Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Pulse Surveys - Do They Make Sense - 23jul15

More and more, employers say short quarterly, monthly, weekly or even daily polls—sometimes a single question at a time—provide data on how their teams actually feel and catch problems before they fester. Frequent surveys are even replacing annual employee surveys at some companies, but most top employers are starting to use both.

  • Login to see the comments

Pulse Surveys - Do They Make Sense - 23jul15

  1. 1. Copyright©2015, Talent Map. All rights reserved. PULSE SURVEYS: DO THEY MAKE SENSE? Webinar: July, 23, 2015
  2. 2. Copyright©2015, Talent Map. All rights reserved. 2 Topic Agenda Item Time (min) Introduction to TalentMap 5 What, why and how of “pulse surveys” 20 TalentMap Pulse 10 Q&A 10 Agenda
  3. 3. Copyright©2015, Talent Map. All rights reserved. The Gap that Causes Employee Engagement Today We live in 2015 and work in 1970. 3
  4. 4. Copyright©2015, Talent Map. All rights reserved. Not Enough Executive Attention 4 Does an executive ’s brain in your enterprise represent a balanced view? Or is the focus primarily on the financials?
  5. 5. Copyright©2015, Talent Map. All rights reserved. TalentMap by the Numbers • 15+ years in business • 1,000+ engagement survey projects launched since inception • Hundreds of engagement survey projects launched each year • 1 million+ employees surveyed annually • Benchmarks by size, industry, geography and others • Products include standard and custom • Engagement, Pulse, Entry, Exit, 360 & Custom (Culture, Safety, etc.) • Services include action planning • Focus groups, workshops, blended leadership training & coaching • Only 1 Focus 5
  6. 6. Copyright©2015, Talent Map. All rights reserved. Sample Clients & Benchmark 6 Programs & Partners Technology & Engineering Nonprofits/Government Healthcare Financial Services Logistics & Other
  7. 7. Copyright©2015, Talent Map. All rights reserved. Some Of Our Associations / Partnerships 7
  8. 8. Copyright©2015, Talent Map. All rights reserved. Our Products/Services • TalentGage & TalentGate Pulse • engagement, productivity, retention, innovation, discretionary effort • TalentEntry/Exit & Talent360 • onboarding, productivity, engagement • exit feedback, engagement, employment experience • leadership development, engagement, discretionary effort • TalentGate Platform • Self manage- design, deploy and report platform with expert advice • TalentMap Action Planning Services • Consulting • TalentAction Platform • TalentMap Academy 8
  9. 9. Copyright©2015, Talent Map. All rights reserved. We Answer Four Key Questions 9 1. How engaged are your employees? (scale out of 100) 2. How effective are your workplace practices? 3. What are your most powerful drivers of engagement? 4. Where should you focus your efforts to improve engagement? (for your biggest ROI)
  10. 10. Copyright©2015, Talent Map. All rights reserved. We Help you Connect the Dots for Your Executives 10 Employee Engagement Employee Productivity Employee Retention Discretionary Effort Customer Value Customer Satisfaction Revenue Growth Profitability TalentMap’s 12 high performance work practices that drive employee engagement
  11. 11. Copyright©2015, Talent Map. All rights reserved. Why Pulse Surveys? 11
  12. 12. Copyright©2015, Talent Map. All rights reserved. Building Awareness! - Last 10 years of Google Search 12 March 2015 100%
  13. 13. Copyright©2015, Talent Map. All rights reserved. Deloitte’s Career Ladder to Career Lattice 13 Ladder progression Lattice pathways • Multidirectional and customized • More adaptable Example of more varied paths for growth and development Example of linear career paths
  14. 14. Copyright©2015, Talent Map. All rights reserved. Experimenting – Stand up office? 14
  15. 15. Copyright©2015, Talent Map. All rights reserved. Experimenting - What’s Next…The Jolt? 15 The jolt™’ is a wristband, which sends an electrical shock to the person wearing the device when he/she has not been adding any tangible value to his/her team/company in 12 hours (The time can naturally be adjusted to the preferences of the client).
  16. 16. Copyright©2015, Talent Map. All rights reserved. What is a “Pulse Survey” • A pulse survey is different than a traditional employee survey in that a Pulse survey is brief , more specific in goals and is conducted on pre-defined employee groups. • A Pulse survey is a technique for gaining limited information about the organization's workplace climate quickly. The information would be limited, relative to a traditional survey, on one or both of the following dimensions: content and generalizability. 16
  17. 17. Copyright©2015, Talent Map. All rights reserved. Find Smoke Before it Becomes a Fire 17
  18. 18. Copyright©2015, Talent Map. All rights reserved. Benefits of a “Pulse Survey” 1. Gives organizations time to react to emerging problems before they get worse. 2. Helps keep issues on the table as part of the ongoing daily discussion and decisions about running the business. 3. Enables timely measurement of issues that are hot for Executives. 4. Removes some excuses for not acting on results that are seen as dated or irrelevant. 5. Acts as an effective employee relation strategy. 6. Helps in process and work culture improvement. 18
  19. 19. Copyright©2015, Talent Map. All rights reserved. Drawbacks of “Pulse Surveys” 1. Tools that enable the inexperience to develop surveys 2. Increases over surveying in organizations 3. Additional investment 4. Potentially reduces response rates and lower accountability for results 5. Information overload and data is of questionable value • Proven tool? 19
  20. 20. Copyright©2015, Talent Map. All rights reserved. Types of “Pulse Surveys” • Snapshot • a glimpse or picture in time of the opinions, thoughts or ideas of a given employee population. • Performance Indicators • uses an index score on a subset of questions, to measure improvement in employee engagement • Audience or Topic Specific • Millennials, vendors, customers, volunteers • Follow up Survey • Often questions asked about the process of action planning : • Did you participate in a feedback session? Did you participate in an employee action team and key driver topics (i.e. training, team building, leadership development, etc.). 20
  21. 21. Copyright©2015, Talent Map. All rights reserved. Nordstrom’s People Lab 21
  22. 22. Copyright©2015, Talent Map. All rights reserved. Nordstrom’s People Lab – Check-ins 22
  23. 23. Copyright©2015, Talent Map. All rights reserved. 23
  24. 24. Copyright©2015, Talent Map. All rights reserved. NikoNiko – Not Happy at Work? Swipe to Tell Your Boss 24
  25. 25. Copyright©2015, Talent Map. All rights reserved. NikoNiko – Not Happy at Work? Swipe to Tell Your Boss 25
  26. 26. Copyright©2015, Talent Map. All rights reserved. 26
  27. 27. Copyright©2015, Talent Map. All rights reserved. 27
  28. 28. Copyright©2015, Talent Map. All rights reserved. Top 10 “Snapshot” Pulse Questions 1. How do you feel about coming to work every morning? 2. Does your manager inspire you? 3. Do the days you want to come into work out number the days you don't want to come into work? 4. Choose the five words that best describe how you feel about coming to work? 5. Do you feel proud to tell people you work here? 6. Do you have the tools to enable you to do your job effectively? 7. Do you have the opportunity to contribute to decisions that affect you? 8. Do you understand how your role contributes to retrieving business outcomes? Do you trust the information you receive? 9. Do you feel valued for the work you do? 28
  29. 29. Copyright©2015, Talent Map. All rights reserved. Other Sample Pulse Questions On a scale of 1 to 10… 1. How likely do you see yourself working here in one year? 2. How happy are you at work? 3. How likely would you refer someone to work here? 4. How valued do you feel at work? 5. What do you love about your job? 6. What's the one thing that we do very well here that we should continue doing or do more of? 7. With eyes closed and fingers crossed can you recite your organization's vision, mission, and other cultural values? 8. If your company were an animal, what would it be? 29
  30. 30. Copyright©2015, Talent Map. All rights reserved. TalentPulse - Approach • Administer real-time, brief pulse surveys: • Pulse assessments can connect with employees on their computers or smart phones, providing a brief and user-friendly employee assessment experience designed to capture maximum data in minimal time. • Make efficient use of random sampling: • Our ability to manage a rolling, random sample of employees, allows you to gain from real-time feedback without over-surveying the same participants. • Stay confident with scientifically sound indices: • Our indices are designed to capture data quickly without sacrificing scientific credibility, delivering valid data that can reliably support important decision making. • Manage trends with real time, online reports: • Simple, powerful and effective reports eliminate lag time between administration and insight. Results are analyzed and posted as often as they are submitted, keeping pace with every development you are. • Track your evolution over the year: • More frequent measurement supports more sophisticated analyses, allowing leaders to better understand how business factors can impact one another over time. 30
  31. 31. Copyright©2015, Talent Map. All rights reserved. Benefits of TalentPulse 1. Generates Meaningful Conversations. • “People come to tell me why they’re having red days!” one leader said. You’ll have a tangible number when talking to employees and in the boardroom, as opposed to “I think people liked our X and Y initiative…” 2. Ongoing Temp Check. • Stay on top of your team. Are you improving things at work? Get early warning signals when morale drops, to apply continuous improvement. 3. Get alerts. • Check the impact of All-Hands meetings, important communications… HR will know when it’s getting urgent to talk to your people 4. Low cost • Annually flat rate license or on-demand per team/user monthly 31
  32. 32. Copyright©2015, Talent Map. All rights reserved. Deployment PC & Mac iPhone, iPad, Blackberry Android 32
  33. 33. Copyright©2015, Talent Map. All rights reserved. Drivers of Engagement 33 Survey Dimension Relative Weight (Impact on Engagement) PROFESSIONAL GROWTH 21.1% SENIOR LEADERSHIP 11.5% IMMEDIATE MANAGEMENT 10.1% ORGANIZATIONAL VISION 10.0% INNOVATION 9.2% COMPENSATION 9.1% TEAMWORK 7.2% WORK ENVIRONMENT 5.6% CUSTOMER FOCUS 5.5% PERFORMANCE FEEDBACK 4.3% WORK/LIFE BALANCE 4.3% INFORMATION & COMMUNICATION 2.1%  An index is created for each of the 12 dimensions (an average score for all of the standard items included in that dimension).  RWA (Relative Weight Analysis) is an approach used to evaluate the relative importance of predictor variables when dealing with correlated predictors. This technique accounts for potential multi-collinearity between predictors.  Relative weights for each of the predictors represent the percentage of variance in the dependent variable explained by each predictor considering both its direct effect on the dependent variable and its joint effect with the other predictors.  Relative weights are reported as percentages ranging from 0 to 100%. We call those survey dimensions with the largest relative weights “drivers” of engagement.
  34. 34. Copyright©2015, Talent Map. All rights reserved. How Some TalentMap Clients Use “Pulse Surveys” • A financial & insurance client used a pulse survey to temperature check whether progress had been made on areas for action identified by the census survey. • Results were mixed—some of the actions were clearly working but others required a change in strategy. Overall this allowed them to change the milestones and strategy early on, saving them from investing in a flawed plan. • A healthcare industry client used a pulse survey to examine manager effectiveness, an ongoing focus area for the organization. • The pulse survey revealed employee concerns regarding the frequency and quality of coaching and feedback they received from their immediate managers. The results led to a revamp of the existing coaching and feedback program to standardize processes and incorporate manager accountabilities. This ultimately helped to ensure standards for frequency and quality of coaching and feedback across the organization. 34
  35. 35. Copyright©2015, Talent Map. All rights reserved. 35
  36. 36. Copyright©2015, Talent Map. All rights reserved. 36
  37. 37. Copyright©2015, Talent Map. All rights reserved. 37
  38. 38. Copyright©2015, Talent Map. All rights reserved. Detailed Pulse Report 38
  39. 39. Copyright©2015, Talent Map. All rights reserved. Quick, Short Weekly, Monthly, Quarterly 1-Question Surveys 39
  40. 40. Copyright©2015, Talent Map. All rights reserved. Simple Real-Time Online Pulse Results 40
  41. 41. Copyright©2015, Talent Map. All rights reserved. Summary 41
  42. 42. Copyright©2015, Talent Map. All rights reserved. 80% of Firms Survey - Only 40 % Act on the Results 42
  43. 43. Copyright©2015, Talent Map. All rights reserved. TalentMap View: Pulse Surveys Can be Effective but… 1. Not a substitute for regular full-content census surveys. 2. Technology is not the solution to engagement • The solution relates to effective leadership, management and education – technology is just an enabler 3. The KISS of DEATH • Regardless of the type of survey you run - full or pulse or both, ‘lack of action’ is the kiss of death to any type of employee survey 43
  44. 44. Copyright©2015, Talent Map. All rights reserved. TalentPulse Beta Program – SIGN UP • Program launches in Fall 2015 (October) • Weekly or monthly one question “pulse survey” to all employees • Managed by TalentMap • Administered with client • 6 month trial program free to first beta clients • Online real time reports 44 Email – Sean Fitzpatrick: to sign up or learn more Sfitzpatrick@talentmap.com
  45. 45. Copyright©2015, Talent Map. All rights reserved. Event Format Topic Date TalentMap Webinar Live Webinar Engaging your Employees through Onboarding – New Hire Surveys Aug 13th 12:00pm EST Upcoming TalentMap Learning Sessions sfitzpatrick@talentmap.com 1-888-641-1113, 500
  46. 46. Copyright©2015, Talent Map. All rights reserved. Characteristics of Traditional and Pulse Surveys 46 Characteristic Traditional Surveys Pulse Surveys FREQUENCY annual or biannual, limited opportunity to tap timely or hot topics Quarterly, monthly, weekly, daily, greater opportunity to tap timely or hot topics PARTICIPANTS Full census of employees (sometimes a sample); results often available for first-line managers Typically a sample (for example, 25 percent each quarter) sometimes a census; limited reports for lower-level results (first-line managers) PROCESS Measure, analyze, create action plan, and implement actions before surveying again to evaluate impact Measure and analyze in the short term but act and evaluate on longer-term trends; opportunity to address problems early CONTENT A wide range of factors and frequently based on an organization or engagement model (high-level) assessment of engagement or mood. Often a specific area of focus (key driver, current organization initiatives) LENGTH Varies but typically longer (50 to 150 items) Varies but typically shorter (1-25 items)
  47. 47. Copyright©2015, Talent Map. All rights reserved. Characteristics of Traditional and Pulse Surveys 47 Characteristic Traditional Surveys Pulse Surveys METHOD OF ADMINISTRATION Increasingly conducted online, but some still require paper to ensure the ability to reach frontline, geographically dispersed, and technology un-enabled Typically perceived to be an online (technology-enabled) process; EASE OF ADMINISTRATION Mixed: some organizations rely on expert survey vendors; others have internal survey groups and/ or internal custom online survey programs Generally self-service (Surveymonkey), simple-to-use tools are often to build, administer, analyze, and report the survey). Recently a growing set of ‘pulse survey’ companies have sprouted PROMOTIONS/ COMMUNICATION Event-based communications, posters, general marketing, and hype to drive the process and enhance participation, accountability, and action planning Promotion of actions and success stories rather than the survey event. Ongoing trending and timely results reinforce the timeliness of the process and emphasize real-time nature of data collected. TAKING ACTION Accountability for taking action is driven to the lowest organization level possible (for example, front-line supervisorIteam level) Can be as targeted as a traditional survey if taken to the same level (for example, work group level) but not typical. Used to track larger trends

×