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.
Horngren’s Cost Accounting A Managerial Emphasis, Canadian 9th edition soluti...
After The Employee Engagement Survey: Now What? Best Practices in Communicating Survey Results and Action Planning
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
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
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
Sample Clients & Benchmark
Award Programs Technology & Engineering Not-for-Profit & Association
Financial Services
Health Sciences
Other
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. 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. 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. COMMUNICATING RESULTS : STARTING
THE CONVERSATION WITH STAFF
1. Measure
2.
Communicate
3. Focus
4. Plan
5. Act
6. Monitor
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. 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
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. 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. 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. 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. DEVELOPING YOUR ACTION PLAN
21
1. Measure
2.
Communicate
3. Focus
4. Plan
5. Act
6. Monitor
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. 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. 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. 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
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. 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
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. MAKING IT STICK: THE ACTION PLAN AS
CONTINUOUS IMPROVEMENT
1. Measure
2.
Communicate
3. Focus
4. Plan
5. Act
6. Monitor
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. 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. 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
Editor's Notes
Many clients seem overwhelmed by the information presented in an employee engagement survey. Where do I start? How do we get it going? Overcoming the inertia.
Many clients seem overwhelmed by the information presented in an employee engagement survey. Where do I start? How do we get it going? Overcoming the inertia.
[We’re removing this bullet, as we do have a performance measure in our business plan on engagement!]
Address tendency for “paralysis by analysis”. Analysis doesn’t improve engagement. Action does.
[Is it possible to change this graphic? i.e. replace “CEO” with “DM”, and “Company” with “Organization”?]
Employee won’t buy in if they’re not involved. Worse still, they’ll feel they are doing “extra work” if actions are imposed on them – defeating the entire purpose.
Present results in-person as much as possible, video-teleconference is the next via Lync. Provide the opportunity for discussion.
Be consistent with the message that is cascaded throughout the organization. Ensure that your message is aligned with the one from the executive team.
Present a balanced picture of strengths and concerns.
Encourage staff to interpret how they see themselves in the results. Listen to staff concerns (without defensiveness).
Focus only on the few key issues that present the biggest opportunity for engagement impact.
Most importantly, use this as an opportunity to “start the conversation” with your employees. At this point, you’re not developing solutions yet, you’re building on conversations starters in the survey. You’re answering the question: why do you feel (the way you indicated in the survey). You’re searching for root causes.
Is it possible to add to the recording that these are “examples of best practices”?
[Added some notes in about both department and enterprise-wide plans, so that both are addressed.]
Encourage audience to pick from the six priorities. Only if they feel they MUST, provide some guidance as to which drivers to focus on.
Explain “focused” ideation, i.e. that is bringing forth ideas around solving a particular problem or issue. It is not brainstorming. It is not anything that comes to mind. Any idea that addresses the issue is a good idea – or can be turned into one: “That might not work, but what if we did this….”
[Is it possible to split this slide into two slides? Lots of good info but small wording]
A stream of ideas can be created from ideas not prioritized from your workshop, as well as an idea-contribution process you may set up where people contribute ideas to improve along the 6 priorities throughout the process implementation. These ideas can be vetted by the steering committee and presented and implemented in subsequent waves.
