the comment table, lists actual comments written, and

number of times a category was selected for coding.

Communications

Work-life balance

Work-life balance

Work-life balance

Work-life balance


Chapter 6: Action Priority Grid

25

This chart tells you how your work group scored on all survey items and are displayed according to their level of percent favorability (below 55% favorable; between 55% and 74% favorable; 75% favorable and above) and how well your group scored on each item compared to your function or geography overall.

Each item falls within one of 4 action priority quadrants: Strengths to Maintain, Strengths with Potential for Improvement, Opportunities with limited growth potential, and Areas of Concern.

Strengths to maintain represent strong areas in which you are performing well (score is greater than 75% favorable) and you are doing better than others in your function/geography overall. Good job, keep it up, and share best practices with others.

Strengths with potential for improvement (lower-right hand box) represent strong areas in which you are performing well (score is greater than 75% favorable) but you are not doing as well as others in your function/geography overall. Gather best practices from others to further strengthen these areas.

Opportunities with limited growth potential (upper-left hand box) represent areas in which you are not performing well (score is less than 55% favorable) but you are doing

better than most managers in your function/geography

overall. However, others are also not performing well

(scores are also below 55% favorable), so this is an area

that can be further investigated to see why most

managers are struggling.

Areas of Concern represent items in which you are not

performing well (score is less than 55% favorable) and you

are not doing well compared to others in your function/

geography overall, so there is room for improvement. Identify

managers doing well in these areas to learn what you can do

to improve your performance.


Manager Support3 Manager Trainings: Step 1: Understand the Report

Step 2: Interpret and Communicate Results

Step 3: Plan, Communicate and Track Actions

Feedback Meeting Deck

ActionTracker Tool

Manager Toolkit


JULY 13 Overall Lenovo results delivered to LEC

JULY 22 Reports delivered to All Managers Manager Training: #1 – Understand the Report and

#2 – Interpret and Communicate Results

Week of JULY 25 Yuanqing communicates Lenovo-Wide Results to All Employees

Week of AUG 1 Business / Functional Leaders (SVPs or Tier 1/2 Leaders)

communicate organization-wide results Manager Training: # 3 – Plan, Communicate and Track Actions

AUG 1 - 31

Business / Functional Leaders (SVPs or Tier 1/2 Leaders) and their Leadership Teams identify next steps

Managers Communicate Feedback to the Team / Organization Managers create Action Plans

SEPT 1 Managers insert into Lenovo Listens highlights and Action

Plans into OHRP for further conversation with their Managers

OCTOBER Yuanqing Enterprise-wide Action Planning: Communicate Results to all Employees; Engage Action Teams as Needed

Key Dates


Manager TrainingManager Training





















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You make Lenovo Listens come to life…

You are a leader and driver of change at Lenovo

Documents

Lenovo Listens Manager Training Step 1: Understand the Report For Global HR