Reassuring the Employee Engagement Skeptics: “Back Pocket” Answers to Respond and Address Concerns about Your Survey Initiative.
Monthly Webinar Series
April 28, 2016
2Topic Agenda
Item Time (min)
Introduction/Why the Topic? 5
Convincing the Finance Guy/Lady: The Business Case
10
Convincing Scared Employees: Confidentiality and Security
10
Convincing Employees: We will ACT on the Survey
10
Convincing the CEO: It is worth the risk 5
Q&A 10 Norm Baillie-David SVP Engagement - TalentMap
Agenda
Louie MoscaDirector of Sales - Eastern Region
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?
Convincing the Finance Guy/Lady:
The Business Case
6
THE ENGAGEMENT MODEL
Engaging Workplace
Engaged Attitudes
Engaged Behaviours
Compensation
Work Environment
Performance Feedback
Professional Growth
Work/Life Balance
Information & Communication
Teamwork
Innovation
Service Excellence
Immediate Management
Senior Leadership
Organizational Vision
BusinessResults
ProudFocused
OptimisticDetermined
ResilientFlexible
CommittedConnectedMotivated
InspiredEmotionally Invested
Goes the Extra MilePersistent
HelpfulCollaborative
“Can-do” ApproachTakes Initiative
Ambassador
Operating IncomeCustomer Experience/
LoyaltyShareholder ReturnEmployee Retention
Safety IncidentsPatient Safety
ProductivityLower absenteesim
Higher Retention……..
7
In Fact……
8
Employee engagement affects nine performance outcomes. Compared with bottom-quartile units, top-quartile units have:• 37% lower absenteeism• 25% lower turnover (in high-turnover organizations)• 65% lower turnover (in low-turnover organizations)• 28% less shrinkage• 48% fewer safety incidents• 41% fewer patient safety incidents• 41% fewer quality incidents (defects)• 10% higher customer metrics• 21% higher productivity• 22% higher profitability
Source: http://www.torbenrick.eu/blog/employee-engagement/infographic-what-is-the-business-case-for-employee-engagement/
Convincing Scared Employees: Confidentiality and Security
9
PROTECTING CONFIDENTIALITY
No data or reports will be provided unless there areat least 5 (or more) respondents.
10
PROTECTING CONFIDENTIALTY
11
Data resides on third-party server
Inability to trace individual workstations (only organization IP address is traceable)
Unique passwords are destroyed as soon as someone clicks ‘submit’ to complete the survey
Proactive disclosure that verbatim comments, although anonymous, may be read by various groups so ensure comments do not reveal specific individuals or situations
To share or not to share?
The prolific employee commenter – who’s responsible for anonymity?
Does the “witch hunt” still exist?
WHAT ABOUT VERBATIM COMMENTS?
12
“The idea of anonymity is outdated and ultimately unproductive. In fact, the confidentiality can interfere with the accountability you’re looking to build on your team and lead to other unintended consequences….”
Chris Cancialosi, Forbes Magazine, January 12, 2015
The Trend Toward “Open Feedback”
13
PINs – can they trace me?
Can they find me by my profile/demographic answers?
Other Questions
14
Convincing Employees: We will ACT on the Survey
15
5. Poor engagement4. Poor accessibility3. Poor communication2. Confidentiality concerns
1. NO ACTION TAKEN SINCE THE LAST SURVEY
TOP 5 REASONS FOR NOT RESPONDING TO AN ENGAGEMENT SURVEY
16
Action on the Previous Survey Guarantees Participation and Engagement
17
I’ve noticed some encour-aging developments since
the last employee en-gagement survey (Febru-
ary, 2014)
0% 20% 40% 60% 80% 100%
17 29 53
Unfavourable Neutral Favourable
% Frequency
Engagement among those who have noticed developments: 84%Engagement among others: 48%
Accountability for engagement owned by the Leadership Team (not HR)
Publicly recognize improvements in engagement
Hand ownership to and involve the employees: • Employee Engagement Working Group
Lay out the action planning process BEFORE the survey is deployed
BEST PRACTICES TO ENSURE ACTION IS TAKEN
18
Convincing the CEO
19
THE UNSPOKEN OBSTACLE: FEAR
20
“What if the results are bad?
“What if they don’t like me or the leadership team?”
“Will we be able to improve?”
“How will this make me look in front of the board”?
Engagement Surveys: The Quintessential “Pandora’s Box”
The Business Case: • Appealing to ‘Left Brain’
often not enough
Appealing to the EQ:• Allows us to deal with issues
beneath the service• First step to improvement• Allow the silent majority to
speak
Most leadership team’s reaction to survey results: “I’m surprised they’re not that bad!”
ADDRESSING THE FEARS
21
Event Format Topic/Location DateConference Board of Canada Workshop Series
Interactive Workshop
Employee Engagement Practices, Drivers and Survey Design – Vancouver, BC
May 17, 2016
Ontario Municipal Administrator’s Association
Spring Workshop
Nottawasaga Inn May 11 -13, 2016
TalentMap Monthly Webinar Series
Webinar After the Employee Engagement Survey: Now What? Best Practices in Communicating Survey Results and Action Planning
May 26, 2016, 12:00 – 1:00 p.m. EDT
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
23
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
Recommended
