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For more best practices on talent management and employee engagement, visit monsterthinking.com<br />We Conducted the Surv...
Agenda<br />Why Employee Surveys Are Valuable<br />The Importance of Action Planning<br />What is Employee Engagement and ...
Why Employee Surveys Are Valuable<br />
The Benefits of Employee Surveys<br />Give employees a voice<br />Uncover Employee Engagement levels<br />Capitalize on op...
The Importance of Action Planning<br />
The Importance of Action Planning<br />Only 35 percent of employees believe their organization’s Employee Survey will resu...
The Importance of Action Planning<br />When organizations do not act on the survey results, they see…<br /><ul><li>Employe...
Employees badmouth the organization
Employee Disengagement worsen
Employees question the future direction of the organization
Employees pursue other job opportunities</li></ul>As long as real change and action have taken place in direct response to...
What Is Employee Engagement and Why Does It Matter?<br />
What is Employee Engagement?<br />Engaged Employeesshare a strong desire to be part of the value that the organization cre...
 Have an eager desire to accept some portion of ownership for their own level of Engagement</li></ul>Create a Magnetic Cul...
Engaged is…<br />
Disengaged is…<br />
HR Solutions’ Engagement Transformation Model<br />
Levels of Engagement<br />73 percent of the American workforce is NOT Engaged.<br />Three Types of Employees:<br /> ENGAGE...
 They are not likely to volunteer for extra assignments or lead roles. 
 They often feel unappreciated and unimportant. </li></ul> DISENGAGED<br /><ul><li> They emit negative energy and focus on...
Key Areas of Focus Post-Survey<br />Recognition<br />Career Development<br />Direct Supervisor/Manager Leadership Abilitie...
Corporate Social Responsibility
Work/Life Balance
Workplace Flexibility</li></ul>Determination of key drivers based on survey responses in HR Solutions’ National Normative ...
Effective Action Planning Leads to Return on Engagement™ (ROE)<br />What is ROE?<br />An engaged, productive workforce lea...
Turning Data Into Action®<br />
Turning Data Into Action®<br />Analytics<br />What do you do with the data?<br />Highlights<br />Opportunities for improve...
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Turning Employee Survey Data Into Action

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When do you consider your employee survey to be complete?

Once all of your employees have taken the survey
Once your organization has received the data
After you’ve shared a couple of reports with senior management

Find out why employee surveys should be an ongoing process, where the actions taken post-survey are even more important than the survey itself. Ignoring post-survey steps can be more detrimental to Employee Engagement and Satisfaction than not conducting the survey in the first place. In this presentation, we discuss essential post-survey steps, the importance of creating an ongoing survey process, why Engagement matters, and how to create a culture of Engagement.

Published in: Career, Technology, Business

Turning Employee Survey Data Into Action

  1. 1. For more best practices on talent management and employee engagement, visit monsterthinking.com<br />We Conducted the Survey, Now What? Turning Data Into Action®<br />Presented by:<br />Chris Dustin<br />Executive Vice President of Consulting<br />HR Solutions, Inc.<br />August 11, 2011<br />http://www.facebook.com/monsterww<br />@monster_works <br />@monsterww <br />http://www.monsterthinking.com/<br />http://www.youtube.com/user/MonsterVideoVault<br />
  2. 2. Agenda<br />Why Employee Surveys Are Valuable<br />The Importance of Action Planning<br />What is Employee Engagement and Why Does It Matter?<br />Turning Data Into Action®<br />Action Planning Process<br />Action Planning Best Practices<br />Final Thoughts<br />Q & A<br />
  3. 3. Why Employee Surveys Are Valuable<br />
  4. 4. The Benefits of Employee Surveys<br />Give employees a voice<br />Uncover Employee Engagement levels<br />Capitalize on opportunities for improvement<br />Identify company strengths<br />Retain high performers<br />Source: HR Solutions’ Research Institute<br />
  5. 5. The Importance of Action Planning<br />
  6. 6. The Importance of Action Planning<br />Only 35 percent of employees believe their organization’s Employee Survey will result in change at their organization<br />Source: HR Solutions’ Research Institute<br />
  7. 7. The Importance of Action Planning<br />When organizations do not act on the survey results, they see…<br /><ul><li>Employees lose trust in the survey process and the organization
  8. 8. Employees badmouth the organization
  9. 9. Employee Disengagement worsen
  10. 10. Employees question the future direction of the organization
  11. 11. Employees pursue other job opportunities</li></ul>As 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.<br />
  12. 12. What Is Employee Engagement and Why Does It Matter?<br />
  13. 13. What is Employee Engagement?<br />Engaged Employeesshare a strong desire to be part of the value that the organization creates.<br />These are the employees who:<br /><ul><li> Feel a strong emotional bond and intellectual </li></ul>commitment to the organization that employs them<br /><ul><li> Choose to exert discretionary effort to provide better outcomes for customers and the organization
  14. 14. Have an eager desire to accept some portion of ownership for their own level of Engagement</li></ul>Create a Magnetic Culture®<br />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.<br />
  15. 15. Engaged is…<br />
  16. 16. Disengaged is…<br />
  17. 17. HR Solutions’ Engagement Transformation Model<br />
  18. 18. Levels of Engagement<br />73 percent of the American workforce is NOT Engaged.<br />Three Types of Employees:<br /> ENGAGED<br /><ul><li> Highly engaged and committed to the mission, vision, and values of the organization.</li></ul> AMBIVALENT <br /><ul><li> They are not apt to “go the extra mile” or exhibit enthusiasm. 
  19. 19. They are not likely to volunteer for extra assignments or lead roles. 
  20. 20. They often feel unappreciated and unimportant. </li></ul> DISENGAGED<br /><ul><li> They emit negative energy and focus on problems, not solutions.</li></ul>Employee Engagement <br />in the Workplace:<br />Source: HR Solutions’ Research Institute<br />
  21. 21. Key Areas of Focus Post-Survey<br />Recognition<br />Career Development<br />Direct Supervisor/Manager Leadership Abilities<br />Strategy and Mission – Especially the Freedom and Autonomy to Succeed and Contribute to the Organization’s Success<br />Job Content – The Ability to do what I do Best<br />Senior Management’s Relationship with Employees<br />Open and Effective Communication<br />Co-worker Satisfaction/Cooperation – The Unsung Hero of Retention<br />Availability of Resources to Perform the Job Effectively<br />Organizational Culture and Shared/Core Values<br /><ul><li>Diversity Awareness and Inclusion
  22. 22. Corporate Social Responsibility
  23. 23. Work/Life Balance
  24. 24. Workplace Flexibility</li></ul>Determination 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<br />
  25. 25. Effective Action Planning Leads to Return on Engagement™ (ROE)<br />What is ROE?<br />An engaged, productive workforce leads to a higher bottom line<br />Engaged employees are 3.5 times more likely to stay with their employer, reducing employee turnover costs <br />Engaged employees are more likely to recommend/speak positively of their organization to friends and family<br />Satisfied employees are linked to satisfied customers at a correlation coefficient of .85<br />Source: HR Solutions’ Research Institute<br />
  26. 26. Turning Data Into Action®<br />
  27. 27. Turning Data Into Action®<br />Analytics<br />What do you do with the data?<br />Highlights<br />Opportunities for improvement<br />Focus groups<br />Correlation analyses<br />Business impact analyses<br />
  28. 28. Turning Data Into Action®<br />Action planning<br />Set realistic timelines <br />Determine people responsible for creating and fulfilling action plans<br />Establish accountability through <br /> bonus metrics/performance evaluations<br />
  29. 29. Action Planning Process<br />
  30. 30. Action Planning Process<br />Global Opportunities for Improvement for Senior Management<br />Meet with Your Supervisor to Discuss Opportunities for Improvement<br />Develop/Modify Action Plans<br />Discuss/Adjust Action Plan with Staff<br />Submit Action Plan to Supervisor and Wait for Approval<br />Implement & Communicate Action Plan<br />Follow-Up Survey: Measure Results<br />
  31. 31. Action Planning Best Practices<br />
  32. 32. Developing Action Plans<br />Action plans can be developed by following four simple steps:<br />Clearly define the opportunity for improvement<br />Determine potential causes for the opportunity and focus on the most probable cause<br />Compose a desired outcome statement and discuss potential solutions for overcoming the opportunity for improvement<br />Develop the action plan steps and follow-up procedures<br />
  33. 33. Action Planning Best Practices<br /><ul><li>Openly communicate the results of the survey to highlight the strengths and link the areas in need of improvement with specific action plans
  34. 34. Department heads should meet with supervisors in their department to discuss/clarify the survey results and design a plan for action
  35. 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. 36. Incorporate branded stamps on post-survey actions to demonstrate the organization’s commitment to acting on employee feedback</li></li></ul><li>Action Planning Best Practices<br /><ul><li>Make managers accountable for action planning
  37. 37. Explain to employees that they play an active role in developing action plans
  38. 38. Measure the results of the action plan</li></ul>Three months after the action plans have been implemented, the organization should measure the results<br />
  39. 39. Final Thoughts<br />
  40. 40. Final Thoughts<br />Employee Engagement Surveys are valuable tools organizations can use to identify, improve and maintain their overall level of Engagement<br />Employee Surveys should be ongoing, not one-time events<br />Organizations must act on employee feedback<br />Accountability is the crucial ingredient for implementing action plans; without it, little or no change will occur<br />
  41. 41. Questions/Comments?<br />Please e-mail any additional questions to: info@hrsolutionsinc.com<br />www.twitter.com/engageemployees | www.hrsolutionsinc.com/emporium<br />

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