This document discusses how organizations can achieve peak performance through employee engagement. It presents research showing that engaged employees are more productive, profitable, and less likely to leave their employer. The key to engagement is ensuring employees feel aligned with the organization's strategy, customers, people and positive culture. The document recommends a 4-step process of surveying employees, diagnosing engagement issues, analyzing the data, and implementing solutions. Implementation involves both top-down commitment from senior leaders and bottom-up training of engagement teams to analyze data and create "Creative Spaces" where employees can drive positive change.

1. Reach Peak Performance
through Employee
Engagement
Correlation Analysis, Engagement Teams and
“Creative Spaces™”

2. Organizations themselves need to break the
gridlock of an existing culture cycle and re-
energize the people to move forward with
positive change
2

3. Moving Forward for Positive Change
Q: “Overall, I feel xxx has undergone a positive change that has improved my work
conditions”
Response:
“A GREAT DEAL”
N=233
3

4. Moving Forward for Positive Change
Q: “Overall, I feel xxx has undergone a positive change that has improved my work
conditions”
Response:
“NOT REALLY”
N=418
4

5. 3 Principles of Positive Change
1. Engagement
2. Alignment
3. Implementation
Correlation Analysis and “Creative Spaces™”

6. Intertwining Engagement
and Alignment?
2. Align people
to the business 3
drivers
2 3. Implemented by
managers and by
leadership
1
1. People’s engagement drivers

7. Conference Board Research
Predominant Engagement Drivers
(& What’s Measured)
Emotional Drivers
Trust Pride in the Relationship with
Co Workers
and Integrity Mutual Trust Organization Leader
Values/Behavior Alignment Open, Candid Communication Organizational Success Inspiration
Consistent Communication Support & Encouragement Effective Leadership Clear Communication
Sense of Empathy Energetic Positive Environment Efficient Management Commitment to Diversity
Openness to Feedback Teamwork & Collaboration Community Involvement Adaptable to Change
Strong Follow-Through Resourceful
Rational Drivers
Nature of Work Career Development
Line of Sight
Inspiring Vision Understanding of passions Opportunities Specific Job Knowledge
Sense of Autonomy Opportunity for Promotion Ongoing Performance Feedback
Goal Clarity
Decision Making Authority Performance/Compensation Recognition of Capability
Task Relevance
Sense of Security Alignment Input into Individual Plan
Access to Information
Challenging Work Tools and Resources Defined Career Path
Performance Indicators
Effective On-Boarding
Emotional Drivers have a 4X Impact on Discretionary Work over Rational Drivers

8. Why Engagement? The Bottom line
Growth/Competitiveness
The growth rate of organizations
with engagement scores in the
top quartile was 2.6 times greater
than organizations with below
average scores.
Gallup
8

9. Why Engagement? The Bottom line
Productivity
Engaged people are
consistently more
productive, profitable,
safer, healthier, and 87%
less likely to leave their
employer.
Corporate Leadership Council & Fleming & Apslund
9

10. What is Alignment?
Everything is interconnected
“Alignment is the interconnection of the critical
elements of business drivers: Strategy, People,
Customer and People (Engagement) , operating
with a positive culture and strong leadership”
Power of Alignment, Wiley 1997, Dr. George Labovitz,
10

11. Alignment is The Bottom line
Aligned organizations outperform
misaligned organization by every metric
measure
*Harvard Business School Research

12. Integrated Model

13. 4 Steps to Extraordinary Performance
Surveying Diagnosis Analysis Implementing
13

14. Implementation
1. Senior Executive-Top Down
2. Engagement Team Training-Bottom up
– Data Analysis
• Correlation Analysis
• Culture Wheel
• Action Taking Analysis
– Internal Coaching/Mentoring
– “Creative Spaces™”

15. Stanley S. Labovitz, CEO
www.surveytelligence.com
1-866-616-5552