Constant Contact conducted an employee engagement survey in 2014 to assess engagement and identify areas for improvement. The survey found high overall engagement at 89% and strong performance compared to other high-performing companies, though some gaps remained in areas like customer focus, career development, and retention. Drivers of engagement included people-centric senior leadership, having a caring manager, and empowering employees to meet customer needs. Constant Contact took actions to address prior survey requests like enhancing career development opportunities, improving access to competitive intelligence, and better communicating corporate strategy.

2. Employee Engagement: You Can’t Buy it,
But You Can Certainly Sell It
Sue LaChance
Director of Organizational and Leadership Development, Constant Contact

3. we tend to do things a bit differently…
…and we get results.

6. Our Why
Align employees with the CTCT
mission, vision, purpose and culture
Drive employee
engagement and success
Foster a great place to work
and to grow

7. 7
Results: In the last 3 years
More than doubled the size of the company (>1300 ee’s)
Employee referrals hired 45%
Employee engagement participation 93%
Employee engagement index 89%
YOY Revenue growth

12. Assessing our baseline:
2014 Employee Engagement Survey

13. It’s coming…

14. • Enhance Employee/Career Development
• Striving for 100% participating in 2014 Employee Development Plans (EDP) – on pace!
• Created the Career Development Toolkit (20 tools) available in UltiPro
• Offered 8 career development workshops
• Livestreamed reknowned guest speaker, Dorie Clark, author of Reinventing You
• New hire focused on Career Development starting in May!
• Focus on Employee Retention
• More training opportunities available than in year in past history!
• HIRES training (106 attendees this year) focused on hiring right in the first place
• Conducting semi-annual Talent Reviews to track and develop talent at all levels
• Improve Access to Competitive Intelligence
• Introduced “Competitive Corner” – 4 livestreamed sessions in 2013/14
• Hired Fang Lu – Sr. Manager of Competitive Intelligence
• Strategic Leadership Group (SLG) focused Q1 meeting on competitive landscape
• Improve Communication of Corporate Strategy
• Rebuilt Corporate Strategy deck and Exec Team shared 5 live sessions (one recorded on Livestream for 24/7 viewing/refresher)
• Strategy messaging wrapped into 2014 Kickoff meeting
Your 2013 EES Requests
– Our delivery….

15. CTCT 2014 Employee Engagement Survey -
External Comparisons
At the category level, little significant movement from
2013
Performance remains strong against the High
Performance norm despite some gaps in Customer
Focus, Career Development and Retention
For reference:
The 2013 Towers Watson U.S. High Performance Companies
Norm contains data from over 140,000 employees in 20
organizations that perform better than industry average on
ROIC and/or net margin (sample companies include Amgen,
McKesson, Coach, Biogen Idec)
Constant
Contact 2014
vs. Constant
Contact 2013
vs. TW 2013 U.S.
High Performing
Norm
(1,217) (999) (141,856)
Sustainable Engagement 89 -1 +3
Management 87 0 +6
Communication 86 +1 -1
Customer Focus 83 -2 -6
Empowerment 83 0 +3
Cust. Sat. Linkage 83 0 n/a
Company Image* 82 n/a n/a
Rewards 80 +1 +9
Collaboration 79 +1 -1
Leadership 77 +6 n/a
Training 75 +2 -2
Change Management 74 +1 n/a
Innovation 69 0 +3
Career Development 64 +3 -6
Retention Item 69 +2 -4
Colored cells indicate a statistically significant difference*New category with one historical item and one new item – no category average comparison available
15

16. What is Driving Engagement at Constant Contact in 2014?
Employees who are favorable on these topics are more likely to be Actively Engaged
+26
vs.
Constant
Contact
2013
(N=999)
+1
-3
-1
-2
-1
-1
49. Our staff effectively provides education and
coaching to our customers to help make their
company’s marketing efforts more successful.
29. This organization helps our customers to be
more successful.
19. I am empowered to do what needs to be done to
meet customers’ needs.
33. This organization is truly customer oriented.
52. When I have issues with my work schedule, I can
usually discuss it with my manager and make an
adjustment if needed.
CUSTOMER
FOCUS
44. My Manager does a good job of encouraging
teamwork.
MANAGEMENT
84
91
85
91
2014
Scores
Customer
Satisfaction
Linkage
Customer Focus
Sustainable
Engagement
Management
Driver
Categories
Driver
Strength
16
83
83

17. People-centric senior leadership
Having a manager that cares

18. “Culture eats strategy for breakfast,
technology for lunch, and products for dinner,
and soon thereafter everything else too.”
-@BillAulet
18

19. People-centric senior leadership
Having a manager that cares

20. Flexing our schedules…

21. People-centric senior leadership
Having a manager that cares

24. “…come attend this session of Constant Conversations
led by Bill Kelly, Revenue and Billing Manager. He has
chosen Simon Sinek’s “Great Leaders Make you Feel
Safe” to view and discuss. This is a great way to get
you thinking about how you and your manager can
better interact, work together and develop a deeper
understanding of each other’s work styles.”

25.  Employee invite - $0
 TED talk - $0
 Snacks (optional) - $100
 Engagement Impact – Priceless

27. Program on Business and Strategy Objectives
 Stronger, more effective PBS experience with integrated learning
 Higher visibility within CTCT due to nature of Action Learning
assignments
 Manageable time commitment
 Use of internal experts leverages their teaching talents and builds
stronger, sustainable internal learning networks
 Cross-functional teams partnering on existing work = “learning without
borders”
 Continued attention on getting close to customers
 Real-time results of research contributions
 Reinforcement of commitment to grow our own leaders

28. Teachbacks – our secret sauce

35. Be a local hero – teach back
 Deeply engage your learners
 Opportunity for employees to practice “public
speaking” skills
 Exponentially grow the impact of professional
development

36. People-centric senior leadership
Having a manager that cares

37. 37
Early Experience
Engaged
Employee At RiskIntroduction
Employee Lifecycle Management
Manager Ownership… from “hello” to “goodbye”

38. MGMT@CTCT

40. One page
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42. People-centric senior leadership
Having a manager that cares

45. TO ACCESS THESE SLIDES PLEASE GO TO
HRPS.ORG