Post on 16-Jan-2016
The Power of Employee Engagement
PeopleSurv – CANTO Survey Services
Presentation by Bill Davies
range of survey services
• Employee engagement• Customer loyalty / satisfaction• Membership census• Evaluation• Change • 360° assessments
ENVISIONING ENGAGEMENT:THE FIRST STEP FOR CHANGE
top reasons to focus on engagement
Source: Melcrum Publishing 20051000 respondents in 67 countries
Profitability & discretionary behaviour (31%), Employee advocacy 27%,Quality 23%, Talent acquisition 22%, Product & service innovation 13%
UK Europe US All regions
Employee retention
49% 37% 56% 50%
Customer satisfaction
47% 41% 46% 46%
Productivity 38% 33% 41% 38%
Great place to work
31% 27% 35% 34%
UK Europe US All regions
Employee retention
49% 37% 56% 50%
Customer satisfaction
47% 41% 46% 46%
Productivity 38% 33% 41% 38%
Great place to work
31% 27% 35% 34%
our model has 5 key elementsL
ayer
s o
f E
mp
loye
e E
ng
agem
ent
create a vision for the future
belief that the organisation is pursuing the right strategies to succeed in the future
belief that the organisation is pursuing the right strategies to succeed in the future
alignment of role with strategies, effective leadership at all levels, responsibility matched with authority to act
alignment of role with strategies, effective leadership at all levels, responsibility matched with authority to act
prevailing culture, involvement in decision making, calibre of colleagues, challenging and fulfilling role, recognition and reward
prevailing culture, involvement in decision making, calibre of colleagues, challenging and fulfilling role, recognition and reward
having the essentials to be able to perform, effectiveness of key working relationships, development and support
having the essentials to be able to perform, effectiveness of key working relationships, development and support
pride and advocacy for the organisation – recommendation as employer & of its products & services
pride and advocacy for the organisation – recommendation as employer & of its products & services
what matters to engaged employees?US
1. Improved my skills and capabilities over the last year
2. Senior management is interested in my well-being
3. Reputation of organization as a good employer
4. I have the authority to make the decisions I need to do my job well
5. I am paid fairly and evaluated consistently
UK / Europe1. Opportunities to learn and
develop new skills
2. Improved my skills and capabilities over the last year
3. Reputation of organization as a good employer
4. Input into decision-making in my department
5. Organization focuses on customer satisfaction
Source: Towers Perrin 2005 Global Workforce Study
top 10 drivers of engagementworldwide
9
8 factors that drive engagement* (for the individual)
Trust and Integritystrength of working
relationship with manager
nature of the Job career growth opportunities
line-of-sight between
individual performance and
company performanceemployee development
co-workers / team members pride in the company
*Gibbons, J. (2006), Employee Engagement: A Review of Current Research and Its Implications, The Conference Board, New York, NY.
line of sight - a critical driver
These four factors relate to line of sight and transparency to all
operational factors also impact
Operational Factors that Drive Engagement
Company performance Customer focus
Innovation Internal communication
Decision making process Degree of internal flexibility
Degree of involvement,
empowerment &
accountability
Ease of interacting with
company processes
Working practices Company culture
These factors influence how things are done
MEASURING ENGAGEMENT
We are not just concerned with how satisfied people are, but how productive they are, thus creating value for the organisation
trends in measuring engagement
benefits achievable risks
good practice
many options
question areas
Gallup 12 questions• I know what is expected of me at work. • I have the materials and equipment I need to do my work• At work, I have the opportunity to do what I do best every day. • In the last seven days, I have received recognition or praise for doing good work. • My supervisor, or someone at work, seems to care about me as a person. • There is someone at work who encourages my development. • At work, my opinions seem to count. • The mission or purpose of my company makes me feel my job is important. • My associates or fellow employees are committed to doing quality work. • I have a best friend at work. • In the last six months, someone at work has talked to me about my progress. • This last year, I have had opportunities at work to learn and grow.
• I know what is expected of me at work. • I have the materials and equipment I need to do my work• At work, I have the opportunity to do what I do best every day. • In the last seven days, I have received recognition or praise for doing good work. • My supervisor, or someone at work, seems to care about me as a person. • There is someone at work who encourages my development. • At work, my opinions seem to count. • The mission or purpose of my company makes me feel my job is important. • My associates or fellow employees are committed to doing quality work. • I have a best friend at work. • In the last six months, someone at work has talked to me about my progress. • This last year, I have had opportunities at work to learn and grow.
Alig
nmen
tQ
uest
ions
• I understand the vision, mission, and objectives of our company
• It is clear what I need to accomplish to be successful at work
• I understand how my daily activities align with the overall objectives of my company
• My manager provides guidance on setting professional objectives
• When someone does not know what to do in our company they are quickly discovered and helped “back on track”
Eng
agem
ent Q
uest
ions
• I would recommend my company to a friend as a great place to work
• When I do good work, my achievements are recognized
• People in my company are rewarded for doing good work
• My manager gives me regular feedback that helps me succeed at work
• I have the resources I need to effectively get my job done
• If I were offered a similar job at another company with the same pay and benefits I would probably stay in my current role
Cap
abili
ties
Qu
estio
ns
• I know what capabilities are required to be successful in my job
• Learning resources are made available to me that allow me to improve my capabilities
• My manager helps me understand where I can improve
• Learning resources are made available to me that allow me to improve my capabilities
• Decision makers in my company put the right people in the right roles
• My company takes career development seriously
Alig
nmen
tQ
uest
ions
• I understand the vision, mission, and objectives of our company
• It is clear what I need to accomplish to be successful at work
• I understand how my daily activities align with the overall objectives of my company
• My manager provides guidance on setting professional objectives
• When someone does not know what to do in our company they are quickly discovered and helped “back on track”
Alig
nmen
tQ
uest
ions
Alig
nmen
tQ
uest
ions
• I understand the vision, mission, and objectives of our company
• It is clear what I need to accomplish to be successful at work
• I understand how my daily activities align with the overall objectives of my company
• My manager provides guidance on setting professional objectives
• When someone does not know what to do in our company they are quickly discovered and helped “back on track”
• I understand the vision, mission, and objectives of our company
• It is clear what I need to accomplish to be successful at work
• I understand how my daily activities align with the overall objectives of my company
• My manager provides guidance on setting professional objectives
• When someone does not know what to do in our company they are quickly discovered and helped “back on track”
Eng
agem
ent Q
uest
ions
• I would recommend my company to a friend as a great place to work
• When I do good work, my achievements are recognized
• People in my company are rewarded for doing good work
• My manager gives me regular feedback that helps me succeed at work
• I have the resources I need to effectively get my job done
• If I were offered a similar job at another company with the same pay and benefits I would probably stay in my current role
Eng
agem
ent Q
uest
ions
• I would recommend my company to a friend as a great place to work
• When I do good work, my achievements are recognized
• People in my company are rewarded for doing good work
• My manager gives me regular feedback that helps me succeed at work
• I have the resources I need to effectively get my job done
• If I were offered a similar job at another company with the same pay and benefits I would probably stay in my current role
Eng
agem
ent Q
uest
ions
Eng
agem
ent Q
uest
ions
• I would recommend my company to a friend as a great place to work
• When I do good work, my achievements are recognized
• People in my company are rewarded for doing good work
• My manager gives me regular feedback that helps me succeed at work
• I have the resources I need to effectively get my job done
• If I were offered a similar job at another company with the same pay and benefits I would probably stay in my current role
Cap
abili
ties
Qu
estio
ns
• I know what capabilities are required to be successful in my job
• Learning resources are made available to me that allow me to improve my capabilities
• My manager helps me understand where I can improve
• Learning resources are made available to me that allow me to improve my capabilities
• Decision makers in my company put the right people in the right roles
• My company takes career development seriouslyC
apab
ilitie
s Q
ues
tions
Cap
abili
ties
Qu
estio
ns
• I know what capabilities are required to be successful in my job
• Learning resources are made available to me that allow me to improve my capabilities
• My manager helps me understand where I can improve
• Learning resources are made available to me that allow me to improve my capabilities
• Decision makers in my company put the right people in the right roles
• My company takes career development seriously
Success Factors
assessing levels of engagement
about PeopleSurv• UK Based• Established 10 years• Latest technology
solutions• Organisational
development professional team
• Engages the audience• Encourages good business and
management practices• Enables cost effective research
– Includes all potential participants– Listen to feedback
• Manages risk• Informs agenda for change
value of surveys
when designing your survey, consider...
• What behaviours and actions do they care about?
• What behaviours and actions do you care about?
• What drives future growth and development in your business?
Survey these areas
• What cultural behaviours do you want to have?
Set your vision for the
future
how to make it engaging
presenting the results• Share results openly and promptly• Demonstrate that action will be taken where improvement is needed• Recognise existing strengths
Delay
Invites suspicion & mistrust
Suppressing bad news will backfire
If no action, less involvement next time
Delay
Invites suspicion & mistrust
Suppressing bad news will backfire
If no action, less involvement next time
If bad news:
Be up front that problem exists
State a timeline for developing a plan rather than rush a solution
Consult with workforce where their input will improve results – win respect
If bad news:
Be up front that problem exists
State a timeline for developing a plan rather than rush a solution
Consult with workforce where their input will improve results – win respect
Good Practice:
Take a positive outlook – the process is about improvement so problems invited
Place the onus for improvement planning at all levels
Emphasise team solutions
Invest in selection, training & coaching
Good Practice:
Take a positive outlook – the process is about improvement so problems invited
Place the onus for improvement planning at all levels
Emphasise team solutions
Invest in selection, training & coaching
action planningKey Issues Raised
Actions they will take
When Who Comments & Review
Poor performance is let go
Explain performance standards to allReview performance at each 1:1 meeting. State where it exceeds standard & where it does not -Publicly recognise good performance
Dec 08 John C Training received July 08.
• Tracking tools available – e.g. Success Factors, Sirota
• Focus on behaviours, not numbers• Toolkit with template presentations
& guidance notes• Tailor to the team / division
• Tracking tools available – e.g. Success Factors, Sirota
• Focus on behaviours, not numbers• Toolkit with template presentations
& guidance notes• Tailor to the team / division
benefits to the region• Benchmarking information & statistics
across membership– With commonality in questions,
benchmarking can be trusted
• Enables sharing good practice
benefits to your company• Cost effective service• Professional guidance on process and follow up• Fully managed service• Assigned project manager• Secure hosting on PeopleSurv server• Response rate tracking and reporting• Comprehensive analysis of results• Summary report of findings and recommendations• Evaluation
PeopleSurv – CANTO• Preferential rates for CANTO members
– 20% below market rates
• Cost effective formats– Range of formats and question styles– Can be tailored, changed and added to
our detailsbdavies@peoplesurv.comwww.peoplesurv.com/canto
T: +44 207 720 1404M: +44 7973 815966Address: Apex House
17 Caldervale RoadLondon, SW4 9LY
thank youwe look forward to working with you