Action Planning

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Action Planning

  1. 1. Action Planning Guide- 2012 Employee Engagement Survey December 2012
  2. 2. Topics for Discussion • Engagement Principles. • Financial and Environmental Impact of High Engagement. • ABC Engagement Trending Analysis. • Highest and Lowest Items. • Summary Observations. • Creating Engagement Action Plans.
  3. 3. Outline of Engagement Definition of Engagement - The degree to which employees are willing to expend discretionary effort on behalf of that with which they have an significant affinity. The 8 Drivers  Direct Supervisor  Senior Leadership  Rewards/Compensation  Benefits  Selection and On-Boarding  Work and Environment  Development  Culture Engagement is primarily a function of the number and strength of connections an employee has with their employer. It is especially important to foster a culture where employees can have opportunities to see their employer as more than a paycheck and their work as something that they do not somewhere that they go. Two Levels of Engagement Elevated Employees value, enjoy, and believe in their work and the organization Engagement Employees believe the organization, manager, and team supports them - basic financial, Foundational Engagement performance, and support exists
  4. 4. Outline of Engagement- continued High Engagement drives higher financial performance  For example, in 2010, organizations with engagement levels of 65 percent or greater outperformed the total stock market index and posted total shareholder returns 22 percent higher than average. On the other hand, companies with engagement of 45 percent or less had a total shareholder return that was 28 percent lower than the average return in 2010. –Aon Hewitt Low Engagement drives higher attrition * Source DecisionWise.com  Attrition within the disengaged departments of high tech companies is nearly twice as high as those with high engagement scores. The Importance of Senior Leadership  High engagement involves effort from everyone but begins with the C-Suite executives. These leaders cast a long shadow and set the tone for the organization’s habits, emotional intelligence, and culture. For this reason, leaders need to become the biggest engagement strategy enthusiasts in the company. Aon Hewitt Global Engagement Trends - “Employee engagement has a lagged relationship with key economic indicators”
  5. 5. ABC Trend Analysis ABC has 62% Engagement Overall. This is an increase of 8 points over 2011. Our scores are now on par with global benchmarks but below the world class engagement we are seeking of 80% plus. Each score measures the portion of respondents selecting “Strongly Agree” or “Agree” to each question. Individual driver scores are as follows: Driver 2012 Score 2011 Score YoY Change Driver 2012 Score 2011 Score YoY Change Direct Supervisor 72% 65% 7% Selection 61% 57% 4% Sr. Leadership 57% 47% 10% Work / Environment 68% 64% 4% Development 51% 45% 6% Compensation* 51% 44% 7% Culture 61% 55% 6% Benefits 65% 60% 5% The biggest improvements were in Sr. Leadership (+10%), Compensation (+7%), and Direct Supervisor (+7%). Despite significant improvements Development, Compensation*, and Sr. Leadership continue to be the areas with the greatest potential for improvement. The executive staff and extended leadership team will be responsible for creating action plans based on internal and external suggestions but we as leaders need to facilitate conversations with employees to tap their potential for great ideas to improve our workplace. *Compensation driver has traditionally low normative data associated with it
  6. 6. Lowest and Highest Rated Lowest Rated Driver 2012 2011 I receive an appropriate amount of training to perform my job responsibilities At my company it is safe to take business risks Development Culture 38% 39% 31% 33% YoY Change 7% 6% My compensation is fair and equitable with the marketplace based on my job level and experience Compensation 42% 36% 6% I feel my compensation is fair based on the company's compensation program* Compensation 47% 41% 6% I have an effective coach or mentor for my professional development My company is inclusive and recognizes the contributions of everyone* Senior leadership is committed to employee development I have a challenging professional development plan* Development Culture Sr. Leadership Development 48% 49% 49% 51% 40% 43% 37% 46% 8% 6% 12% 5% Question Highest Rated Question Driver 2012 2011 YoY Change I believe my company has a culture of integrity Culture 74% 70% 4% Benefits Supervisor Culture Supervisor Supervisor Work/Environment Supervisor 74% 75% 76% 76% 78% 79% 85% 70% 69% 69% 68% 72% 78% 80% 4% 6% 7% 8% 6% 1% 5% I understand my company’s benefits options My manager encourages and supports innovative ideas My company cares deeply about customer satisfaction My manager clearly communicates departmental priorities and goals My manager treats everyone fairly My work makes a difference at my company I am given an appropriate amount of freedom to do my job * New to the list in 2012 + ABC is a better place to work this year than last year, I had an opportunity to discuss the previous organizational survey results with a member of management, and I trust Senior Leadership to keep the interests of employees in mind all came off the lowest rated list for 2012
  7. 7. Lowest and Highest Agreement Lowest Agreement (Highest Standard Deviation) • I trust senior leadership to keep the interests of the employees in mind. • I receive an appropriate amount of training to perform my job responsibilities. • My compensation is fair and equitable with the marketplace based on my job level and experience. • I had an opportunity to discuss the previous organizational survey results with a member of management. • I have an effective coach or mentor for my professional development. Highest Agreement (Lowest Standard Deviation) • My work makes a difference at my company. • I understand my company’s benefits options. • I am given an appropriate amount of freedom to do my job. • Our senior leaders have shared the company's vision and strategy. • Job candidates are given an honest and balanced view of the company during the hiring process.
  8. 8. Summary Observations On Highest/Lowest Rating • Direct managers generally are working well with their employees on day to day issues. • The culture is not seen as safe and productive. • Compensation is an issue for some employees. • Customer satisfaction is seen as a top priority. • Many people feel overworked. • There is a perception of bureaucracy and complexity interfering with productivity. • People enjoy their direct team. On Highest/Lowest Deviation • Most people understand the direction of the company. • Most employees feel they understand the company benefits available to them. • There is a large divide between employee experiences. • Only certain people feel they are being developed. • Some people do not feel safe in the ABC environment. According to Performance Point, the following items have the closest correlation with overall engagement at ABC : • I trust senior leadership to keep the interest of employees in mind (52%) • Senior leadership is open to new ideas (56%) • My company is inclusive and recognizes the contributions of everyone (49%) • Senior leadership is committed to employee development (49%) • I believe my company has a culture of integrity * (74%) *New to the list in 2012 + I work for an innovative company is the only factor removed from 2011 closest correlation list
  9. 9. Company Wide Focus Areas High Return on Investment Ranking Top Targets (low rating, high impact) I trust senior leadership to keep the interests of the employees in mind. My company is inclusive and recognizes the contributions of everyone. High Priorities (higher rating, high impact) • Senior Leadership is open to new ideas. * • I believe my company has a culture of integrity. When creating team/department action plans, ask yourself, is it SMART?  Specific • The company keeps me informed of what I need to know.*  Measurable • My company cares deeply about customer satisfaction.  Attainable  Relevant • Focusing on plans bound by these criteria increases both the likelihood that they will be adopted and  Time Bound that they will be successful. • Select a very few number of goals, 1-3 preferably. The more goals a team sets the more their results will be diminished until gridlock prevents any change. • High Priorities * New to list at the Starting for 2012 top left work in a “Z” as shown in the figure. Focus on those items you determine to be the most capable of yielding the highest return. Don’t neglect high priorities just because they have a Z Average Priorities Low Return on Investment Ranking Low Priorities High Rating Score Senior Leadership is committed to employee development. Low Rating Score • • • Top Targets
  10. 10. Managing Engagement Conversation Leaders must recognize engagement feedback as a gift. Even when someone receives a birthday or holiday gift they don’t immediately like, it is important to recognize that someone expended the time and effort to deliver it. 10 Steps for mediating Employee Engagement follow up conversations 1. Thank group for participation. 2. Explain purpose of meeting. 3. Create ground rules to ensure a safe environment. 4. Review the data in a logical manner. 5. Ask participants for clarification on the feedback. 6. Explore the reasons why these challenges and successes are happening. 7. Brainstorm alternative solutions. Remember to communicate and celebrate successes as they occur! 8. Explore specific idea and courses of action. Define lead and lag indicators. 9. Create a concrete plan including milestones or metrics.
  11. 11. Managing Engagement Conversation-continued To ensure a collaborative process it is helpful to use simple charts such as those shown below to drive your engagement follow up conversations. Use this table to organize your sharing and information gathering portion of the engagement follow up. Strengths Items: 1. 2. 3. Comments: 1. 2. 3. Clarifications: 1. 2. 3. Improvement Areas Use this table to create actionable goals to address the highest priority / lowest rated areas of engagement in your team or function. Issue Actions Owner Milestone Dates Success Criteria
  12. 12. Frequently Asked Questions Q. If I want to compare my score with that of my overall department how do I get that information? A. For reports which do not include an entire department (i.e. a specific leader in the Finance organization) there will be a column that shows the overall department (Finance) score. Q. Who is responsible for creating an action plan? A. Every manager regardless of their team size should be working on trying to improve engagement. If your team is too small for an independent report, work with your supervisor to get involved in the one-over-one plan. Sr. Leaders will have formal action plans and along with their HR Business Partners should use discretion for which plans further down the organization need to be documented and tracked. Q. Are international action plans the responsibility of the function head or regional head? A. Responsibility lies with both the functional leaders and the RLT. Functional heads will work with direct reports in different geographies to discuss individual leader and team scores. RLT leaders will be provided with the overall regional score and should conduct focus meetings to help push overall geographic engagement. Q. Are the most impactful action items ABC specific or industry general? A. These are ABC specific action items resulting from Performance Point’s analysis of individual questions versus our overall engagement index. Q. How do I determine the most impactful items for my region or function? A. The fewer action items you develop, the greater chance you have of executing them with excellence. Look to the ABC companywide focus areas for inspiration and analyze questions where your region / functions severely lack and select items that if enacted at your level you feel confident you could make an impact.
  13. 13. Appendix
  14. 14. Information Collaboration Table Strengths Items: 1. 2. 3. Comments: 1. 2. 3. Clarifications: 1. 2. 3. Improvement Areas
  15. 15. The Next Steps Event Date Survey results briefing with the Executive team 12/11/2012 VP call to review high level survey results 12/19/2012 Survey results made available to all ABC leaders with scores 12/19/2012 Mandatory all ABC Manager global call(s) hosted by HR Early January HR Business Partners attend SVP staff meetings •For Staff that includes international leaders Regional HR partners to dial in by phone Mid January Global and Regional HR business partners follow up with the next levels down in leadership to answer questions and advise Late January / Early February Action Plans completed, submitted, and reviewed by Functional, Regional, and HR business partners HR meets with SVPs to monitor and report on progress Mid February Quarterly
  16. 16. Action Planning Table Issue Actions Owner Milestone Dates Success Criteria
  17. 17. ABC Overall  Question by Question Results Sorted by Driver ABC OVERALL ENGAGEMENT SCORE Culture The company keeps me informed of what I need to know I believe my company has a culture of integrity I work for an innovative company My company cares deeply about customer satisfaction 62% 61% 66% 74% 60% 76% 2012 Benchmark 56% 56% 58% 65% 60% 70% My company is inclusive and recognizes the contributions of everyone 49% 44% 43% At my company it is safe to take business risks Development I have a challenging professional development plan I receive an appropriate amount of training to perform my job responsibilities 39% 51% 51% 37% 52% 50% 33% 45% 46% 38% 34% 31% There are challenging opportunities and assignments for me to take on 68% 58% 63% I have an effective coach or mentor for my professional development 48% 65% 40% Senior Leadership Senior leadership is open to new ideas 57% 56% 53% 60% 47% 48% I trust senior leadership to keep the interests of the employees in mind 52% 70% 41% Senior leadership is committed to employee development Our senior leaders have shared the company's vision and strategy 49% 73% 44% 37% 37% 61% Question/Driver 2012 ABC 2011 ABC 54% 55% 57% 70% 58% 69%
  18. 18. ABC Overall  Question by Question Results Sorted by Driver (continued) Question/Driver Manager My manager treats everyone fairly My manager clearly communicates departmental priorities and goals My manager sets challenging but fair performance expectations My manager encourages and supports innovative ideas I regularly receive valuable feedback regarding my performance from my manager My manager supports my development I am given an appropriate amount of freedom to do my job My manager recognizes and rewards me for my achievements Benefits Our benefits are competitive with the marketplace I have easy access to sufficient information on all company benefits I understand my company’s benefits options My company has benefit options that fit my lifestyle Selection and On-boarding The candidate selection process is fair and objective Job candidates are given an honest and balanced view of the company during the hiring process New hires are provided a strong orientation to the company, key people, departments, and their teams 72% 78% 76% 72% 75% 62% 69% 85% 59% 65% 54% 72% 74% 61% 61% 65% 2012 Benchmark 48% 50% 34% 63% 44% 49% 43% 40% 63% 69% 73% 68% 65% 68% 64% 57% 65% 61% 60% 54% 74% 48% 2012 ABC 2011 ABC 65% 72% 68% 65% 69% 54% 59% 80% 50% 60% 47% 68% 70% 55% 57% 61%
  19. 19. ABC Overall  Question by Question Results Sorted by Driver (continued) Question/Driver 2012 ABC 2012 2011 ABC Benchmark Compensation 51% 55% 44% I understand the company's compensation program 64% 50% 56% I feel my compensation is fair based on the company's compensation program 47% 48% 41% My compensation is fair and equitable with the marketplace based on my job level and experience 42% 68% 36% Work and Environment 68% 62% 64% My work makes a difference at my company 79% 69% 78% There is strong collaboration and cross functional teamwork in this organization 58% 56% 53% Working with my current team is the best way for me to grow as an employee 66% 60% 61% Engagement Index 59% 53% 46% I am confident ABC is moving in the right direction 68% 61% 58% I have a promising future here 54% 48% 45% I had an opportunity to discuss the previous organizational survey results with a member of management 64% N/A 39% ABC is a better place to work this year than it was last year 53% 58% 37% I would proudly recommend working at ABC to a friend or relative 58% 43% 49%
  20. 20. “In the modern world of business, it is useless to be a creative, original thinker unless you can also sell what you create.” – David Ogilvy Former CEO of Ogilvy & Mather “If you have built castles in the air, your work need not be lost; that is where they should be. Now put the foundations under them." - Henry David Thoreau Former Author, Poet, Philosopher
  21. 21. The Art of Scalability A Scalable Business:  Increased revenues cost less to deliver than current revenues  Cost of growing is far outweighed by resulting profits  Tries to keep its variable costs -- or the costs incurred with each customer they gain -- low  May allow you to take on new clients without increasing your own workload  Includes scalable ideas such as products and franchising  Includes professionals that do not have an individual mindset, but a business mindset
  22. 22. Scalability Service/Product Project        # of people to be trained 1000 Certification 10 people/3 days Consulting – 2 days $100 x 1000 = $100,000 10 x $3,000 = $30,000 Consulting $10,000 Total Revenue: $140,000 Consulting Project    $140,000 700 hours 87.5 days $140,000 = 87.5 days versus 5 days Which way would you rather grow?
  23. 23. Our Responsibilities  To continuously learn about industries in which we work – Differentiate ourselves from our competition by proving we are more knowledgeable about our client’s industries – Consultants need to broaden their knowledge base across all industries we practice in  To maintain strong business acumen – Constantly stay updated on market/industry trends and current events  To tailor our approach and solutions to individual clients – Solutions should be client-specific – What works for one client may not work for another
  24. 24. Our Responsibilities  To push our clients to think differently about their business – Challenge clients to think in non-traditional ways – Offer clients a fresh perspective to their problems  To provide higher value solutions than our competitors – Our clients will gain more value out of our solutions  To speak the language of our clients – Demonstrate our knowledge by knowing industryspecific terminology
  25. 25. Our Internal Plan     Hold quarterly education sessions via video conferencing capability and invite clients to share their knowledge with our consultants Administer annual client surveys to obtain feedback Read articles and/or books as a company that relate to clients, industries or key subject matters Continuously share knowledge and expertise with each other in a structured manner Goal: Every FHSG consultant should be knowledgeable about all of our client’s industries
  26. 26. Our Mission/Vision  We aim to help clients find the intersection between: – – –  PEOPLE CULTURE PERFORMANCE We should not strive to provide a product or service, or strive to be service-oriented; we should strive to provide a real solution with impact…and sometimes, that means challenging our client’s mindsets.
  27. 27. Our Strategy     We will utilize our expertise to strengthen our clients We have the essential building blocks to create healthier organizations. We have built the foundation needed for organizations to succeed, but we can also transform organizations to levels they have never seen before. We provide companies with the opportunity to create a best in class environment, build a better brand for its people, and develop a culture that leads to possibilities.
  28. 28. Our Values      We will know your business and recognize your needs. We will use our best resources to strengthen your company and culture. We will be accessible, responsive and most importantly, proactive. We will manage your costs and focus on top line growth as if it were our own business. We will help make your job easier.
  29. 29. Our Internal Structure  HR Foundations – Jerry, Team Lead – Absence Management – Maria Reed – HR Audits/Compensation – Joe Godwin – HR Policies/Outsourcing – Richard Reinhardt – Labor Solutions – Dave Pincus – Recruiting – Yulanda Scott  Culture Building – Brad,Team Lead – Culture and Employee Engagement - Brad – Customer Engagement – To be hired – Inclusion – Jennifer Melton – Leadership – To be hired
  30. 30. Building Our “Practice Champions”   Each practice area will have a “champion,” who will be the principal contact with our Marketing Coordinator and other consultants The “Practice Champion” will: – Work with the Marketing Coordinator and FHSG as a whole to grow the internal practices areas by XX – Coordinate with other “champions” and the Marketing Coordinator to ensure consistency in developing:     – Training materials Marketing collateral Products Internal materials for training and business development Determine ROI on new or existing products  Ex: What do we need to charge for a specific product and how many clients do we need to have in order for us to breakeven?
  31. 31. Our Business Development Goals Monthly  Number of Face to Face Meetings  Number of Referrals Quarterly  Analyze the pipeline to determine where we have opportunities to leverage  Number of Case Studies/Articles  Number of Webinars   Annually Number of Conference Speaking Engagements
  32. 32. Our Marketing Strategy  Periodic meetings to discuss relevant marketing topics to our business Quarterly:  Two webinars  At least one article in a major trade publication  Hold 1-2 open sessions (per quarter) in a FordHarrison office – We will market specific programs – Charge more than it would typically cost per person – 15-20 representatives from each company go through the program – We try to earn them as clients  Our first open session will be with Strategic Selection
  33. 33. Our Organizational Measurements  Metrics, metrics, metrics! – Analyze the metrics and see if there are any “low hanging fruits” to determine where we can grow – Our goals include: To measure the size of client relationships (through invoices)  To measure product and service area portfolios  To maintain an annual revenue growth rate of at least 20%  To maintain a total profit percentage of 25%  To have the client retention rate of XX  To increase clients engagement to XX 
  34. 34. Our Internal Education Materials     Pricing Sheets – for every product and training program Standards – for marketing materials, participant materials, trainer materials Product overviews to help us understand and ask the right questions: – Who is impacted? How can we help? What are the benefits of our products and services? – Includes case studies, metrics on how our products impact clients and client’s pain-points (how does this problem impact the client? e.g. turnover, lawsuits) We would also like to license material – Invest in certifications, so that we can certify others train
  35. 35. Target Market
  36. 36. Ford Harrison
  37. 37. Next 90 days Next 90 days – Restructure – Set goals – Work with accounting to changes reports and what we measure – Develop internal education materials – Develop standards for training materials – Recruit 2 business development individuals After 90 days – Develop standards for on-line training – Develop product pipeline – Develop standard pricing – Institute the client engagement survey – Develop staffing plan for growth

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