This document summarizes a webinar on employee surveys and engagement. The webinar covered:
1) How employee surveys have changed over time, from traditional satisfaction surveys to more frequent pulse surveys and real-time workforce surveys.
2) Common myths about employee engagement surveys, including that engagement goes beyond satisfaction and commitment, and that more engagement always leads to better outcomes.
3) A new approach called Organizational Intelligence Surveys, which uses an 11-factor model to design surveys that measure strategic alignment in addition to engagement.
Many organizations still use annual, long and drawn out employee surveys to gague their employee satisfaction levels. Executives, human resources and employees can all agree that these annual employee surveys are no longer effective. Why are we still doing them?
This webinar will present how you can do a better job at keeping a frequent pulse on your employees. Think how powerful it would be if you were notified of issues before they become major losses - no matter how large your organization is.
Webinar Agenda:
Disengaged Workers
Employee Surveys
Revolutionizing Employee Feedback
Fast Results and Return
Scoring Satisfaction
Technology Demonstration
Live Q&A Session
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.
Want to know what your employees are thinking? We are one of the top employee engagement survey vendors providing the best employee engagement surveys, tailored to your needs. https://www.protostar-uk.com/employee-surveys.html
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
Many organizations still use annual, long and drawn out employee surveys to gague their employee satisfaction levels. Executives, human resources and employees can all agree that these annual employee surveys are no longer effective. Why are we still doing them?
This webinar will present how you can do a better job at keeping a frequent pulse on your employees. Think how powerful it would be if you were notified of issues before they become major losses - no matter how large your organization is.
Webinar Agenda:
Disengaged Workers
Employee Surveys
Revolutionizing Employee Feedback
Fast Results and Return
Scoring Satisfaction
Technology Demonstration
Live Q&A Session
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.
Want to know what your employees are thinking? We are one of the top employee engagement survey vendors providing the best employee engagement surveys, tailored to your needs. https://www.protostar-uk.com/employee-surveys.html
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
A comprehensive list of the most important questions to include in your employee engagement survey.
Question categories include:-
The Organisation, Strategy & Culture
Communication
My Work
Management
Leadership
Opportunities
Reward
Recognition
Training and Development
Quality of Life
Teamwork
Plus demographic and open questions for added insight.
For most of my career I had no idea how to stem passive-aggressive behavior, management insecurity, laziness, lack of foresight, pessimism, complaining, or poor quality work.
Managing an employee engagement survey can be difficult. Learn how PULS can accelerate your employee engagement program by giving you constant feedback.
Measurement is the first step that leads to control and eventually to improvement. If you cannot measure something, you cannot understand it. If you cannot understand it, you cannot control it. If you cannot control it, you cannot improve it.” ― H. James Harrington
Workplace surveys are one of the most common tools used to sense employee pulse and learn what is important to employees. They are generally used to measure satisfaction levels, concerns, and confidence at work. Surveys provide hidden insights on specific as well as broad issues that go unnoticed by the management.
However, conducting a survey is only the first step towards greater engagement. The biggest failure of a survey happens when a survey is conducted before any action is taken for the last survey conducted. Creating a plan to act on the results and implement changes that are visible to others is equally important.
You'll find valuable information about how to conduct successful employee surveys and best practices for implementing changes. This presentation is for leaders in small to mid-sized businesses, HR executives, COOs, and anyone who's interested in conducting employee surveys.
One of the most important part of talent and human capital management is engagement and one of the tool to measure engagement is by Gallup Q12 employee engagement survey.Hope this article will help you.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
A comprehensive list of the most important questions to include in your employee engagement survey.
Question categories include:-
The Organisation, Strategy & Culture
Communication
My Work
Management
Leadership
Opportunities
Reward
Recognition
Training and Development
Quality of Life
Teamwork
Plus demographic and open questions for added insight.
For most of my career I had no idea how to stem passive-aggressive behavior, management insecurity, laziness, lack of foresight, pessimism, complaining, or poor quality work.
Managing an employee engagement survey can be difficult. Learn how PULS can accelerate your employee engagement program by giving you constant feedback.
Measurement is the first step that leads to control and eventually to improvement. If you cannot measure something, you cannot understand it. If you cannot understand it, you cannot control it. If you cannot control it, you cannot improve it.” ― H. James Harrington
Workplace surveys are one of the most common tools used to sense employee pulse and learn what is important to employees. They are generally used to measure satisfaction levels, concerns, and confidence at work. Surveys provide hidden insights on specific as well as broad issues that go unnoticed by the management.
However, conducting a survey is only the first step towards greater engagement. The biggest failure of a survey happens when a survey is conducted before any action is taken for the last survey conducted. Creating a plan to act on the results and implement changes that are visible to others is equally important.
You'll find valuable information about how to conduct successful employee surveys and best practices for implementing changes. This presentation is for leaders in small to mid-sized businesses, HR executives, COOs, and anyone who's interested in conducting employee surveys.
One of the most important part of talent and human capital management is engagement and one of the tool to measure engagement is by Gallup Q12 employee engagement survey.Hope this article will help you.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
This is a webinar for MicroPanel, a panel management solution created by SurveyAnalytics. If interested please click on the link to listen view the webinar and let us know if you have further questions. http://bcove.me/a8j5rugv.
At Survey Analytics, you can build a beautiful community websites to engage with your customers for research and promotion opportunities. You can speak to your community members through surveys, live discussions, open forums, and offer rewards and badges for participation.
On the backend, you will be able to manage member profiles, manage rewards inventory, view participation history and trends, and develop a recruitment and maintenance strategy.
Maximum employee engagement does not come from salary or from setting performance objectives. These slides quickly identify how to achieve unprecedented levels of employee engagement.
In this CXweek capstone presentation, Product Manager, Jamie Morningstar describes how to execute your customer experience vision. You'll learn what metrics you can measure, how to identify key drivers of satisfaction, to put real time metrics at the fingertips of every employee, and how to take action on micro and macro opportunities.
Published article by Brett Minchington and Lisa G. Morris based on their whitepaper, In Employer Branding, EXPERIENCE is everything. Available at http://bit.ly/1M6eMyA
2017 UK Employee Engagement Conference in association with People InsightMatt Manners
This is the collection of the majority of presentations shared to a captive audience in London on March 01, 2017. They cover UK finalists & winners of the coveted Employee Engagement Awards, as well as, thought leading experts in CX, Performance & Recognition.
Full recording: http://bit.ly/1mcEgQD
This slideshare shows why our employees are often be distracted and how to get them back on track. By looking at what drives employee engagement, your teams will learn how to "be in the zone" more often.
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
Common misconceptions about employee surveys in organizations and how decision makers may overcome them. The case for design and customization to context is contrasted with standard surveys with a few examples from professional experience.
The truth is, all corporations share the same basic structure and the higher your position on the corporate ladder, the more difficult advancement becomes. Women are conquering self-doubt, personal fears and cultural stereotypes as they steadily climb the corporate ladder. In this session, we will focus on the defining the challenges faced by successful women, strategies they used to overcome obstacles and skills that served them well along the way.
Running Head METHODS1METHODS2Walden S.docxcowinhelen
Running Head: METHODS 1
METHODS 2
Walden Sports: Methods Section Comment by dpeck: It is a bit confusing but use the final paper temaple title page going forward for the assignments.
Michael A. Leonard
Walden University
IPSY 8579
Job Attitudes, Measurement, & Change
Professor Deborah Peck
March 27, 2017
Walden Sports: Methods Section
Introduction
The success or failure of an organization is evaluated by measurement of job satisfaction, organizational commitment and the job involvement of the employees in the various activities and processes that the organization undertakes. If the relationship between the employees and the organization is healthy to the extent that their attitude towards job involvement and organization commitment is positive, then it is possible to conclude that the organization will be successful. A company can be successful with regards to its expansion, the creation of new ventures, the establishment of new branches and realization of profits, but if its employees lose the focus. Then, the productivity will go down, and the tempo of workflow is deemed to go down, and thus they begin to look for new ventures or even if they stay, they will be less motivated to work. Thus, an organization has to ensure that it carries out a job diagnostic survey to establish whether the employees are happy and motivated. Comment by dpeck: I am not sure I agree with this statement but that is okay for now. Comment by dpeck: I don't think you meant to end the sentence here? If not, you will end up with a run-on sentence so you need to break it up anyway. Comment by dpeck: I am struggling with a definitive discussion liek this when there are no citations or literature to lean on - so how are you making these statements as fact? Comment by dpeck: Maybe soften it and 'advise' rather than 'has to ensure'
Walden Sports is a company that has been in existence for a while and has undergone tremendous transformations and changes in its operations something that is associated with its success. The company's success, on the other hand, brought up an unexpected change that became a concern to the Chief Executive Officer. The success brought about a sharp decrease in the productivity and a rise in absenteeism of the employees from their workstations and performance of roles. The CEO even stated that the employees looked more orf less energized as opposed to the previous situations when they used to have the vigor for their duties. They didn’t look motivated to work as they used to be initially and the ones who would stay back to aid the others who had a workload in completing their tasks stopped. The employees even stopped attending the activities that were aimed at boosting their morale at the company. Thus, the task of this discussion is to identify the source of this change and how it can be combated by evaluating the factors in a procedural manner in which a job diagnostic survey instrument is to be used to gather information ...
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
Mercer: What's Working Research on Employee EngagementElizabeth Lupfer
As part of Mercer's commitment to providing clients with research-based solutions, Mercer’s employee research group conducts a series of national studies around the globe, entitled What’s Working™.
These studies allow us to analyze national trends regarding employee perceptions and to identify the key drivers of employee engagement – by country and on a global basis.
To study the concept of job satisfaction.
To identify factor influencing employees job satisfaction
To examine the most influencing factors of employee satisfaction.
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Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Employee Engagement: Measure To Succeed webinar
1. If You Can’t Measure It, You Can’t Improve It
Thursday, March 5, 2015 www.surveyanalytics.com
Welcome to the webinar:
2. SAL FALLETTA
EVP & MD, Organizational
Intelligence Institute
NEAL BONDY
Ex-Chairman, SHRM
VIVEK BHASKARAN
Founder of Survey Analytics
INTRODUCTIONS
3. AGENDA
✓ Employee Surveys and How They Have Changed
✓ Survey Myths and Madness
✓ The New Approach
✓ Question and Answer Session
4. EMPLOYEE EMGAGEMENT
THE BUSINESS CASE FOR EMPLOYEE ENGAGEMENT
n Increase Job Satisfaction
n Reduce Turnover
n Better use of Talent
n Develop Employees to Reach Their Full Capabilities
n Strengthen Leadership Pipeline
n Increase Organizational Capacity
02/13/03Organizational Climate.ppt 1
5. 02/13/03Organizational Climate.ppt 2
FRAMEWORK FOR EFFECTIVE LEADERSHIP
PRODUCTS
and
SERVICES
JOB and
ORGANIZATION
DESIGN
BUSINESS
RESULTS (e.g.,
ROI, PROFITS)
BUSINESS
GOALS
and
STRATEGY
MANAGEMENT
TEAM
• Competencies
• Synergy
MANAGEMENT
SYSTEMS
And PRACTICES
ORGANIZATION
CLIMATE
ADAPTATION INTEGRATION PERFORMANCE
6. 02/13/03Organizational Climate.ppt 3
The Organizational Climate Dimensions
n What is Organizational Climate?
Organizational climate is the perception of how it feels to work in a particular environment.
It is the “atmosphere of the workplace,” including a complex mixture of norms, values,
expectations, policies, and procedures that influence individual and group patterns of
behavior. It is, in effect, people’s perceptions of “the way we do things here.”
n Why is Understanding Organizational Climate Important?
- Climate makes a difference. That is, it differentiates levels of performance among
organizations.
- Typically, climate has accounted for 10 to 25 percent of the variance in performance
measures.
- Climate influences employee motivation.
- Climate drives culture change.
- Climate is indicative of how well the organization is realizing its full potential.
7. CLIMATE AND CULTURE MATTERS
n Employee Commitment is a Key Factor in Productivity
n People Support Most What They Help Create
n Performance and Productivity are Key Outcomes
n Attitudes, Behaviors and Outcome are Part of Engagement
n When was the Last Time You Washed a Rent car?
02/13/03Organizational Climate.ppt 4
8. 02/13/03Organizational Climate.ppt 5
n What Are the Primary Dimensions of Organizational Climate?
n Flexibility
§ The feeling employees have about constraints in the workplace; the degree
to which they feel there are no unnecessary rules procedures, policies, and
practices that interfere with task accomplishment, and that new ideas are
easy to get accepted.
n Responsibility
§ The feeling that employees have a lot of authority delegated to them; the
degree to which they can run their jobs without having to check everything
with their boss and feel fully accountable for the outcome.
The Organizational Climate Dimensions
9. 02/13/03Organizational Climate.ppt 6
n What Are the Primary Dimensions of Organizational Climate?
n Standards
§ The emphasis that employees feel management puts on improving
performance and doing one’s best; including the degree to which people
feel that challenging but attainable goals are set for both the
organization and its employees.
n Rewards
§ The degree to which employees feel that they are being recognized and
rewarded for good work, and that such recognition is directly and
differentially related to levels of performance.
The Organizational Climate Dimensions
10. 02/13/03Organizational Climate.ppt 7
n What Are the Primary Dimensions of Organizational Climate?
n Clarity
§ The feeling that everyone knows what is expected of them and that they
understand how those expectations relate to the larger goals and
objectives of the organization.
n Team Commitment
§ The feeling that people are proud to belong to the organization, will
provide extra effort when needed, and trust that everyone is working
toward a common objective.
The Organizational Climate Dimensions
11. EMPLOYEE ENGAGEMENT METHODOLOGY
n Create a Strategy
n Define and Engage Key Stake Holders
n Define Desired Outcomes
n Survey the Employees to Assess Level of Engagement
n Analyze the Results
n Create a Plan of Action to Improve Engagement
n Execute the Plan
n Measure the Results to Determine Effectiveness
n Refine and Adjust Action Plan
02/13/03Organizational Climate.ppt 8
12. Employee Engagement – Myths, Madness, Models
and More…
Dr. Salvatore V. Falletta
EVP & Managing Director
sfalletta@skylineg.com
13. Q EMPLOYEE SURVEYS AND HOW THEY CHANGED
OVERTIME
Q THE MYTHS (AND MADNESS) OF EMPLOYEE
ENGAGEMENT SURVEYS
Q ORGANIZATIONAL INTELLIGENCE SURVEYS
15. THE
EVOLVING
NATURE
OF
EMPLOYEE
SURVEYS
For decades traditional employee satisfaction
surveys were the norm
By early 1990s we saw the emergence of more
targeted and frequently administered “employee
pulse surveys” (quarterly, bi-annually)
The “dot.com” era and hot market (circa
1995-2000) coupled with the “War for Talent”
ushered in the notion of “employee
engagement"
Real-time workforce surveys, tiny pulses, and
micro-polling on any device are trending up!
17. SOME
MADNESS…
CONFUSING
AND
COMPETING
DEFINITIONS
OF
EMPLOYEE
ENGAGEMENT
Employee engagement involves the cognitive, emotional and behavioral relationship
employees have with their jobs and organizations, and the effort and enthusiasm they put
into their daily work (i.e., the extent to which employees contribute their discretionary energy
and effort on behalf of the organizations they serve)
18. CONTRIBUTING
TO
THE
MADNESS
IS
THE
BELIEF
THAT
WE
NEED
A
NEWER,
SEXIER
LABEL?
*Source: Zigarmi, Nimon, Houson, Witt, & Diel, The Ken Blanchard Company (HRDQ, 2009)
Employee Engagement “Employee Ecstasy”
Falletta, 2014
Employee Passion
*Blanchard, 2009
19. REALITY
CHECK
EMPLOYEE
ENGAGEMENT
–
“OLD
WINE
IN
A
NEW
BOTTLE?”
Job
sa'sfac'on
Mo'va'on
Commitment
Source:
W.
Macy
&
B.
Schneider
(March
2008).
“The
Meaning
of
Employee
Engagement.”
Industrial
and
Organiza/onal
Psychology.
20. MYTH
#
2:
THE
MORE
EMPLOYEE
ENGAGEMENT,
THE
BETTER!
21. REALITY
CHECK
TOO
MUCH
OF
A
GOOD
THING
COULD
BE
BAD!
q The relationship between engagement and performance may not one way in
terms of direction nor linear. For example:
• Research has shown that performance predicts à EE (reciprocal)
• If employees are too engaged, they’ll be so happy that they won’t
experience any healthy stress, a sense of urgency, or drive at work.
• An employee might be highly engaged – but not aligned (wasted
energy)
• Being totally disengaged may be more beneficial (for both the company
and the employee) than being moderately engaged -- at least
disengaged individuals will look for other jobs/seriously consider
quitting, while those who are “marginally or under engaged” – may
choose to “stick around like a tic on a hound”
22. MYTH
#
3:
MEASURING
AND
FOCUSING
ON
EMPLOYEE
ENGAGEMENT
ALONE
IS
THE
END
GOAL
23. REALITY
CHECK
EMPLOYEE
ENGAGEMENT
IS
A
MEANS
TO
AN
END!
q For all the hype about employee wellbeing, happiness, and
engagement, organizations tend to care about these issues for one
simple reason, that they contribute to higher levels of employee
productivity and retention and in turn more money… $
q In other words, for most organizations, the interest in employee
engagement is purely determined by the premise that engagement
boosts motivation and productivity at work.
SOURCE: THOMAS CHAMORRO-PREMUZIC, FORBES, MAY 2014
24. MYTH
#
4:
THE
USUAL
SUSPECTS
DRIVE
EMPLOYEE
ENGAGEMENT
25. REALITY
CHECK
SEGMENT
YOUR
WORKFORCE
AND
IDENTIFY
WHAT
REALLY
MATTERS
THE USUAL SUSPECTS (PERPETUALLY PANDERING TO THE AVERAGE
JOE & JANE)
The Conference Board conducted a meta-analytic study that identified the most common
engagement drivers in the research literature.
1. Trust and integrity.
2. Nature of the job.
3. Line of sight between individual performance and company performance.
4. Career growth opportunities.
5. Pride about the company.
6. Coworker/team members.
7. Employee development.
8. Personal relationship with one’s manager.
9. Pay fairness.
10. Personal influence.
11. Well-being.
SOURCE: THE CONFERENCE BOARD (2006 & 2012)
26. REALITY
CHECK
SEGMENT
YOUR
WORKFORCE
AND
IDENTIFY
WHAT
REALLY
MATTERS
TOP ENGAGEMENT DRIVERS FOR HIGH POTENTIAL LEADERS
• Organizational leadership opportunities
• Advancement and promotion opportunities
• Compensation (base pay, bonuses, commission)
• Organizational culture
• Job fit
Call to action…
• Segment your workforce and develop HR analytics capabilities
• Measure workforce engagement on a regular cadence
• Identify the drivers of engagement by critical talent segments
• Recognize the pitfalls of “one-size-fits-all” approach
SOURCE: ORGANIZATIONAL INTELLIGENCE INSTITUTE (2015)
27. RETHINKING
&
RETOOLING
WORKFORCE
SURVEYS
q Recent research shows that leading companies are rethinking and retooling
their workforce survey practices to address a broader set of organizational
priorities with a greater focus on:
o IDENTIFYING THE DRIVERS OF ENGAGEMENT BY WORKFORCE
SEGMENTS
o STRATEGY ALIGNMENT & EXECUTION
o ORGANIZATIONAL CAPABILITIES
q Measuring and managing workforce engagement still matters, but business
leaders should question whether the focus on employee engagement
alone is sufficient to drive organizational effectiveness and important
business outcomes…
WHERE DO WE GO FROM HERE? WHAT IS NEEDED IS A MORE
COMPREHENSIVE THAN EMPLOYEE ENGAGEMENT SURVEYS, YET
CONCISE AND MORE FOCUSED THAN TRADITIONAL EMPLOYEE
SATISFACTION SURVEYS…
28. A
Predic[ve
Analy[cs
Framework
That
Measures
Employee
Engagement
and
More...
The
Organiza[onal
Intelligence
Model™
depicted
on
the
right
serves
as
a
useful
framework
to
facilitate
the
design
and
interpreta[on
of
most
employee
survey
or
organiza[onal
assessment
efforts.
The
model
emphasizes
strategic
alignment
and
includes
11
factors
or
variables
that
impact
employee
engagement
and
organiza[onal
performance
and
defines
important
factors
and
rela[onships
to
consider
during
HR
strategic
planning
and
change
efforts.
29. DESIGNING
INTELLIGENT
SURVEYS
The Organizational Intelligence Model can serve as a useful conceptual
framework to guide the design and development of your survey effort.
The survey would be organized into 11 survey categories or dimensions each
corresponding to the strategic factors and primary drivers in the model:
ð environmental inputs
ð leadership
ð strategy
ð culture
ð structure and decision rights
ð information and technology
ð direct manager
ð growth and development
ð employee engagement
ð performance outputs
30. Organizational intelligence surveys can be analyzed through four
different techniques:
! item analysis (frequencies, means, standard deviations, ranges,
percentages, etc)
! conceptual analysis (e.g., survey factor/category scores, highs/
lows, testing relationships between factors in the model and survey
including correlation, regression, multiple regression, factor
analysis, and causal modeling/SEM)
! content analysis (i.e., qualitative analysis, thematic analysis of
open-ended responses or written comments)
! comparative analysis (e.g., comparing year over year,
benchmarking to external norms)
THE
NUTS
AND
BOLTS
OF
SURVEY
ANALYTICS
31. The ACTION PLANNING PROCESS involves:
q identifying the most important issues – not just the “low hanging fruit”
q generating ideas and solutions to address these issues
q determining who (and at what level) are responsible/accountable to
drive decisions and actions
q selecting appropriate interventions for change
q deciding on the best approach to implementation
q making the change happen (execution), and
q then tracking the results over time
FOCUSED
ON
ACTION
PLANNING
&
REAL
CHANGE
A COMMON MISCONCEPTION: IT’S ALL ABOUT THE DIRECT
MANAGER
YOU CANNOT HOLD THE “DIRECT MANAGER” ACCOUNTABLE FOR
MOVING THE NEEDLE ON ALL OF THE EMPLOYEE SURVEY ITEMS AND
RESULTS
32. To learn more about the Organizational Intelligence Institute – a
Skyline Group Company, please visit:
WWW.OI-INSTITUTE.COM
Contact Sal Falletta for more information:
sfalletta@skylineg.com
33. A NEW APPROACH TO LEVERAGING TECHNOLOGY
- collect bite-sized feedback
- high frequency - low latency
- see the big picture over time
FlashLet is Revolutionizing Employee Feedback
Draw pulse insights, actions and accountability within organizations of any size.
34. WHAT CAN FLASHLET DO FOR ME?
▪ Analytics for Managers
▪ Compare Over Time
▪ Reports sent to Everyone
▪ Work Smarter, Not Harder
▪ Connected Workforce & Closed Loop
▪ Weekly Check-Ins
▪ Set Custom Time for Delivery
▪ Automate Rotating Future Messages
▪ Smart Alerts to Remind Who Isn’t Responding
▪ Send by Email or Through the App
Develop Teams Using Technology
Employee Feedback to Act On