Test

1. New Summary Report - 28 August 2014
Survey: The Alliance
1. Your Feedback on the Program.Please indicate to what extent you agree or disagree with each of the
following statements.
Strongly
Disagree Disagree Agree
Strongly
Agree Responses
The registration/invitation process for this program was
effective.
0
0.0%
2
15.4%
6
46.2%
5
38.5%
13
The program objectives were clearly explained. 0
0.0%
1
7.7%
7
53.8%
5
38.5%
13
The content is relevant to my role and responsibilities. 0
0.0%
0
0.0%
7
53.8%
6
46.2%
13
The materials supported the objectives and were easy to
use.
0
0.0%
0
0.0%
9
69.2%
4
30.8%
13
The materials will be useful to me back on the job. 0
0.0%
1
7.7%
6
46.2%
6
46.2%
13
There was sufficient opportunity to engage with other
participants.
0
0.0%
3
23.1%
5
38.5%
5
38.5%
13
There was sufficient opportunity to practice the skills
presented.
0
0.0%
3
23.1%
7
53.8%
3
23.1%
13
The program was a good use of my time and energy. 0
0.0%
1
7.7%
5
38.5%
7
53.8%
13
1

2. What other feedback do you have about this program?
Count Response
1 I thought it was a good session, and the amount of time allotted for it was sufficient. Minor nit, but you should build in a break. I
think a little more time should be given to the tutorials. Also, it would be helpful to know how this concept is going to manifest
itself in different ways. i.e. does it become part of our hiring and recruiting language? Is it discussed in all reviews? Some
guidance there would be helpful.
1 The program is a great idea, but it needs some refinement. The intro was nice but shouldn't be necessary -- make people read
the book or watch a video instead. The exercises are key, and they were too short. Maybe more preparation would help. And
probably a smaller class that is more homogenous, e.g., a group of engineering managers that face similar challenges. The
size and diversity of the group along with the small amount of time per exercise, didn't allow us to get into depth.
1 Great concept, when packaged with talent management in general vs. as a stand alone concept. It's putting a framework
around the "open, honest" value we hold so dear to our hearts at LI but which can be extremely ambiguous and hard to
enforce. I'd love to see more of a general talent management component to this vs. it being positioned as this really stand
alone concept.
1 A big part of the alliance in general is how much energy you are willing to expend on it. Personally I am willing to jump in head-first
which may be skewing my responses on the high side. Someone who was very skeptical of the concept or fearful of
people leaving may not get such optimistic results out of it.
1 Overall great workshop. About 30 minutes more to go through longer conversations, more Q&A and more examples from the
facilitators would be ideal. Pace was good. I would suggest that all people asked to pair up vs. observe are clear - one person
didn't have direct reports so it made my experience less authentic as we paired up. Not a huge deal, but for future workshops
the participants would gain more value if they all had direct reports. logistical guidance: A little more notice to be available to
attend, especially if nominated is always appreciated. More than 24 hrs for pre-work is ideal
1 Appreciated the highly interactive session with activities focused on application. Was also valuable to have some of the
examples presented on slides and in handouts for reference and the scenario provided to use if needed. The opening exercise
on thinking about one's own transformation plan could be linked a bit more strongly to the other two exercises and also there
may be benefit to sharing some alternative ways to bridge into the Alliance conversation if sharing personal plan or alliance
goals is not something manager is 100% comfortable with.
1 understanding that this was a pilot, there wasn't enough time to answer all the questions, so many questions were not
answered.
1 Great program, pre-work and web site. Minor: handouts/materials should match the layout, look and feel of the Alliance site
and classroom slides Connect tours of duty conversations or differentiate them more clearly from performance feedback and
coaching, and tie to ROB events
1 I think it is challenging to have intact teams together in a session like this - I felt a little uncomfortable discussing. Also, it feels
like there is a missing piece which is how something like the Alliance is being integrated at LinkedIn.
2

3. 2. How likely would you be to recommend this program to a colleague? Where 0 = not at all likely and 10 =
Extremely Likely
0 0.0% 0
1 0.0% 0
2 0.0% 0
3 0.0% 0
4 0.0% 0
5 7.7% 1
6 7.7% 1
7 7.7% 1
8 15.4% 2
9 38.5% 5
10 23.1% 3
Comments?
Count Response
5 7.7%
6 7.7%
7 7.7%
8 15.4%
10 23.1%
9 38.5%
Total 13
Statistics
Sum 109.0
Average 8.4
StdDev 1.5
Max 10.0
1 I see the potential in this program, but I think it needs work before we scale it to the rest of the organization.
1 The framework to think about company and individual goals and the overlap is a compelling reason to encourage others to
attend. For managers, making the connection to Coaching for Transformation may be a way for further skill building on how to
have a coaching conversation and use the framework in a combined fashion.
1 8 - very high for G&A, GSO roles 6- cautious for engineering roles given the volume of new managers
3

4. 3. Your Feedback to the Presenter(s)
Strongly Disagree Disagree Agree Strongly Agree Responses
Knowledgeable on the subject. 0
0.0%
0
0.0%
3
23.1%
10
76.9%
13
Able to engage and hold interest. 0
0.0%
0
0.0%
4
30.8%
9
69.2%
13
What other feedback do you have for the presenter(s)?
Count Response
1 Ben was awesome. The other guy not as engaging.
1 Chip - smile occasionally
1 The course could benefit from optimizations to time management or an extra 15 - 30 minutes. The first 2 Activities felt a bit
rushed.
1 Spend less time on general lecturing -- the book and other materials are ideal for that. Keep the focus on experiential learning,
using participant's actual problems. Which means being strict about requiring participants to prepare in advance.
1 Ben - strongly agree Chip - not a strong facilitator; he wasn't engaging, seemed light on facilitation experience
1 I wouldn't rush through dialogue, I think that's where the goodness comes from a lot of the times. Perhaps pick one case study
to talk about through the entire exercise. As in, one talent management situation that the whole class can get behind.
1 Presenters were well-versed on the Alliance and easily answered questions based on the overall framework and examples.
Would have been valuable for them to share some additional insights and connection points before moving to next activity.
4

5. 4. How likely would you be to recommend the presenter to facilitate another program? Where 0 = Not at all
likely and 10 = Extremely Likely
0 0.0% 0
1 0.0% 0
2 0.0% 0
3 0.0% 0
4 0.0% 0
5 7.7% 1
6 0.0% 0
7 0.0% 0
8 23.1% 3
9 46.2% 6
10 23.1% 3
Count Response
1 Ben only, not Chip
5 7.7%
8 23.1%
9 46.2%
10 23.1%
Total 13
1 I think the presenter was good -- it's the class itself that requires additional work.
Statistics
Sum 113.0
Average 8.7
StdDev 1.3
Max 10.0
Comments?
5

6. 5. Identify two actions that you will take as a result of this program?
Count Response
1 Conversation with my team on their tour of duty and aspirations
1 write and publish
1 Make sure my own tour of duty is clear. Think about integrating this into the other programs I'm designing.
1 Identify someone on my team for a tour of duty Discuss rotational tours with overall dept leader as an option for those not on
a transformational tour
1 1. Continue to think about my own personal goals and use the framework to be more specific and intentional on what I'd like
to contribute and gain as part of my current tour. 2. Think about how to further incorporate the ideas of the Alliance into related
work and projects.
1 I am going to go "map" out all of my employees and collaboratively have them map out their employees to see where we
spiked with investments, where the talent management and investment and "open and honest" is really strong and then use
the ALliance framework to start or continue discussions to prompt more proactive communications.
1 I will be incorporating the language used in the book into every day interactions to begin the socialization process. Further, I am
going to be defining a transformational tour of duty (to start with)
1 I am personally going to think more about my Next Play / career aspirations and the alignment at LinkedIn to help get me
there.
1 1. Talk to the top performer on my team to better understand his medium-term aspirations. Right now I'm assuming his next
major goal is to be promoted to Staff level, and I shouldn't just assume that. 2. Work with my manager to see if we can
evangelize a culture at LinkedIn that favors internal transfers over outside hires, even when that means a department taking
one for the (company) team.
6. What aspect of the program was of least benefit to you and why?
Count Response
1 I'd already read the book, so I didn't need to hear the summary or soundbites.
1 The least beneficial part was the first exercise due to time constraints.
1 n/a
1 shorter term (enabling) goals
1 I don't understand how this is being integrated at LinkedIn and I think that's a critical component that isn't there yet. Given this, it
still felt very conceptual to me.
1 Too much ramp up (30 minutes) before getting to the meat. I'd rather watch a video of ben talking as prep for the class, or put
that up in the beginning.
6

7. 7. What aspect of the program was of most benefit to you and why?
Count Response
1 Constructing a tour of duty conversation to capture career aspirations.
1 I really liked the first and second exercises - really got me thinking....
1 Q&A about the framework and seeing how to implement the actual process.
1 The exercises themselves. Especially since I was paired with one of the co-authors of the book.
1 crafting the tour
1 crystalizing what's next and the steps I need to get there
1 Generally it was being forced to actually think about developing a tour of duty and receiving feedback through the activities.
1 The translation of the framework into 1-2 tools that can easily be integrated into a career conversation. They are simple and
easy enough to duplicate. I can envision duplicating the last exercise easily during a conversation working from memory--
sketching out on a napkin the two circles and outline the goals of each and identify the alliance point. So just a simple tool that
could lead to powerful discussions.
URL Variable: sguid
Count Response
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1 100028091
1 100030152
1 100030775
1 100030802
1 100030855
1 100030925
1 100031216
1 100033913
1 100038846
1 100044029
1 100050930
1 100059071
7

8. Source Countries 100%
United States
100
80
60
40
20
United States 100.0% 13
Total 13
100
80
60
40
20
Lafayette 7.7% 1
Mountain View 7.7% 1
San Jose 84.6% 11
Total 13
0
Source Cities
7.7% 7.7%
84.6%
Lafayette Mountain View San Jose
0
8