Uberengagement On Insights


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Uberengagement On Insights

  1. 1. insights<br />
  2. 2. über insights - what we do<br />We go beyond the survey, <br />we garner insights<br />Copyright © 2010 über engagement<br />
  3. 3. über insights - what we are<br />We are<br />Copyright © 2010 über engagement<br />
  4. 4. Why über goes beyond the survey<br />Based on 25 years experience of surveys, we seen it from all different perspectives:<br />The employee who is expected to take part<br />The champion who encourages participation<br />The trainer who trains the champions<br />The manager who leads the action planning<br />The head of IC who communicates it<br />The consultant who sells it<br />Copyright © 2010 über engagement<br />
  5. 5. How über goes beyond the survey<br />We don’t measure engagement levels – nor do others, they just think they do!<br />We don’t do benchmarking – that’s like driving in the rear mirror, we drive results!<br />We don’t delay – we give real time feedback at team level, it’s their scorecard!<br />We don’t drive “5 to survive” – we strive for your reputation to thrive!<br />Copyright © 2010 über engagement<br />
  6. 6. Our approach to measurement<br /> We don’t advocate measuring drivers of engagement.<br />Drivers are personal and difficult to influence - if your people don’t “have a best friend at work” we can’t do much about it and we don’t believe it matters.<br />We focus on the business objectives and outcomes not benchmarking.<br />Copyright © 2010 über engagement<br />
  7. 7. Our approach to measurement<br /> We measure and drive employee advocacy.<br />There is a direct correlation between advocacy, trustand reputation – they are the outcomes of engagement and form a virtuous cycle. <br />We correlate advocacy levels with influencing factors, leading to action.<br />Copyright © 2010 über engagement<br />
  8. 8. Principles of management^<br />Keep it Simple<br />Keep it Measurable^<br />Keep it Actionable<br />Keep it Relevant<br />Keep it Timely<br /> Now that’s smart – just like management, <br /> engagement is an art and a science<br />measurement<br />manageable<br />Copyright © 2010 über engagement<br />
  9. 9. The ART of über engagement<br />überengagement<br />Copyright © 2010 über engagement<br />
  10. 10. The Science of übermeasurement:<br />uber (tn) = ü 16<br />Where:<br /> t = tenet of reputation.<br />Copyright © 2010 über engagement<br />
  11. 11. uber:the influencers of advocacy<br />understanding<br />belief<br />experience<br />recognition<br />Copyright © 2010 über engagement<br />
  12. 12. (tn):the tenets of reputation<br />t1 : good neighbour<br />t2 : great employer<br />t3: valued products and services<br />t4: high performing business<br />Copyright © 2010 über engagement<br />
  13. 13. ü16: a balanced scorecard <br />u b e r<br />t1t2t3t4<br />u t1 u t2 u t3 u t4<br />b t1 b t2 b t3 b t4<br />e t1 e t2 e t3 e t4<br />r t1 r t2 r t3 r t4<br />Copyright © 2010 über engagement<br />
  14. 14. Change what you can... <br />Low ut3: a lack of advocacy for your products and services correlating with a lack of understanding, then educate!<br />Low rt1: a lack of advocacy for your corporate responsibility correlating with a lack of recognition, then lose the gap!<br />Copyright © 2010 über engagement<br />
  15. 15. ...and accept what you can’t<br />It’s okay if non-smoking employees of a tobacco company not to promote their products to friends and family!<br />It’s okay for a fund raising employees of a charity not to talk up the successful growth in charitable donations!<br />Copyright © 2010 über engagement<br />
  16. 16. To discuss your business needs connect with über engagement info@überengagement.com<br />tel: +44(0)7789968499<br />Copyright © 2010 über engagement<br />