The Power of Employee Engagement

PeopleSurv – CANTO Survey Services

Presentation by Bill Davies

range of survey services

• Employee engagement• Customer loyalty / satisfaction• Membership census• Evaluation• Change • 360° assessments

ENVISIONING ENGAGEMENT:THE FIRST STEP FOR CHANGE

top reasons to focus on engagement

Source: Melcrum Publishing 20051000 respondents in 67 countries

Profitability & discretionary behaviour (31%), Employee advocacy 27%,Quality 23%, Talent acquisition 22%, Product & service innovation 13%

UK Europe US All regions

Employee retention

49% 37% 56% 50%

Customer satisfaction

47% 41% 46% 46%

Productivity 38% 33% 41% 38%

Great place to work

31% 27% 35% 34%

UK Europe US All regions

Employee retention

49% 37% 56% 50%

Customer satisfaction

47% 41% 46% 46%

Productivity 38% 33% 41% 38%

Great place to work

31% 27% 35% 34%

our model has 5 key elementsL

ayer

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loye

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agem

ent

create a vision for the future

belief that the organisation is pursuing the right strategies to succeed in the future

belief that the organisation is pursuing the right strategies to succeed in the future

alignment of role with strategies, effective leadership at all levels, responsibility matched with authority to act

alignment of role with strategies, effective leadership at all levels, responsibility matched with authority to act

prevailing culture, involvement in decision making, calibre of colleagues, challenging and fulfilling role, recognition and reward

prevailing culture, involvement in decision making, calibre of colleagues, challenging and fulfilling role, recognition and reward

having the essentials to be able to perform, effectiveness of key working relationships, development and support

having the essentials to be able to perform, effectiveness of key working relationships, development and support

pride and advocacy for the organisation – recommendation as employer & of its products & services

pride and advocacy for the organisation – recommendation as employer & of its products & services

what matters to engaged employees?US

1. Improved my skills and capabilities over the last year

2. Senior management is interested in my well-being

3. Reputation of organization as a good employer

4. I have the authority to make the decisions I need to do my job well

5. I am paid fairly and evaluated consistently

UK / Europe1. Opportunities to learn and

develop new skills

2. Improved my skills and capabilities over the last year

3. Reputation of organization as a good employer

4. Input into decision-making in my department

5. Organization focuses on customer satisfaction

Source: Towers Perrin 2005 Global Workforce Study

top 10 drivers of engagementworldwide

9

8 factors that drive engagement* (for the individual)

Trust and Integritystrength of working

relationship with manager

nature of the Job career growth opportunities

line-of-sight between

individual performance and

company performanceemployee development

co-workers / team members pride in the company

*Gibbons, J. (2006), Employee Engagement: A Review of Current Research and Its Implications, The Conference Board, New York, NY.

line of sight - a critical driver

These four factors relate to line of sight and transparency to all

operational factors also impact

Operational Factors that Drive Engagement

Company performance Customer focus

Innovation Internal communication

Decision making process Degree of internal flexibility

Degree of involvement,

empowerment &

accountability

Ease of interacting with

company processes

Working practices Company culture

These factors influence how things are done

MEASURING ENGAGEMENT

We are not just concerned with how satisfied people are, but how productive they are, thus creating value for the organisation

trends in measuring engagement

benefits achievable risks

good practice

many options

question areas

Gallup 12 questions• I know what is expected of me at work. • I have the materials and equipment I need to do my work• At work, I have the opportunity to do what I do best every day. • In the last seven days, I have received recognition or praise for doing good work. • My supervisor, or someone at work, seems to care about me as a person. • There is someone at work who encourages my development. • At work, my opinions seem to count. • The mission or purpose of my company makes me feel my job is important. • My associates or fellow employees are committed to doing quality work. • I have a best friend at work. • In the last six months, someone at work has talked to me about my progress. • This last year, I have had opportunities at work to learn and grow.

• I know what is expected of me at work. • I have the materials and equipment I need to do my work• At work, I have the opportunity to do what I do best every day. • In the last seven days, I have received recognition or praise for doing good work. • My supervisor, or someone at work, seems to care about me as a person. • There is someone at work who encourages my development. • At work, my opinions seem to count. • The mission or purpose of my company makes me feel my job is important. • My associates or fellow employees are committed to doing quality work. • I have a best friend at work. • In the last six months, someone at work has talked to me about my progress. • This last year, I have had opportunities at work to learn and grow.

Alig

nmen

tQ

uest

ions

• I understand the vision, mission, and objectives of our company

• It is clear what I need to accomplish to be successful at work

• I understand how my daily activities align with the overall objectives of my company

• My manager provides guidance on setting professional objectives

• When someone does not know what to do in our company they are quickly discovered and helped “back on track”

Eng

agem

ent Q

uest

ions

• I would recommend my company to a friend as a great place to work

• When I do good work, my achievements are recognized

• People in my company are rewarded for doing good work

• My manager gives me regular feedback that helps me succeed at work

• I have the resources I need to effectively get my job done

• If I were offered a similar job at another company with the same pay and benefits I would probably stay in my current role

Cap

abili

ties

Qu

estio

ns

• I know what capabilities are required to be successful in my job

• Learning resources are made available to me that allow me to improve my capabilities

• My manager helps me understand where I can improve

• Learning resources are made available to me that allow me to improve my capabilities

• Decision makers in my company put the right people in the right roles

• My company takes career development seriously

Alig

nmen

tQ

uest

ions

• I understand the vision, mission, and objectives of our company

• It is clear what I need to accomplish to be successful at work

• I understand how my daily activities align with the overall objectives of my company

• My manager provides guidance on setting professional objectives

• When someone does not know what to do in our company they are quickly discovered and helped “back on track”

Alig

nmen

tQ

uest

ions

Alig

nmen

tQ

uest

ions

• I understand the vision, mission, and objectives of our company

• It is clear what I need to accomplish to be successful at work

• I understand how my daily activities align with the overall objectives of my company

• My manager provides guidance on setting professional objectives

• When someone does not know what to do in our company they are quickly discovered and helped “back on track”

• I understand the vision, mission, and objectives of our company

• It is clear what I need to accomplish to be successful at work

• I understand how my daily activities align with the overall objectives of my company

• My manager provides guidance on setting professional objectives

• When someone does not know what to do in our company they are quickly discovered and helped “back on track”

Eng

agem

ent Q

uest

ions

• I would recommend my company to a friend as a great place to work

• When I do good work, my achievements are recognized

• People in my company are rewarded for doing good work

• My manager gives me regular feedback that helps me succeed at work

• I have the resources I need to effectively get my job done

• If I were offered a similar job at another company with the same pay and benefits I would probably stay in my current role

Eng

agem

ent Q

uest

ions

• I would recommend my company to a friend as a great place to work

• When I do good work, my achievements are recognized

• People in my company are rewarded for doing good work

• My manager gives me regular feedback that helps me succeed at work

• I have the resources I need to effectively get my job done

• If I were offered a similar job at another company with the same pay and benefits I would probably stay in my current role

Eng

agem

ent Q

uest

ions

Eng

agem

ent Q

uest

ions

• I would recommend my company to a friend as a great place to work

• When I do good work, my achievements are recognized

• People in my company are rewarded for doing good work

• My manager gives me regular feedback that helps me succeed at work

• I have the resources I need to effectively get my job done

• If I were offered a similar job at another company with the same pay and benefits I would probably stay in my current role

Cap

abili

ties

Qu

estio

ns

• I know what capabilities are required to be successful in my job

• Learning resources are made available to me that allow me to improve my capabilities

• My manager helps me understand where I can improve

• Learning resources are made available to me that allow me to improve my capabilities

• Decision makers in my company put the right people in the right roles

• My company takes career development seriouslyC

apab

ilitie

s Q

ues

tions

Cap

abili

ties

Qu

estio

ns

• I know what capabilities are required to be successful in my job

• Learning resources are made available to me that allow me to improve my capabilities

• My manager helps me understand where I can improve

• Learning resources are made available to me that allow me to improve my capabilities

• Decision makers in my company put the right people in the right roles

• My company takes career development seriously

Success Factors

assessing levels of engagement

about PeopleSurv• UK Based• Established 10 years• Latest technology

solutions• Organisational

development professional team

• Engages the audience• Encourages good business and

management practices• Enables cost effective research

– Includes all potential participants– Listen to feedback

• Manages risk• Informs agenda for change

value of surveys

when designing your survey, consider...

• What behaviours and actions do they care about?

• What behaviours and actions do you care about?

• What drives future growth and development in your business?

Survey these areas

• What cultural behaviours do you want to have?

Set your vision for the

future

how to make it engaging

presenting the results• Share results openly and promptly• Demonstrate that action will be taken where improvement is needed• Recognise existing strengths

Delay

Invites suspicion & mistrust

Suppressing bad news will backfire

If no action, less involvement next time

Delay

Invites suspicion & mistrust

Suppressing bad news will backfire

If no action, less involvement next time

If bad news:

Be up front that problem exists

State a timeline for developing a plan rather than rush a solution

Consult with workforce where their input will improve results – win respect

If bad news:

Be up front that problem exists

State a timeline for developing a plan rather than rush a solution

Consult with workforce where their input will improve results – win respect

Good Practice:

Take a positive outlook – the process is about improvement so problems invited

Place the onus for improvement planning at all levels

Emphasise team solutions

Invest in selection, training & coaching

Good Practice:

Take a positive outlook – the process is about improvement so problems invited

Place the onus for improvement planning at all levels

Emphasise team solutions

Invest in selection, training & coaching

action planningKey Issues Raised

Actions they will take

When Who Comments & Review

Poor performance is let go

Explain performance standards to allReview performance at each 1:1 meeting. State where it exceeds standard & where it does not -Publicly recognise good performance

Dec 08 John C Training received July 08.

• Tracking tools available – e.g. Success Factors, Sirota

• Focus on behaviours, not numbers• Toolkit with template presentations

& guidance notes• Tailor to the team / division

• Tracking tools available – e.g. Success Factors, Sirota

• Focus on behaviours, not numbers• Toolkit with template presentations

& guidance notes• Tailor to the team / division

benefits to the region• Benchmarking information & statistics

across membership– With commonality in questions,

benchmarking can be trusted

• Enables sharing good practice

benefits to your company• Cost effective service• Professional guidance on process and follow up• Fully managed service• Assigned project manager• Secure hosting on PeopleSurv server• Response rate tracking and reporting• Comprehensive analysis of results• Summary report of findings and recommendations• Evaluation

PeopleSurv – CANTO• Preferential rates for CANTO members

– 20% below market rates

• Cost effective formats– Range of formats and question styles– Can be tailored, changed and added to

our detailsbdavies@peoplesurv.comwww.peoplesurv.com/canto

T: +44 207 720 1404M: +44 7973 815966Address: Apex House

17 Caldervale RoadLondon, SW4 9LY

thank youwe look forward to working with you