Gathering Information from Employees

Session 2

Your Engagement Baseline

Gathering Information from Employees

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Engagement Survey

Keys to an Engagement Survey / Notes
Listen and be prepared to act
•Feedback must lead to action
•Create complete project plan including:
•Methods for capturing feedback and ideas
•Action planning sessions
•Follow up strategy
•Recognize what you can and cannot change
Partner with an Outside Firm

Understand what’s important in a partner
Select the right partner for you
Recognize that you may not get it all

Invest less in technology, more in solutions
•Use your Rank Order exercise to help determine your technology provider
•Could you use your own technology?
•Recognize that solutions don’t come from the technology
•What providers have you used?
Create Committees and Sub Committees
•Equal mix of leadership and non-members of Leadership team
•Evaluate results of data
•Strengths
•Challenges
•Make recommendations
•Prioritize
•Present to Leadership
•Follow-up – make sure things get done!
•Recognize that you can’t do it all
•Active for 10 – 12 months /
Create a Communication Plan
•Commission a communication team to develop a plan
•Macro results to senior leadership
•Outline results for employee base
•Identify both strengths and challenges
•Communicate:
•Actions to be taken
•What will not be addressed (either this time or ever)
•Schedule multiple communications
•It’s not a one-time activity
•Use multiple venues – e-mail, e-zines, web page, social media, town hall meetings, team and individual meetings
Adopt a Common Action Plan Template
•What does your action plan look like?
•Share action plans with
•Leadership team
•All employees
•Other departments
Keep it Simple and Execute Flawlessly
•What are the consequences of under-delivering on your promise?
Follow up
•What follow-up mechanisms have you used when collecting employee information?
•Who is responsible for follow-up?
•Best practices include:
•Assign follow-up to committees and sub-committees
•Identify accountabilities
•Schedule follow up activities on a regular basis – planning meetings, project reviews, updates

EM Systems International

You are the director of a 3-person HR department for EM Systems International (EMS). You were hired three months ago and are one of the first director-level employee not promoted from within.

EMSis a cell phone manufacturing, sales and service company located just outside of Denver, Colorado. EMS was started 28 years ago by Tracy Davisas a local distributor of pagers and cell phones. It has grown from its original 4 employees in Denver to over 600 employees including 8 offices in the US and Canada, and oneoffice in Australia (opened only last year). The organization is made up of 15% management and 85% production, sales, and customer support.

Tracy, founder and original CEO, retired last year and the new CEO, Kathy, was promoted from her position as COO. Kathy has been with the company for fifteen years and has been considered the successor to the CEO position for the last two years. Where Tracy was very hands-on and seemingly involved in all decisions, Kathy is much more facilitative and manages from 30,000 feet.

Kathy, along with the Senior Leadership Team, is concerned about employee engagement as the company continues to grow and change. She has asked you to conduct an Engagement Survey with all employees globally. In order to prepare you for the project, Kathy shares this information:

Three years ago, in the midst of growth and reorganization, the leadership team sent out a survey to ask employees how they felt about the company and to help determine their engagement levels. Wanting to save money, the former CEO directed the IT department to develop an internal online survey to gather the information. The survey ran into multiple problems:

A technical glitch 5 days into the survey period corrupted the data file and employees were asked to take the survey again
An IT employee copied one of the negative comments from the survey and, thinking he was e-mailing it to a friend, copied the entire company
Survey questions were often seen by the employees as leading and not addressing issues important to the employees
The CEO reviewed the results and was surprised by the areas that scored low. He determined that the employees probably didn’t really understand the questions.
As a result of the survey, a newsletter was developed to keep employees better informed and a vacation buy-back policy was implemented.

Kathy has given you full control of the project with a $25,000 budget which she expects to be used for the survey process (survey and follow up).

Survey Partners

Add any other categories that might be important to your organization. If you could only have 5 from the list of categories below, what would they be? Which from the entire list are least important? Mark the 5 ‘must haves’ from the list to help you determine a vendor.

Category / Description / Rank
Confidentiality / Our staff needs to know that their answers are truly anonymous and will be held in strictest confidence
Cost of survey process / We have a limited budget for completing the engagement survey
Credibility of partner / We need to use a well-known survey provider like a Gallup or Towers Watson
Customizable / We have specific needs and can’t use an out of the box
Filter options / We want to be able to drill down into multiple levels of employee data (by department, location, manager, etc.)
Flexibility / Our time frame is in flux – we need the survey provider to be able to kick off the survey at a moment’s notice
Global / We need to deliver this survey in multiple offices across multiple countries
Guidance during process / We know very little about conducting a survey and need my provider to give me specific guidance
Languages / We need to deliver this survey in multiple languages
Normative data (industry) / We want to see normative data that is specific to our industry
Normative data (size) / We want to compare our data to companies of our size (no matter what the industry)
Online survey option / Our survey must be done online in a secure environment
Paper survey option / Some of our employees are remote without access to a computer – they will need a paper version of the survey
Presentation of material / We want our survey provider to deliver the initial results to our leadership team
Quick turnaround / We need to have a quick turn-around from start of survey to finish
Reporting / We want reports that are easy to read while being thorough
Services / We want a provider that offers services after the survey such as consulting and training
Other
Other

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EMS Leadership Team

Tracy
Former CEO / Tracy founded EMS 28 years ago and grew the company through his relentless pursuit of product development, unique sales approaches, and exceptional customer service. Tracy was a hands-on CEO, asking to be involved in each initiative and often taking a lead role in major projects. Tracy retired last year and appointed Kathy as his replacement as CEO.
Kathy
Chief Executive Officer (CEO) / Kathy started with EMS 15 years ago as a sales associate worked her way through the company in various departments and divisions. She was instrumental in the acquisition of the Canadian company 5 years ago and was promoted to Chief Operating Officer as a result. After three years as COO, Kathy was asked to be the successor to Tracy Davis, the outgoing CEO and founder of EMS.
Doug
Chief Operations Officer / New to the organization, Doug replaced Kathy as COO when she moved to the CEO position. Doug worked for a competitor for 20 years prior to joining EMS and bringing an outsider into the company created some discord among the long-term staff. In the short time Doug has been with EMS, he has introduced several innovative procedures that have improved efficiencies.
Rebecca
Chief Financial Officer (CFO) / Rebecca was promoted to the position of CFO three months ago. She worked in the department for 12 years prior to being promoted. She earned her MBA prior to being promoted and but struggles with people skills. In her short time in the position, Rebecca has implemented multiple cost savings processes and reduced DSO (day sales outstanding) by 5%.
Jacob
Director of Technology / Jacob has been with the organization for 28 years. He started right out of high school as a clerk and worked his way through the ranks in different positions and by getting his education while working. Jacob has been the only director the IT department has ever had and likes to build systems internally rather than going to outside vendors.
Ashley
Office Manager,Australia / Ashley worked for a small Australian cell phone provider before joining EMS two years ago to open and manage its first Australian office (which opened just last year). In less than a year, she has grown the office from 5 sales and service associates to 12 total employees with 30% in revenue growth.Although successful, her team feels isolated and distant from the rest of EMS.
Renee
Regional Manager, Canada / Renee knows how to make money in this industry and the Canada BU always meets or exceeds its business plan. He is good with clients but has poor follow-through skills. Although a people manager, he struggles with holding team members accountable. His team almost always demonstrates high productivity and quality but outside observers say team members don’t make independent decisions without Renee’s input.

EMSHigh Potential Employees

The people listed below are some of EMS’s high potential employees who have been recommended by their managers to work on the survey committee. All are employed at US offices unless otherwise noted.

Aaron
(Sales Rep) / Aaron was hired within the last 3 months and is seen as very capable. He is very effective as a sales rep but Aaron’s coworkers say he isn’t as focused on service after the sale. He likes to move from one opportunity to the other quickly.
Connor
(IT Support) / Connor displays great work ethic and high productivity – he’s at work on time, socializes to a minimum, and meets deadlines on projects. Work / life balance is very important to Connor and he resists working beyond his schedule or weekends when needed.
Diane
(Customer Service Phone Rep) / Diane is a mid-level employee with 7 years of experience on the phones with EMS. She demonstrates a real loyalty to the company and is an advocate during and outside of work. Diane champions volunteer efforts, social activities, and likes to work on committees when offered the opportunity.
Donna (Assembly Line Tech) / Donna is an employee with an outstanding attitude in the manufacturing department. She was hired only 6 months ago but her manager describes her as ‘a keeper’. Because she was hired from a different industry, she lacks technical expertise but seems to be willing to learn and develop.
Heather
(Payroll) / Heather was hired right out of college after receiving her MBA and is working toward a doctorate in international finance. She has taken on leadership roles on project teams within her department and seems very effective, mostly through delegation.
Leslie
(Sales, Australia) / Leslie is incredibly talented technically and blessed with a natural ability to build rapport. She was hired from a competitor where she led her business development team to double sales in 15 months and she is hoping to have the opportunity to lead a sales team with EMS Australia.
Mary
(Manufacturing Quality Assurance) / Mary has been with the organization for 15 years and just transferred from the Denver plant to the one in Boston. She is a solid performer and likes routine. She is seen as a no-nonsense person who is straight-forward and matter of fact. Mary communicates with the least words possible
Rebecca
(Receptionist, Canada East Office) / Rebecca has exceptional business and people skills and has been with the company even before the Canadian acquisition. While at the front desk, she works on large-contract proposals for the sales department. She has exceptional writing and presentation skills.

This Employee Engagement Survey is provided to EM Systems International. All responses are based on a 5 point scale, 1 = Disagree Strongly and 5 = Agree Strongly. The benchmark is the compiled normative data for the top 25 companies in the industry with similar size and markets.

1.Link to High Performance

Employee Rating / Benchmark
I know what my organization is trying to achieve strategically / 3.2 / 3.8
Management gets the best work out of everybody in the office / 3.7 / 3.9
I am encouraged to learn and develop new skills / 4.6 / 3.9

2.It Starts at the Top

Employee Rating / Benchmark
People in our office always treat others with respect / 4.1 / 3.7
Management is trusted / 3.3 / 4.1
Management operates in accordance with the firm's overall philosophy and values; they practices what they preach / 3.5 / 3.9

3. Engage First-line Leaders

Employee Rating / Benchmark
My manager is interested in my well being / 4.2 / 4.4
Our managers have good people skills / 3.7 / 3.9
I am a member of a well-functioning team / 3.6 / 3.9

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4. Communication

Employee Rating / Benchmark
I am informed about what is happening at this organization / 3.1 / 3.6
Communication between the office’s management and people at my level is very good / 3.2 / 3.8
I feel comfortable talking to my superiors about any concerns I might have about my work / 2.6 / 4.1

5. Individualize Engagement

Employee Rating / Benchmark
Staff diversity is respected; employees of different backgrounds and personalities are valued / 3.9 / 4.0
Promotions at my company are based on capability, and not tenure / 3.4 / 3.1
I would like to be working for this organization one year from today / 4.1 / 3.9

6. Create a Motivational Culture

Employee Rating / Benchmark
There are real opportunities here for meaningful career and professional advancement / 3.3 / 3.7
We have high quality training opportunities to improve skills / 3.2 / 2.9
I have the freedom to make the necessary decisions to do my work properly / 3.0 / 3.8

7. Create Feedback Mechanisms

Employee Rating / Benchmark
In the last seven days, I have received recognition or praise for doing good work / 4.0 / 4.1
I am actively encouraged to volunteer new ideas and make suggestions for improvement of our business / 2.8 / 3.8
Management meets with employees often enough / 4.3 / 3.9

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8. Reinforce and Reward the Right Behaviors

Employee Rating / Benchmark
Considering my contribution, I think I am fairly paid compared to others in the office / 2.7 / 2.9
Considering the office as a whole, the compensation system is managed equitably and fairly / 3.8 / 4.0
Our benefits are at least as good as our competitors / 2.8 / 3.1

9. Track and Communicate Progress and Success

Employee Rating / Benchmark
We regularly discuss our progress toward our goals and objectives / 4.1 / 4.2
We regularly discuss the results of client satisfaction feedback / 3.1 / 3.9
In the past 6 months, someone has talked to me about my progress / 3.0 / 4.0

10. Hire and Promote the Right Behaviors and Traits for Your Culture

Employee Rating / Benchmark
People are promoted here for what they know, not who they know / 3.3 / 3.9
My manager displays the behaviors and traits that are consistent with the company’s values / 2.9 / 4.1
When my manager hires someone for our team, he/she seeks my input / 3.1 / 3.8

Note: Benchmark information on this exercise is not actual benchmark data

Communication Plan Template

Communication / Objectives / Audience / Who delivers / Venue / Key Details / Date
Overview of survey results /

Provide high-level overview
List specific strengths and challenges
Provide a recommended timeline for results
Estimate budget

/ Executive Leadership Team / Survey Committee (specifically Dave and Renee) / Annual Executive Team Strategy Meeting / Overall results – 3.8 rating vs a 4.1 benchmark (-.3 variance)
Communication seems to be a common challenge
Rated highest in how we treat employees as individuals
Recommend establishing five focus 3-person focus groups for up to 4 hours to create action plans (estimated cost in time of $22K) / 5/15/15
Overview of survey results /

Thank staff for the candid feedback
Provide high-level overview of all results
Point out strengths but focus on concerns
Describe next steps and timeline, noting that we will be looking for volunteers to help

/ All employees / CEO / Webinar followed by Yammer and posted on Intranet ‘Water Cooler’ page / TBD by Executive Leadership Team / 6/2/15

Action Plan
Date:
Metric Area / Opportunity Identified / Specific Action / Results Expected / Responsible Person / Timetable
Note in this space any incentives associated with accomplishment of particular opportunities and related actions or any overall incentives: