This document discusses how to monetize engagement through surveys. It argues that engagement leads to positive business outcomes like increased productivity, profitability, growth and lower turnover. The CEO of InfoTool, an engagement survey company, explains their process measures engagement and alignment. They conduct annual surveys that measure 8 engagement factors and 12 alignment factors. The results are analyzed at individual, department and organization levels to identify strengths, weaknesses and opportunities for improvement. InfoTool helps companies use survey results to create action plans to enhance engagement and alignment.

1. M o n e t iz in g
E ng a g e me nt
Stanley Labovitz, CEO
Stan@Infotool-online.com
1-866-616-5552
www.surveytelligence.com
All rights reserved, 2012
1

2. “ If y o u r e n g a g e m e n t s u r v e y
p r o c e s s d o e s n ’ t m o v e yo u r
o r g a n iz a t io n t o w a r d p o s it iv e
c h a n g e , t h e n s o m e w h e r e a lo n g
t h e w a y y o u h a v e m is s e d a s t e p ”
P O S IT IV E C H A N G E H A P P E N S W IT H
E NGA GE M E NT
2

3. E ng a g e me nt a nd the
B o t t o m lin e
A 5 0 % s p r e a d in o b s e r v e d
p e rfo rm a n c e
C o m p a n ie s w it h h ig h le v e ls o f P e o p le
e n g a g e m e n t im p r o v e d 19 . 2 %
C o m p a n ie s w it h lo w le v e ls o f P e o p le
e n g a g e m e n t d e c lin e d 3 2 .7 %
Towers Watson 3

4. E ng a g e me nt a nd the
B o t t o m lin e
G r o w t h /C o m p e t i t i v e n e s
s
Th e g r o w th r a te o f
o r g a n iz a t io n s w it h
e ng a g e me nt s c ore s
in t h e t o p q u a r t ile
w a s 2 . 6 t im e s
g re a te r tha n
o r g a n iz a t io n s w it h
b e lo w a v e r a g e
s c ore s .
4

5. E ng a g e me nt a nd
t h e B o t t o m lin e
P r o d u c t iv it y
E n g a g e d p e o p le
a r e c o n s is t e n t ly
m o r e p r o d u c t iv e ,
p r o f it a b le , s a f e r ,
h e a lt h ie r , a n d
87% le s s lik e ly
t o le a v e t h e ir
e m p lo y e r .
Corporate Leadership Council
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6. Wa n t M o r e ?
HEALDSBURG, CA, May 16, 2012
Reporting from the 2012 ASTD Conference
(American Society for Training & Development):
Annual losses in lost productivity from ‘actively
disengaged’ employees have risen to $328 billion.
The study compared the attitudes of ‘engaged employees’
– those who work with passion and feel connected to the
company; ‘not-engaged employees’ – unhappy employees
who put time, but not energy or passion into their work;
and ‘actively disengaged employees’ – employees who
are not just unhappy, but are actively acting out their
unhappiness.
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7. S t ill N o t
C o n v in c e d ?
• Businesses with more engaged employees have 51% higher
productivity (Harter, J.K., Schmidt, F.L., & HayesT.L., Psychology, 2002 Vol. 87, No. 2)
• Businesses with higher engagement have 9% higher shareholder
returns (Towers Watson, 2009)
• Companies with the most effective employee communication have
47% higher shareholder returns over the last five years (Towers Watson, 2010)
• Engaged employees outperform disengaged employees by 20-28%
(The Conference Board)
• Organizations with engaged employees showed a 19% increase in
operating income over a 12-month period, compared to a 33%
decrease in companies with disengaged employees (Towers Perrin, 2008)
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8. How about now?
• Employer understanding of the business strategy and how their
work contributes to company performance is one of the top
drivers of engagement (The Conference Board, 2006)
• Almost 2/3 of all employees are 33% as productive as they could
be because they don’t understand what they are being asked to do
(The Conference Board, 2006)
• 80% of employees with a high degree of trust in management are
committed to the organization, compared with 25% of employees
with a low degree of trust (Center for Creative Leadership)
• In organizations with highly engaged employees the share prices
rose by an average of 16%compared with an industry average of
6% (Serota Consulting, 2005)
• Highly engaged employees have less absence days – in average 3
to 5 days
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9. Engagement is one of those key
Building blocks to profitability;
a prerequisite to aligning your
Organization to your customer
D r . G e o r g e L a b o v i t z , P o w e r o f A l i g n m e n t , W i l e y 19 9 8
9

10. W h y In t e r t w in e
E ng a g e me nt a nd
A lig n m e n t ?
Sustained Growth & Profit are achieved
by creating consistent alignment between
“engaged” people, A N D “the business
drivers” of customers, strategy and
process.
D r . G e o r g e L a b o v it z , P o w e r o f
A lig n m e n t
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11. S t e p s t o Im p le m e n t
E ng a g e me nt
a n d A lig n m e n t
o n
g a ti
t in o r m
a f
re ns
C a
T r

12. is Ali
e nt gn
m
ge Is b me
ga
E n ur e
us nt
ine
cu lt ss
Implementation
Is hard
Man
P rofit are age
rs
i s at h and key
12

13. “Organizations themselves need
to break the gridlock of an
existing culture cycle and re-
energize the people to move
forward in the right direction!”
13

14. Im p le m e n t a t io n N e e d s
14

15. M a n a g e r s /S u p e r v i s o r
s
M a n a g e r s C o n t r o l t h e Im p le m e n t a t io n
15

16. P e o p le
M a n a g e r s E n e r g iz e
16

17. L e a d e r s h ip
Im p a c t o n t h e o r g a n iz a t io n
17

18. How do you
MEASURE
engagement?
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19. In f o T o o l’ s M e a s u r e m e n t
S ys te m
ENGAGEMENT A L IG N M E N T
•Communications
 Trust and Integrity
•Organizational pride
 Growth Opportunity
•Innovation
 Pride in the organization •Process
 Relationship with Leader •Performance Management
 Line of Sight •Customer Focus
 Nature of work •Leadership Development
•Loyalty
 Co Worker Relationship
•Visionary Leadership
 Personal Development
•Technology
•Great Place to Work
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20. T h e E n g a g e m e n t /A l i g n m e n t S u r v e y
8 Engagement
Measures
12 Alignment
Measures
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21. S u r v e y a s k e d : O v e r a ll, I f e e l w e h a v e
u n d e r g o n e a p o s it iv e c h a n g e t h a t h a s im p r o v e d
m y w o r k c o n d it io n s :
3 s e le c t io n s : A G r e a t D e a l, M a y b e , N o t R e a lly
A GREAT DEAL:
“Great Place to work”
High Score 88
Overall
Engagement-75
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22. O v e r a ll, I f e e l w e h a v e u n d e r g o n e
a p o s it iv e c h a n g e t h a t h a s
im p r o v e d m y w o r k c o n d it io n s
NOT REALLY
“ A G re a t
P la c e t o
W o r k ” -L o w
S c ore of 6 1
Ov e r a l l
E n g a g e me n t - 4 8
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23. InfoTool Survey Engine
Amazingly Insightful
See Actions for
Each
Workgroup
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24. Infotool’s Engagement &
Alignment Analysis
• Strength and Weakness reports for every
manager, department and job function
• Performance variations
• Birdseye view of culture
• Action planning by importance measures
• Unlimited demographic slicing
• Aggregate and intersect demographic groups
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25. Who We Are – InfoTool’s Team
George Labovitz: Expert in Organization Dynamics
Dr. Labovitz is the Founder and CEO of Organizational Dynamics, Inc. (ODI). He counsels
corporate executives on organizational alignment and integration strategies and quality
management. He is also professor of management and organizational behavior at Boston
University's School of Management. He has published or contributed to management articles in
Fortune, the Wall Street Journal, Quality Progress, and Quality Management in Healthcare.
He is also
co-author of Making Quality Work (Harper Business, 1993) and
Snapshot: The Power of Alignment (John Wiley & Sons, Inc. 1997).
ODI was chosen by the United States Postal Service as the Quality Supplier Award Winner in the
• Pioneer in OD small service company category from among 60,000 suppliers. ODI's healthcare division provides
Total Quality Management services to over 240 medical centers in the U.S. and Europe.
• Dr. Labovitz has
presented keynote George has been a Distinguished Visiting Lecturer at the Naval, Air Force and Army War
addresses to
Colleges. He holds a BS from Boston University, an MBA from Boston College, and a Ph.D. from
diverse audiences
Ohio State University.
throughout the
world, including
the American George will assist in the interpretation of Results in the Reporting stages as required.
Hospital
Association, the
American College of
Healthcare
Executive and The
Healthcare Forum.
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26. Who We Are – InfoTool’s Team
Stan Labovitz: Technology and Engagement Consultant
Stanley Labovitz, the architect and CEO of the InfoTool Organizational Analysis Tool, and was an
active OD consultant for 15 years with Organizational Dynamics, Inc (ODI). In 2002, Labovitz
founded InfoTool with a vision of providing leadership the tools to effective manage the journey to
alignment. InfoTool has represented fortune 1000 companies, worldwide, with locations in five
countries and has become recognized as an expert in Change Management.
Stan has employed InfoTool with Fortune 100 companies, including the Agriculture Department
and the Business Transformation Agency of the DOD, Staples, Genzyme Corporation, and many
Snapshot: others. Throughout the world, much of his work has been related to employee engagement,
customer focused change behaviours, leadership and alignment including those for energy
• Architect of the companies such as Pengrowth Oil, Projex and EPRI. He is considered as an expert by his peers
InfoTool in survey design, analysis and culture change.
• Extensive Sted Marketing Research has obtained a license to use InfoTool under its Dynamifx name, and
experience in all has crafted a set of employment engagement questions, accompanied by a codified approach to
aspects of analysis and reporting.
employment
engagement studies
Stan will serve as the Program’s Technology and Training Consultant, at both the Survey
• Consulted to client Process and Execution and Results Reporting stages.
end-users on the
tool’s execution,
analytics and
implementation
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