This document summarizes a presentation on conducting employee surveys and taking action on the results. It discusses the benefits of surveys for getting employee feedback, the importance of creating action plans to address issues raised, and how to develop effective action plans. It emphasizes that only 35% of employees believe their survey will result in real change and that organizations must act on survey results to improve engagement and retain talent. The presentation provides tools and best practices for analyzing survey data, developing action plans, communicating changes to employees, and measuring the impact of action plans.

1. For more best practices on talent management and employee engagement, visit monsterthinking.comWe Conducted the Survey, Now What? Turning Data Into Action®Presented by:Chris DustinExecutive Vice President of ConsultingHR Solutions, Inc.August 11, 2011http://www.facebook.com/monsterww@monster_works @monsterww http://www.monsterthinking.com/http://www.youtube.com/user/MonsterVideoVault

2. AgendaWhy Employee Surveys Are ValuableThe Importance of Action PlanningWhat is Employee Engagement and Why Does It Matter?Turning Data Into Action®Action Planning ProcessAction Planning Best PracticesFinal ThoughtsQ & A

3. Why Employee Surveys Are Valuable

4. The Benefits of Employee SurveysGive employees a voiceUncover Employee Engagement levelsCapitalize on opportunities for improvementIdentify company strengthsRetain high performersSource: HR Solutions’ Research Institute

5. The Importance of Action Planning

6. The Importance of Action PlanningOnly 35 percent of employees believe their organization’s Employee Survey will result in change at their organizationSource: HR Solutions’ Research Institute

7. The Importance of Action PlanningWhen organizations do not act on the survey results, they see…Employees lose trust in the survey process and the organization

8. Employees badmouth the organization

9. Employee Disengagement worsen

10. Employees question the future direction of the organization

11. Employees pursue other job opportunitiesAs long as real change and action have taken place in direct response to what employees raised through the survey, employees will believe that they have been heard, and that the survey was a credible and valuable communication tool.

12. What Is Employee Engagement and Why Does It Matter?

13. What is Employee Engagement?Engaged Employeesshare a strong desire to be part of the value that the organization creates.These are the employees who: Feel a strong emotional bond and intellectual commitment to the organization that employs them Choose to exert discretionary effort to provide better outcomes for customers and the organization

14. Have an eager desire to accept some portion of ownership for their own level of EngagementCreate a Magnetic Culture®A Magnetic Culture® is one that draws talented employees to the workplace, empowers them, and sustains an environment in which they are less likely to leave.

15. Engaged is…

16. Disengaged is…

17. HR Solutions’ Engagement Transformation Model

18. Levels of Engagement73 percent of the American workforce is NOT Engaged.Three Types of Employees: ENGAGED Highly engaged and committed to the mission, vision, and values of the organization. AMBIVALENT They are not apt to “go the extra mile” or exhibit enthusiasm.

19. They are not likely to volunteer for extra assignments or lead roles.

20. They often feel unappreciated and unimportant. DISENGAGED They emit negative energy and focus on problems, not solutions.Employee Engagement in the Workplace:Source: HR Solutions’ Research Institute

21. Key Areas of Focus Post-SurveyRecognitionCareer DevelopmentDirect Supervisor/Manager Leadership AbilitiesStrategy and Mission – Especially the Freedom and Autonomy to Succeed and Contribute to the Organization’s SuccessJob Content – The Ability to do what I do BestSenior Management’s Relationship with EmployeesOpen and Effective CommunicationCo-worker Satisfaction/Cooperation – The Unsung Hero of RetentionAvailability of Resources to Perform the Job EffectivelyOrganizational Culture and Shared/Core ValuesDiversity Awareness and Inclusion

22. Corporate Social Responsibility

23. Work/Life Balance

24. Workplace FlexibilityDetermination of key drivers based on survey responses in HR Solutions’ National Normative Database, representing over 3.3 million employees at more than 2,400 organizations

25. Effective Action Planning Leads to Return on Engagement™ (ROE)What is ROE?An engaged, productive workforce leads to a higher bottom lineEngaged employees are 3.5 times more likely to stay with their employer, reducing employee turnover costs Engaged employees are more likely to recommend/speak positively of their organization to friends and familySatisfied employees are linked to satisfied customers at a correlation coefficient of .85Source: HR Solutions’ Research Institute

26. Turning Data Into Action®

27. Turning Data Into Action®AnalyticsWhat do you do with the data?HighlightsOpportunities for improvementFocus groupsCorrelation analysesBusiness impact analyses

28. Turning Data Into Action®Action planningSet realistic timelines Determine people responsible for creating and fulfilling action plansEstablish accountability through bonus metrics/performance evaluations

29. Action Planning Process

30. Action Planning ProcessGlobal Opportunities for Improvement for Senior ManagementMeet with Your Supervisor to Discuss Opportunities for ImprovementDevelop/Modify Action PlansDiscuss/Adjust Action Plan with StaffSubmit Action Plan to Supervisor and Wait for ApprovalImplement & Communicate Action PlanFollow-Up Survey: Measure Results

31. Action Planning Best Practices

32. Developing Action PlansAction plans can be developed by following four simple steps:Clearly define the opportunity for improvementDetermine potential causes for the opportunity and focus on the most probable causeCompose a desired outcome statement and discuss potential solutions for overcoming the opportunity for improvementDevelop the action plan steps and follow-up procedures

33. Action Planning Best PracticesOpenly communicate the results of the survey to highlight the strengths and link the areas in need of improvement with specific action plans

34. Department heads should meet with supervisors in their department to discuss/clarify the survey results and design a plan for action

35. As the implementation process unfolds and changes take place, the organization should send periodic updates to employees regarding the status of the action plan items

36. Incorporate branded stamps on post-survey actions to demonstrate the organization’s commitment to acting on employee feedbackAction Planning Best PracticesMake managers accountable for action planning

37. Explain to employees that they play an active role in developing action plans

38. Measure the results of the action planThree months after the action plans have been implemented, the organization should measure the results

39. Final Thoughts

40. Final ThoughtsEmployee Engagement Surveys are valuable tools organizations can use to identify, improve and maintain their overall level of EngagementEmployee Surveys should be ongoing, not one-time eventsOrganizations must act on employee feedbackAccountability is the crucial ingredient for implementing action plans; without it, little or no change will occur

41. Questions/Comments?Please e-mail any additional questions to: info@hrsolutionsinc.comwww.twitter.com/engageemployees | www.hrsolutionsinc.com/emporium