Post on 23-May-2020
Employee surveys:
The vital signs of your organization’s health
Allen KaminManager, Organizational and HR Analysis
March 9, 2012
Forum Introduction
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Developing Health™ Program
GE Foundation
grants
Skill-based
volunteering
$50MM multi-year commitment launched in 2009 Focus on underserved populations across US
Goal:Improve ACCESS to primary care in targeted underserved communities across the US through direct health center support and system capacity building.
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3. Local GE employees and retirees offer skill-based volunteer support.
Leadership
network
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Developing Health™ US Program Reach
SALT LAKE CITYSALT LAKE CITY
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ERIEERIE
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CHICAGOCHICAGO
LYNN/BOSTONLYNN/BOSTON
A growing network of health center partners…
72 health centers across 19 cities
80%+ FQHC’s… all with
low-income clients
2009
2010
2011
GE launch
MIAMIMIAMI
NON GE CITYNON GE CITYGE CITYGE CITY
DAYTON/KETTERINGDAYTON/KETTERING
GRAND RAPIDSGRAND RAPIDS
Leadership Network for health centersSponsored by GE Foundation
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A forum for Developing Health partner health centers to share ideas, challenges and
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Enable discussion across health centers to share ideas and challenges, and accelerate
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GE’s Developing Health™ Program
Agenda:
• Introduction• Webinar Details• Speakers
• Topic Presentation• Discussion - Q&A• Closing
GE’s Developing Health Network
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Webinar Details
Allen Kamin
Our SpeakerAllen Kamin joined GE in 2005 is the Manager of Organizational and HR Analysis within GE Corporate’s Global Shared Services team based in Fairfield, CT.
As GE’s Industrial Psychologist, Allen applies the science of psychology to organizations and workplaces issues to improve employee productivity and organizational success. Allen is responsible for GE’s global opinion survey and consults on issues related to assessment, performance management, competency modeling, training and development issues, HR research, and statistics.
He frequently works with individuals across GE’s business helping them with issues such as: • Who should be selected?• How should we measure employee effectiveness?• How do we know who are the best employee?• What do employees think and why is it important?• How do we help employees grow and develop?• Is the training we provide doing what we want?• Do our HR systems operate fairly?
Previously, Allen worked at APT, Inc. (now APTMetrics) in Darien, CT. He progressed from Consultant to Project Director. During his tenure he provided HR consulting in the areas of competency modeling, pre-employment and promotion assessments, performance management, 360-degree feedback, and employee surveying. He worked with a number of large companies such as: IBM, JP MorganChase, Qwest Communications, Pan Am Sat, Publix Supermarkets, Texas Instruments, The Boeing Company, The Coke-Cola Company, and Unilever. He also managed large-scale litigation projects, on behalf of both plaintiffs and defendants, dealing with allegations of employment discrimination.
Allen has a Bachelor’s degree from McGill University in Montreal, Canada and received his doctoral training in Industrial and Organizational Psychology from The University of Akron. Allen is a frequent presenter at the annual conference of the Society of Industrial and Organizational Psychology.
FORUM TOPIC
Employee Opinion Survey - The vital signs of
your organization’s health
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Agenda
Introduction
Ask – Survey Design
Listen - Administration � Analysis � Sharing
Respond – Action Planning
Conclusion
Q&A
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Barriers to effective survey follow-upYou’re not alone
� Responses from 31 of the most sophisticated survey practitioners in some of the biggest companies
Execution
We identify areas to improve, but don’t always
follow through on actions
Importance
Lack of visible/vocal support from
senior leadership
Resources
Limited resources; other business
critical issues take priority
Source: Kenexa High Performance Institute: White Paper - Barriers to effective survey follow up: Execution, importance, sources:
Senior Leadership
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Foundation of success
Are employees in your organization feeling:
1. overwhelmedwith work/operating in a reactive manner?
2. safe (e.g., to share their honest opinions, contributions are valued, to fail and learn new skills/behaviors, suggest better ways of doing things, to disagree and not become branded a “problem”)?
3. that their views are valued by management?
4. that they are told what to think (i.e., tell and sell) vs. given information and asked to help define solutions to critical business issues(i.e., involve me)?
5. a sense of “adventure with purpose” (i.e., understand big picture and responsible for driving change aligned with the business strategy)?
6. like what they personally do matters to the organization’s success?
7. confidence and trust in senior leadership?
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It is often worse to ask employees for their input and then ignore it, than it is to never ask them at all.
William Macey et al. - Employee Engagement
Don’t survey unless you’re committed to taking action
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Elements of organizational success
Positive economic/market forces
Skilled workforce
Well formulated strategy
?
Org. Success
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Positive economic/market forces
Skilled workforce
Well formulated strategy
Culture
Org. Success
Elements of organizational success
When company strategies fail, the fault does not usually lie with the disengaged managers and individuals charged with implementing the strategy, but with the Leaders’ design for engaging these people in the critical imperatives of the organizations future.
Jim Haudan – The Art of Engagement
Culture > Strategy
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Survey Purpose(s)
Source: Jack Wiley (2006). The Strategic Employee Survey in The human resources evolution: Why putting people first matters. Editors Burke and Cooper
“It’s better to know than not know e.g., union vulnerability”
“Retain employees who are loyal, committed, motivated, & proud ”
“Evaluate effectiveness of specific programs, policies, initiatives” e.g., pay, diversity, work/life balance
“Predict and drive outcomes e.g., cust. satisfaction & biz
performance”
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Survey process, not event
ASKWhat do you
want to know?
LISTENCollect data,
Insight, Share results
RESPONDCreate cultural change
Build high performing, growth-oriented, profitable organization
The entire survey process must be handled effectively for anything good to come from the survey.
William Macey et al. -
Employee Engagement
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Agenda
Introduction
Ask – Survey Design
Listen - Administration � Analysis � Sharing
Respond – Action Planning
Conclusion
Q&A
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Defining survey contentMeasure what’s important to your organization’s success?
Begin with the end in mind … match your business strategy to the survey content
• If survey measures what‘s important to your organization, the results will readily guide Leaders and Managers to the right priorities for follow-up
Focus on the business … What does your CEO/ Executive team want to know:
� If we could snap our fingers and have everyone focused on improving one thing, what would it be?
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Common survey topic areas
Confidence in Org.’s future
Confidence & trust in senior
leaders
Promising future/career
Receive recognition
Challenging and rewarding
workInnovation
Opportunity to improve skills
Teamwork
EngagementCustomerfocus
Quality service and products
Strategy
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Types of open-ended questions
List 1 change that management could make that would most improve your ability to do your job effectively?
What 1-2 things could management do to make this a better place to work?
List 1 change that management could make that would most improve your ability to do your job effectively?
What 1-2 things could management do to make this a better place to work?
If you have additional comments, please enter them in the space below.
Are there any other issues you wish to bring to the attention of management?
If you have additional comments, please enter them in the space below.
Are there any other issues you wish to bring to the attention of management?
What is the most important barrier to our continued success and what would you do to remove this barrier?
What are the 3 most important issues facing the CEO in the next 100 days and how can they best be addressed?
What is the most important barrier to our continued success and what would you do to remove this barrier?
What are the 3 most important issues facing the CEO in the next 100 days and how can they best be addressed?
If you answered no to the last question, please give your reason(s).
Describe a difficult situation you handled well and what you did to resolve it?
If you answered no to the last question, please give your reason(s).
Describe a difficult situation you handled well and what you did to resolve it?
Purpose
Descriptive Prescriptive
General
Specific
Scope
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Usefulness of open-ended questions
• Difficult and time consuming to analyze
• Read & categorize comments; identify trends
• Tend to skew negative
• Not representative
• Given too much value
• Concerns RE: confidentiality
• Direct expression … enables employees to feel “fully heard”
• May answer questions not asked and surface issues not addressed by survey
• Info beyond numbers adds depth to understanding
• Details and examples can help narrow focus and move from issue identification to action
Pros Cons
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Maximizing org. performance and engagement
Performance
Excellence Index
Engagement
Index
Keyindicators
Discuss how work
environment/
culture scores
need to change to
drive business
performance and
increase
engagement
Listen and support
Surveypurpose
Examine
elements of
work
environment/
culture as
perceived by
employees
Complementary goals
Improve Business
Performance
Retain & Engage
Employees
Source: Jack Wiley (2010). Strategic Employee Surveys
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And the survey says …Where to focus to maximize outcomes
Focus on behaviors that reinforce:
� Confidence & trust in Sr. Leaders
� Supervisors providing employees with recognition & respect
� Employees doing challenging work that provides sense of accomplishment
� Employees developing professionally & have promising future
� Support employees efforts to balance work and family/ personal responsibilities
Retain & EngageEmployees
Strengthen practices that:
� Focus on customer
� Emphasize quality
� Ensure employees receive necessary training
� Get employees involved
� Ensure effective teamwork among employees
Improve Business Performance
Source: Jack Wiley (2010). Strategic Employee Surveys
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Agenda
Introduction
Ask – Survey Design
Listen - Administration � Analysis � Sharing
Respond – Action Planning
Conclusion
Q&A
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Frequency of surveying
9%
6%
50%
34%
No schedule
More than 1/year
Annually
Every 2 years
Source: Jack Wily and Scott Brooks: You've Got Survey Results…Now What? Using Organizational Survey Results to Drive Change. SIOP Conference Workshop 2010.
Responses from 31 of the most sophisticated survey practitioners in some of the biggest companies
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Possible online survey providers
• Surveymonkey
• Zoomerang
• Survey Said
• SurveySage
• Keysurvey
• Other
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Response rates (for employee surveys)
58 surveys over 5 years by two consulting companies1
67%
46% 47% 42%
Broadbased -Census
Broadbased -Sample
Specialtopic -Census
Specialtopic -Sample
1 Youssenia and Berwald (2003); 2 Stephen RogelBerg (2006); 3 Church and Wasclawski (1998)
12 members of IT Survey Group2
Broad
based -
Census
78%
High: 97%Low: 50%
Questionable: less than 50%
Adequate: 50% to 64%
Good: 65% to 70%
Rules of Thumb3:
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Reality…No minimally acceptable response rate. Reference trend
Although external benchmarks on typical response rates are useful, internal benchmarks (for example, how an obtained response rate compares to the rate achieved in the previous administration of the same survey) often prevail when interpreting response rate. A 75 percent response rate celebrated in one organization will be lamented and scrutinized in another organization that traditionally achieves 85 percent response rates. There is no agreed-on standard for minimum acceptable response rate.
Stephen Rogelberg – Understanding nonresponse and facilitating response to organizational surveys
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Got data … now what?Avoid analysis-paralysis
54
63
64
64
69
70
73
73
73
75
75
82
25
22
20
21
17
18
15
17
16
15
16
12
22
15
16
15
15
13
12
10
12
10
9
6
0% 20% 40% 60% 80% 100%
Career development
Communications
Rewards/recognition
Training
Work life balance
Performance appraisal
Physical working conditions
Customer focus
Diversity
Job itself
Teamwork
Safety
Source: Data from Sirota Survey Intelligence: Overcoming Intangible Obstacles to Business Success (Oct. 2011)
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Getting started Address important issues
Key questions to guideanalysis of data
• What keeps your Leaders up at night?
• What drives performance within the organization?
• What has your organization been trying to improve?
• What are you going to try to make happen in the next 3-6 months?
• How do you create the most value for the organization?
• Where is the organization most at risk?
Sound familiar?Remember … Survey content should match your org.’s strategy
Analyses divorced from business strategy are less useful
EmployeeConcerns
ManagerConcerns
Identified priorities
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What’s a good score?
54
63
64
64
69
70
73
73
73
75
75
82
25
22
20
21
17
18
15
17
16
15
16
12
22
15
16
15
15
13
12
10
12
10
9
6
0% 20% 40% 60% 80% 100%
Career development
Communications
Rewards/recognition
Training
Work life balance
Performance appraisal
Physical working conditions
Customer focus
Diversity
Job itself
Teamwork
Safety
Source: Date from Sirota Survey Intelligence: Overcoming Intangible Obstacles to Business Success (Oct. 2011)
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What’s a good score?It’s relative ….
Compare results to:
• normative comparison (internal, external)
• history (tending up, flat or down)
• what’s critical to driving performance excellence and employee engagement?
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Use quadrant analysis
Norm x History Norm x Driver
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Segment and distribute resultsDrives insight and accountability
NFL
Dim1 Dim2 Dim3
78 85 53AFC
Dim1 Dim2 Dim3
80 68 50
NFC
Dim1 Dim2 Dim3
67 77 76
East North
West
Dim1 Dim2 Dim3
62 74 59
Dim1 Dim2 Dim3
81 75 80
Dim1 Dim2 Dim3
58 77 81
South
Dim1 Dim2 Dim3
53 69 58
East North
West
Dim1 Dim2 Dim3
62 74 59
Dim1 Dim2 Dim3
81 75 80
Dim1 Dim2 Dim3
58 77 81
South
Dim1 Dim2 Dim3
53 69 58
Texans - ColtsJaguars - Titans
Cardinals - 49ersSeahawks - Rams
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Segment and distribute resultsDrives insight and accountability
Also consider cutting data by:
Function DepartmentSite/
Location
Tenure Job Type Level
Other?
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Sharing & discussing results with employees is not action planning
What
Survey results
indicate what
employees
perceive/think
Why
Feedback
meetings clarify
why employees
feel the way they
do
How
Both are
necessary to
determine how
an organization
should respond
Survey feedback
Action Planning
Source: Jack Wiley (2010). Strategic Employee Surveys
+ =
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Agenda
Introduction
Ask – Survey Design
Listen - Administration � Analysis � Sharing
Respond – Action Planning
Conclusion
Q&A
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The only value in employee engagement efforts lies in the actions taken once the data has been collected and analyzed.
Bersin & Associates Research ReportEmployee Engagement: A changing marketplace (September 2010)
It comes down to action
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80-20 rule
SurveyFollow-up
PlanningDevelopingAdministrationData TabulationDisseminating Results
If you manage this … call me ASAP! ☺☺☺☺
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Importance of action planning
What type of activity did you see take place since the last survey:
a. Received no feedback and saw no action
b. Only received feedback about the results of the survey
c. Only saw actionsimplemented as a result of the survey
d. Both received feedback and saw action
Overall, I am satisfied with my employment at this organization.
1. Strongly disagree
2. Disagree
3. Neutral
4. Agree
5. Strongly agree
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Action planning is critical
51% 51%
71%78%
No Feedback;No Action
ReceivedFeedback
Only
ActionOnly
Feedback + Action
Satisfaction Favorability
Source: Church and Oliver (2006). The importance of taking action, not just sharing survey feedback
Receiving feedback on results + perceived as taking action yields highest scores
Only receiving feedback is as ineffective as doing nothing at all
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Identify and focus on the critical few
A list of priorities that outmatches the resources or resolve of the organization almost always leads to employee cynicism toward and distrust of the process. A short list of priorities worked well will advance the cause of the organization much better and faster than a long list worked poorly.
Jack Wiley – Strategic Employee Surveys
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Define survey content
Collect data
Understand results
Establishpriorities
Communicate results & priorities
Clarifypriorities
Generate recommendations
Develop & implement actions
Monitorprogress
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What does list below describe?
� Instill strong initial commitment to make a change
� Focus on realistic goals with measurable results
� Write a specific action plan
� Make the goals public—declare your resolution
� Have coping strategies to deal with problems
� Use social support; the buddy-system really works
� Get started immediately
� Reward success
Answer: Advice from the science of keepingNew Year’s Resolutions
Source: Scott Brooks. Make Your Employee Survey Matter: Part I (webinar Janyary 2011).
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Survey Leader/HRM‘s role?Be a “personal fitness trainer”… Don’t do the exercise!
MOTIVATOR
INSPIRE DESIRE
TO CHANGE
Connect results to manager G&Os and business value
Make action plans & progress public
ADVISOR
FOCUS ACTIONS
ON PRIORITIES
Coach on process
Provide interpretation support
FACILITATOR
ENHANCE
ABILITY TO
CHANGE
Share success stories
Incorporate actions into existing work plans
GOAL SETTER
DEFINE METRICS
AND
ACCOUNTABILITY
Identify milestones
Work updates into staff meetings
Regular reviews with manager
Help Leaders/Managers live up to their good intentions
Source: Scott Brooks. Make Your Employee Survey Matter: Part I (webinar January 2011).
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Agenda
Introduction
Ask – Survey Design
Listen - Administration � Analysis � Sharing
Respond – Action Planning
Conclusion
Q&A
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Effective Survey Process
Don’t survey if you are not committed to taking action
Measure what’s important
Make analysis relevant to solving real challenges
Keep follow up simple
Share best practices
across teams
Communication
Administration
Results
Actions
Accountability
Enhance accountability
for implementing
changes
Measure action planning in survey and performance management
Leadership
Empower employees
Role model desired survey
action behaviors
Hold lower levels
accountable
Patience & Persistence
Summary/recommendations
Improving Culture
Align & engage workforce in business objectives
Focus on the issues that matter most
• Process too• Continually
remind employees … we did this because of your input
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People work because they have to … but, people engage only when they want to.
Jim Haudan – The Art of Engagement
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Agenda
Introduction
Ask – Survey Design
Listen - Administration � Analysis � Sharing
Respond – Action Planning
Conclusion
Q&A
Appendix
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Reference/Reading List
Church and Waclawski (1998). Designing and using organizational surveys: A seven
step process.
Kraut (2006). Getting action from organizational surveys.
Macey, Schneider, Barbera, and Young (2009). Employee engagement: Tools for
analysis, practice, and competitive edge.
Wiley (2010). Strategic Employee Surveys.
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Sample surveys
E3
Q12
High Performance-Engagement Model
DDI
Gallup
Kenexa
Instrument Vendor
Microsoft Word 97 -
2003 Document
Microsoft Word
Document
Microsoft Word
Document
Questions/Items
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Summary video
http://www.explania.com/en/channels/work/detail/how-to-use-employee-engagement-to-boost-your-business
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Poll: why survey?
Why does the organization where you work survey its employees? (Choose best answer)
A. To know whether employees are satisfied (or not)
B. It’s what good companies do
C. Show interest in employee morale and welfare
D. To evaluate key workplace issues
E. To create sustainable change aligned with business strategy
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Poll: key drivers of engagement
The leaders in the organization where I work understand how to create an environment that promotes employee engagement.
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
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Poll: understanding the feedback
In the organization where I work, it does an effective job training the leaders and managers how to interpret their results and conduct feedback meetings.
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
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Poll – expectations for action
In the organization where I work there are clear expectations for action - leaders, managers, and employees understand their post-survey roles and responsibilities.
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree