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AFTER THE EMPLOYEE ENGAGEMENT SURVEY:
NOW WHAT?
BEST PRACTICES IN COMMUNICATING SURVEY
RESULTS AND ACTION PLANNING
Monthly...
2
Topic Agenda
Item Time (min)
Introduction/Why the Topic? 5
Communicating Results: Starting the Conversation
with Staff
1...
3
15 years in business
7,000+ employee engagement surveys
since inception
1,000,000+ employees surveyed
500+ employee enga...
4
Sample Clients & Benchmark
Award Programs Technology & Engineering Not-for-Profit & Association
Financial Services
Healt...
Why the Topic?
The survey is done. The results are in.
Now what?
6
The Continuous Improvement Cycle
1. Measure
2.
Communicate
3. Focus
4. Plan
5. Act
6. Monitor
The Engagement Continuous Improvement Cycle
• Copyright©2014, Talent Map. All rights reserved.
8
1. Measure
2.
Communicate...
Best Practice Action Planning Process
Review
Results
•Present to employees (all at once if possible or at the same time)
L...
Source: TalentMap/Gallup
Action Planning led by employees
boosts employee engagement because
the process itself demonstrat...
THE EMPLOYEE ENGAGEMENT STEERING COMMITTEE
• Little to no employee participation in action planning = FAILURE
• Empower em...
COMMUNICATING RESULTS : STARTING
THE CONVERSATION WITH STAFF
1. Measure
2.
Communicate
3. Focus
4. Plan
5. Act
6. Monitor
PROTECTING EMPLOYEE ANONYMITY
No data or reports will be
provided unless there are
at least five (5) respondents.
13
Communicate Results: Start the Conversation 14
 If possible, in-person
 First: Thank them
 Consistent
 Balanced
 Enco...
Use this Vehicle To Achieve this Objective
Staff Meeting/Town Hall Communicate results quickly and widely to a
large audie...
FOCUS
1. Measure
2.
Communicate
3. Focus
4. Plan
5. Act
6. Monitor
PERFORMANCE SCORES BY MAIN SURVEY ATTRIBUTES 17
+2 +4
+1 +5
-1 +7
-5 +2
+5 -3
-2 -7
-6 +3
+8 -5
+2 -12
-6 -14
-2 0
-1 -13
...
Focus
• Identify 1-3 key opportunities for improvement
• Resist the temptation to try and address “the
worst” issue
• The ...
PRIORITIZING OPPORTUNITIES
Improving
engagement should
be focused on
dimensions
exhibiting a
combination of low
performanc...
OPPORTUNTIES FOR IMPROVEMENT 20
COMPENSATION
WORK ENVIRONMENT
PERFORMANCE FEEDBACK
PROFESSIONAL GROWTH
WORK/LIFE BALANCE
I...
DEVELOPING YOUR ACTION PLAN
21
1. Measure
2.
Communicate
3. Focus
4. Plan
5. Act
6. Monitor
THE RECIPE FOR ACTION PLANS THAT WORK
TalentMap has assisted hundreds of organizations not
only measure, but improve emplo...
THE ENGAGEMENT ACTION PLANNING WORKSHOP
• Creative ideas and solutions to employee engagement issues are
most effectively ...
Action Planning Workshop Focused on Key
Engagement Drivers
Employee
Driven Solution
Development
Creativity Exercises: Coll...
Sample “JumpStart” Action Planning Workshop Agenda
 Arrival 8:30 – 8:45
 Welcome and Introductions
o Introduction and ag...
Example Collages
EXAMPLE ACTION IDEA CARD
Name your idea: _______________________________________________________
Description (What is it? ...
EXAMPLE IDEA EVALUATION SHEET (PPCO)
28
P P C O – PLUSES, POTENTIALS, CONCERNS, OVERCOMING CONCERNS
Pluses
What do you lik...
EXAMPLE ACTION PLAN SUMMARY SHEET
THE ACTION PLAN TEMPLATE: KEEP IT SIMPLE
Engagement will increase when managers and employees are implementing the plan, n...
MAKING IT STICK: THE ACTION PLAN AS
CONTINUOUS IMPROVEMENT
1. Measure
2.
Communicate
3. Focus
4. Plan
5. Act
6. Monitor
Employee Engagement is not a Project with an End
• Would you treat building ‘trust’ as a project or process with a beginni...
Event Format Topic/Location Date
TalentMap Monthly
Webinar Series
Webinar Professional Growth and Employee
Engagement: The...
THANK YOU!
QUESTIONS AND DISCUSSION
34
Monica Helgoth
VP Engagement – TalentMap West
mhelgoth@talentmap.com
1-888-641-1113...
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After The Employee Engagement Survey: Now What? Best Practices in Communicating Survey Results and Action Planning

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The results are in. The presentation to the leadership team went well, and all eyes turn to you as the CEO utters those famous words: So, what are the next steps? You’ve been anticipating that, and have loads of questions:

How should we cascade the results to managers and staff? Is there are a right way and a wrong way? What are the best practices?
How do we go about action planning?
What should we focus on?
How do I deal with groups that don’t want to follow the organizational approach, i.e. they want to do their own thing?
How do I satisfy the people who don’t accept the organization’s results and think their group is different?

Join Norm Baillie-David, SVP Consulting, as he draws from numerous case studies and success stories to provide best practices in how to proceed after the survey to ensure that your survey investment is maximized and that you do the right things right to improve employee engagement in your organization.

Published in: Business
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After The Employee Engagement Survey: Now What? Best Practices in Communicating Survey Results and Action Planning

  1. 1. AFTER THE EMPLOYEE ENGAGEMENT SURVEY: NOW WHAT? BEST PRACTICES IN COMMUNICATING SURVEY RESULTS AND ACTION PLANNING Monthly Webinar Series May 26, 2016
  2. 2. 2 Topic Agenda Item Time (min) Introduction/Why the Topic? 5 Communicating Results: Starting the Conversation with Staff 10 The Importance of Focus 5 Developing the Action Plan 5 Making it Stick: The Action Plan as Continuous Improvement 5 Q&A/Upcoming TalentMap Learning Sessions 10 Norm Baillie-David SVP Engagement - TalentMap Agenda Liz Felso-Hébert Senior Account Manager
  3. 3. 3 15 years in business 7,000+ employee engagement surveys since inception 1,000,000+ employees surveyed 500+ employee engagement surveys annually Only 1 Focus TalentMap by the Numbers
  4. 4. 4 Sample Clients & Benchmark Award Programs Technology & Engineering Not-for-Profit & Association Financial Services Health Sciences Other
  5. 5. Why the Topic?
  6. 6. The survey is done. The results are in. Now what? 6
  7. 7. The Continuous Improvement Cycle 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor
  8. 8. The Engagement Continuous Improvement Cycle • Copyright©2014, Talent Map. All rights reserved. 8 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor
  9. 9. Best Practice Action Planning Process Review Results •Present to employees (all at once if possible or at the same time) Listening and Deep Dives •Establish Engagement Employee Steering Committee •Deep-Dive using Employee Focus Groups •Explore issues behind the key organization-wide (APS) drivers of engagement (six priorities) Employee Driven Solution Developm ent •Action planning workshop focused on 1-3 most pressing of 6 priorities •1-2 additional drivers of specific concern may be added (if you must) •Stimulate creativity through relaxed atmosphere and fun (see JumpStart Action Planning Workshop in Appendix) DO NOT •Try to isolate and/or target divisions with lower engagement • Get caught up in paralysis by analysis. Document Action Plan •Use SMART objectives and realistic targets •Timelines and accountabilities •Implementation and Timelines
  10. 10. Source: TalentMap/Gallup Action Planning led by employees boosts employee engagement because the process itself demonstrates that the opinions of each person on the team are important. “ ”
  11. 11. THE EMPLOYEE ENGAGEMENT STEERING COMMITTEE • Little to no employee participation in action planning = FAILURE • Empower employees through engagement steering committee • Comprised of employees from all levels and areas of the organization: • Ensure at least 1 person from senior leadership (who shouldn’t lead the committee) • Avoid manager and direct report both on committee.
  12. 12. COMMUNICATING RESULTS : STARTING THE CONVERSATION WITH STAFF 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor
  13. 13. PROTECTING EMPLOYEE ANONYMITY No data or reports will be provided unless there are at least five (5) respondents. 13
  14. 14. Communicate Results: Start the Conversation 14  If possible, in-person  First: Thank them  Consistent  Balanced  Encourage participation. LISTEN.  Focus  Avoid moving to solutions too quickly 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor
  15. 15. Use this Vehicle To Achieve this Objective Staff Meeting/Town Hall Communicate results quickly and widely to a large audience Exploration and discussion held separately Focus groups Discuss and explore issues in more depth. Explore root causes. Explore potential solutions (not active action planning) Coaching/1:1s Encourage self-awareness of an individual’s behaviours which have a detrimental impact on team engagement. Action Planning Workshop Encourage creative and focused idea development and solution-building Develop concrete action plans very quickly. Communications Vehicles Achieve Different Objectives 15
  16. 16. FOCUS 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor
  17. 17. PERFORMANCE SCORES BY MAIN SURVEY ATTRIBUTES 17 +2 +4 +1 +5 -1 +7 -5 +2 +5 -3 -2 -7 -6 +3 +8 -5 +2 -12 -6 -14 -2 0 -1 -13 6 11 8 14 11 15 22 13 21 12 27 31 9 9 21 21 23 20 15 25 25 35 21 23 85 81 72 66 66 65 64 63 55 53 52 46 0% 20% 40% 60% 80% 100% WORK ENVIRONMENT IMMEDIATE MANAGEMENT SENIOR LEADERSHIP PERFORMANCE FEEDBACK INNOVATION PROFESSIONAL GROWTH WORK/LIFE BALANCE CUSTOMER FOCUS TEAMWORK ORGANIZATIONAL VISION INFORMATION & COMMUNICATION COMPENSATION % Frequency Unfavourable Neutral Favourable +/- RECO 2011* +/- TM Benchmark Data is rounded to the nearest whole number * Number indicates % Favourable score Most organizations want to focus on these
  18. 18. Focus • Identify 1-3 key opportunities for improvement • Resist the temptation to try and address “the worst” issue • The hardest part: saying “not yet” to all the other pressures. 18 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor
  19. 19. PRIORITIZING OPPORTUNITIES Improving engagement should be focused on dimensions exhibiting a combination of low performance scores and strong drivers Focusing on the lower dimension scores exclusively may not fully address what is needed to target and improve engagement “Maintain: Keep doing well” “Leverage & Expand” “Medium/ Low priority” High Performance Low Performance Weak Driver of Engagement Strong Driver of Engagement High need for improvement coupled with powerful drivers of engagement Opportunities For Improvement 19
  20. 20. OPPORTUNTIES FOR IMPROVEMENT 20 COMPENSATION WORK ENVIRONMENT PERFORMANCE FEEDBACK PROFESSIONAL GROWTH WORK/LIFE BALANCE INFORMATION & COMMUNICATION TEAMWORK INNOVATION CUSTOMER FOCUS IMMEDIATE MANAGEMENT SENIOR LEADERSHIP ORGANIZATIONAL VISION Strong Engagement Driver Weak Engagement Driver Worse Than Benchmark Better Than Benchmark
  21. 21. DEVELOPING YOUR ACTION PLAN 21 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor
  22. 22. THE RECIPE FOR ACTION PLANS THAT WORK TalentMap has assisted hundreds of organizations not only measure, but improve employee engagement. The following are the most common characteristics of successful action plans: 1. Senior Leadership sponsorship and active support 2. Employee involvement and extensive consultation a. Employee engagement “steering committee” consisting of employees from all areas and levels within the organization 3. Focus solutions on department drivers while aligning to organization-wide engagement drivers; and avoid temptation to solve the daily frustrations, i.e. communication. 4. Implement some actions quickly (“quick wins”) 5. Employees champion actions. Leaders are held accountable. 22
  23. 23. THE ENGAGEMENT ACTION PLANNING WORKSHOP • Creative ideas and solutions to employee engagement issues are most effectively developed in group-settings. • Ideal workshop size: 20-50 participants. Don’t let the fact you have a smaller group stop you. • Five components to a successful workshop (example workshop agenda and tools provided in Appendix) 1. Establish a non-threatening and fun atmosphere 2. Focused ideation around a limited number of engagement priorities 3-4 of the 6 priorities to develop ideas – in small groups 3. Prioritization and evaluation to turn ideas into initiatives 4. Clearly identify champions, accountabilities, and timelines. 5. Document as you go.
  24. 24. Action Planning Workshop Focused on Key Engagement Drivers Employee Driven Solution Development Creativity Exercises: Collages Action Idea Wall 69 Action Ideas were developed in this Workshop  Full-day workshop in which we use a creative ideation techniques to help employees develop a series of “action ideas” which will work to improve engagement around the key engagement drivers.  Typically employees will develop 50-75 action ideas. These will be prioritized to identify the most promising ideas, which will in turn be evaluated and more fully developed.
  25. 25. Sample “JumpStart” Action Planning Workshop Agenda  Arrival 8:30 – 8:45  Welcome and Introductions o Introduction and agenda o Employee engagement at EIA refresher 8:45 – 9:15  A Day in the Life of Joanne <CLIENT> Employee  Divergent creative exercise (using collaging) to understand the impact of engagement issues on the individual  Debrief, share and laugh. 9:15 – 10:15  Health Break 10:15 – 10:30  Creating Action Ideas around Engagement Issues o Divergent creative idea generation. o Taskforces debrief on their issues. Present root causes and post first action ideas on wall o Each table works through a theme. o Post Action Ideas Cards on the “Idea Wall” 10:30 – 12:00  Lunch 12:00 – 1:00  Review Idea Wall and Prioritize “Convergence” exercise (dots) to identify those ideas which have merit and warrant further expansion, at least one idea per engagement issue 1:00 – 1:30  Evaluating High Merit Ideas Work groups select ideas in descending order of priority PPCO Exercise: Pluses, Potentials, Constraints, Overcoming Constraints 1:30 – 2:30  Health Break 2:30 – 2:45  Developing Ideas into Action Plans Work groups develop ideas into action plans using Action Summary Sheets. Assign responsibilities and timelines 2:45 – 3:45  Final Thoughts and Wrap-up 3:45 – 4:00
  26. 26. Example Collages
  27. 27. EXAMPLE ACTION IDEA CARD Name your idea: _______________________________________________________ Description (What is it? How does it work? What are the main features? What area does it focus on…marketing/promotion/display/etc.?) How Does It Achieve Higher Employee Engagement? Illustration Primary Benefits (How does this solve a problem or deliver a need?)
  28. 28. EXAMPLE IDEA EVALUATION SHEET (PPCO) 28 P P C O – PLUSES, POTENTIALS, CONCERNS, OVERCOMING CONCERNS Pluses What do you like about idea right now? Be direct, honest and specific Potentials What opportunities might this new idea open us? What might be potential spin-offs for future growth? Concerns Express your concerns as open-ended questions that offer a possible direction for future development:  How to…  How might…  In what ways might we… Overcome Concerns Review list of concerns Choose most important one and create at 3-5 ways to overcome it Continue until all concerns have been addressed
  29. 29. EXAMPLE ACTION PLAN SUMMARY SHEET
  30. 30. THE ACTION PLAN TEMPLATE: KEEP IT SIMPLE Engagement will increase when managers and employees are implementing the plan, not writing it! Action Item Brief Description Owned by: To take place: Retreats • Program/discipline retreats focused on common vision and innovation to improve collaboration Program administrators Staggered on a quarterly basis. Frequency based on need. Virtual Suggestion Box and Pitch Team • Create virtual suggestion box for innovation ideas. Management/staff “pitch committee selects ideas for implementation Program administrators Pitch Committee For Spring 2016. Pitch committee meets quarterly after that. Appreciation/ Recognition EVERY DAY! • Review potential quick wins • Conduct formal review of all recognition initiatives (informal and formal) and implement changes as needed HR/HRAC On HRAC agenda in September. Recognition activities reviewed 2016-17 Consistent Use of Care Plans • Assess the consistency in use of care plans across disciplines • Ensure all care plans support evidence-based outcomes, i.e. looking at outcomes beyond wait times and number of clients Director of Clinical Services Program administrators Begin immediately – to late 2015- 2016. Review Service Delivery Model • Review effectiveness of clinical service model in the spirit of continuous quality improvement Clinical Coordinators November – Early 2016 Family satisfaction surveys • Assess/review current practices beyond the annual client satisfaction process • Develop tools to be adaptable to each program Quality Assurance Committee Managers Clinicians Late 2015 into 2016 EXAMPLE ACTION PLAN
  31. 31. MAKING IT STICK: THE ACTION PLAN AS CONTINUOUS IMPROVEMENT 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor
  32. 32. Employee Engagement is not a Project with an End • Would you treat building ‘trust’ as a project or process with a beginning and end? Employee engagement is about continuous connection. Engaging employees must become part of the organization’s DNA. How? • Leadership accountability • Regular meetings of the Employee Engagement Steering Committee (it should never disband) • Keep adding “fuel” in the form of new ideas • Celebrate Success (even little ones)!
  33. 33. Event Format Topic/Location Date TalentMap Monthly Webinar Series Webinar Professional Growth and Employee Engagement: The Small (Medium, and even Large) Organization Challenge Part 1 Part 2 June 23, 2016 July 28, 2016 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
  34. 34. THANK YOU! QUESTIONS AND DISCUSSION 34 Monica Helgoth VP Engagement – TalentMap West mhelgoth@talentmap.com 1-888-641-1113, x515 Norm Baillie-David SVP Engagement nbaillie-david@talentmap.com 1-888-641-1113, x504 FOR A COPY OF THE PPT OR RECORDING: http://www.talentmap.com/webinar-past/ Louie Mosca Director of Sales – TalentMap East lmosca@talentmap.com 1-888-641-1113, x501 Liz Felso-Hébert Sr. Account Manager lfelsohebert@talentmap.com 1-888-641-1113, x505

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