Sample Report - EE Profile

Employee Engagement Survey Results

SampleCo International

Profile Report - All Respondents

Sample Report

Table of Contents

SAMPLE REPORT. Copyright © 2012 by Elite Business Systems, LLC. All rights reserved. 2

Introduction: Components of Engagement and Performance 1

Understanding the Data 2

Engagement, Alignment, and Competency 3

Highest Engagement Priorities 4

"The Organization" Engagement 5

"My Manager" Engagement 6

Strategic Alignment 7

Complete List of Scale and Item Scores 8

Written Comments 9

This sample report was produced from the Focal EE

Engagement Dashboard.

The dashboard is an interactive online data analysis tool

that enables you to quickly and clearly identify not only

global engagement themes and issues within your

organization, but more importantly, what parts of your

organization are "at risk" due to specific, localized

engagement problems.

If you would like to view a live

demo of the engagement

dashboard, please contact us.

+1 650 577-9604

[email protected]

http://www.custominsight.com

Introduction: Components of Engagement and Performance 1


What is "Employee Engagement"?

Employee engagement is the extent to which employees feel passionate about their jobs, are committed to the organization, and put discretionary effort into their work.

There are two primary factors that drive employee engagement. These factors are based on statistical analysis and widely supported by industry research. Engagement with "The Organization" measures how

engaged employees are with the organization as a whole, and by extension, how they feel about senior management. This factor has to do with trust, fairness, values, respect, and confidence in organizational leadership.

Engagement with "My Manager" is a more specific

measure of how employees feel about their direct supervisors. Topics include feeling valued, being treated fairly, receiving feedback and direction, and generally, having a strong working relationship between employee and manager based on mutual respect.

Performance = Alignment x Competency x Engagement

Beyond Engagement An organization needs more than just engaged employees in order to succeed. This report also includes two additional measures that relate to employee performance and that are closely linked to engagement.

Strategic Alignment: Does the organization have a

clear strategy and set of goals? Do employees understand the strategy and goals? Do employees understand how the work they do contributes to the organization's success? Strategic Alignment ensures that employee effort is focused in the right direction. If that effort is not focused in the right direction, it could be wasted.

Competency: Do managers have the skills needed to

get the job done? Do they display the behaviors needed to motivate employees? Competency is measured via 360 Degree Feedback.

Engagement with The Organization

How do employees feel about the organization?

Engagement with Manager

How do employees feel about their direct

supervisors?

Strategic Alignment

Is employee effort focused in the right direction?

Competency (360)

Do managers have the skills to get the job done

and motivate employees?



Engagement and Alignment Percentages

Item 25% 50% 75% n

Sample Group 25% 50% 25% 120

Engagement and Strategic Alignment results in this report are shown as "percent engaged", "percent disengaged", and "percent in between". The percentages indicate the percent of employees who fall into each category.

"Engaged" is defined as employees whose responses are in the top quartile (25%) of all responses in our database. (Industry research consistently finds that between 20% and 30% of employees across all organizations are truly engaged.) If your engagement level is above 25%, you have a higher percentage of engaged employees than most organizations. If your engagement level is below 25%, you have a lower percentage of engaged employees than most other organizations. "In Between" is the middle 50% - everybody who does not fit into either the "engaged" or the "disengaged" category. These are people whose responses were about average compared to all responses in our database. They are more or less "satisfied" with their jobs, but they are probably not overly motivated or giving as much extra effort as they could be. "Disengaged" is defined as employees whose responses are in the bottom quartile (25%) of all responses in our database. (Industry research also consistently finds that between 20% and 30% of employees across all organizations are disengaged.)

Survey Item Scores

Item P 2 3 4 Raw T n Freq

Sample Item

3.2 45 78

Raw Scores are simply an average of your feedback results on a 5-point scale. The lowest possible raw score is a 1,

and the highest possible raw score is a 5. T-Scores show how your scores compare to the scores received by other organizations. By themselves, raw scores

do not give any indication of whether your scores are high or low. T-Scores make this possible by eliminating the natural variations between items and providing a benchmark to measure the raw scores by. The T-Scores on this report show how your organization scored versus a broad range of other organizations. When using T-Scores, the mean (average) is always 50, and the standard deviation is 10. If your T-Score is above 50, then it is above average. If your score is less than 50, it is below average. For example, if you have a T-Score of 60, you scored higher than 84% of all organizations. T-Scores are distributed in a bell-shaped curve, as illustrated in the diagram to the right. 68% of T-Scores fall between 40 and 60. 96% of scores fall between 30 and 70. Only 4% of scores fall below 30 or above 70.



Number of Respondents ("n")

It is easy to overlook the importance of the number of respondents, represented by the letter "n". As you dig into the data, be sure to always check the number of respondents and keep these general rules in mind:

• Data for groups with fewer than 4 respondents are not included in this report because they are too statistically unreliable.

• A smaller "n" will often yield more extreme results. Just one or two extreme responses can have a strong effect.

• When looking at groups with a small "n", look for extreme results and clear trends, not subtleties. Check the small frequency distribution chart to see how consistent or inconsistent the responses are.

• A larger "n" will often appear less extreme, but could be more relevant than a comparable score from a group with a small "n".

• When looking at groups with a large "n", focus on the most clear results and patterns, but keep in mind that more subtle results or patterns could also be relevant.

• When comparing two groups with similar scores, but vastly different numbers of respondents, the group with the larger "n" is usually the more meaningful result.

Frequency Distributions

A frequency distribution is provided next to each item in the form of a small histogram. This provides an indication of how much agreement or disagreement there was among survey respondents. A high level of agreement among respondents means you have a clear, consistent, and more reliable result. A high level of disagreement, where responses are more spread out across the 5-point scale, can indicate that you need to dig deeper into the results for that item, or it can simply indicate an inconclusive finding. Items with especially high levels of disagreement are shown in red. For groups with fewer than 10 respondents, a high level of disagreement usually means you have an inconclusive result. Because the group is so small, there is generally nothing more that can be concluded. The important point here is that you should not take action based on an inconclusive result before gathering more information to find out what is really happening. For larger groups of respondents, a high level of disagreement is often an indication that there are differing opinions coming from different parts of the organization. When you encounter this situation, take a closer look at how different demographic subgroups responded to the item.

Priority Level

The Engagement Breakdown sections use statistical analysis to help you understand the issues that are most relevant to your organization and which issues are most in need of attention. The size of the black box next to each item indicates how high of a priority the item is (assuming your goal is to increase engagement).

What you need to know...

Higher on the list = stronger link to engagement.

The order of the items does not take into account how high or low the score is.

Larger box = higher priority.

The item is more strongly linked to engagement and has a low(er) score. Focus your attention in these areas.

Technical details... The statistical analysis behind the "black box" looks at the correlation of each item with engagement, the T-Score, and the number of people in the group. These things will be different for every organization and for every demographic group within your organization. Therefore, the list of items will be different for each group as well.

Items at the top of the engagement breakdown lists are the most important drivers of engagement for your organization (or for the demographic subgroup). The lists are sorted by how highly correlated each item is with engagement. An item that is highly correlated with engagement is more important to the people in your organization than an item with a low correlation with engagement.

However, the items at the top of the list might not be the highest priorities. If an item is high on the list (strong driver of engagement), but also has a high T-Score, then this item is already having a positive effect on engagement. In other words, nothing is broken. Move on, but also be sure that you don't do anything to undermine these areas where things are already working.

Statistical significance: In all cases, correlations and the other statistics used to determine priority levels are significant at p < 0.05. This is a customary indication of the likelihood that the observed correlations are a result of chance. For our purposes, we have set this probability (p) threshold to be no more than 0.05 or 5%. There is less than a 5% likelihood that the statistics are due to chance.

Engagement, Alignment, and Competency All Respondents 3


The chart below provides a high-level overview of engagement, alignment, and competency (if measured). Engagement tells you whether employees are motivated to put discretionary effort into their work. Alignment tells you whether employee effort is focused in the right direction, and competency tells you whether your managers have the skills to manage effectively. Together, these are the critical workforce-related elements that determine whether your organization is performing effectively.

Performance = Engagement x Alignment x Competency

Engagement with "The Organization"

How do employees feel about the organization? Do they have confidence in the organization's leadership? Is there an atmosphere of trust, fairness, and respect?

Engaged: 49% In Between: 35% Disengaged: 17%

Engagement with "My Manager"

How do employees feel about their managers? Do they have strong relationships based on mutual respect? Do managers support and motivate employees?

Engaged: 32% In Between: 25% Disengaged: 43%

Strategic Alignment

Does the organization have a clear strategy and set of goals? Do employees understand how the work they do contributes to the organization's success?

Aligned: 57% In Between: 31% Not Aligned: 12%

Competency (360 Feedback)

Do managers have the skills needed to get the job done? Do they display the behaviors needed to build relationships and motivate others?

High Level: 30% In Between: 60% Low Level: 10%



The items and demographic groups listed below are the most urgent engagement trouble spots within your organization. The black box next to each item indicates how high of a priority the item is for increasing engagement within the specified group. Priority level is determined statistically and takes into account the T-Score, the correlation with engagement, and the number of employees in the group.

= Priority level. Larger boxes indicate that an item is a higher priority for increasing engagement.

= Score is OK.

= Moderate to low score. Potential problem area. Take a closer look.

= Low score. Problem area.

= Benchmark reference line.

Freq = Frequency distribution of responses. Red indicates a high level of disagreement.

Highest Priorities - "The Organization"

Item Group P 2 3 4 Raw T n Freq

Personal Expression: I can disagree with my manager without fear of getting in trouble.

Division: Corporate

3.6 46 9

Teamwork and Cooperation: It really feels like everybody is on the same team in this organization.

Manager: Toni Mason

3.6 47 8

Respect for Employees: This organization respects its employees.

Manager: Toni Mason

3.5 46 8


Division: Corporate

3.6 47 9

Workplace and Resources: I have the resources I need to do my job well.

Department: Warehouse Shipping

3.2 37 5

Feedback: When I do a good job, I receive the praise and recognition I deserve.

Department: Administration

3.0 37 5

Communication: Our senior leaders communicate well with the rest of the organization.

Manager: Toni Mason

3.3 49 8

Empowerment/ Autonomy: Unnecessary bureaucratic procedures and delays are minimal in this organization.

Manager: Mike Parish

2.9 42 7

Workplace and Resources: I have the resources I need to do my job well.

Department: Administration

3.6 47 5

Opportunities for Growth: I have plenty of opportunities for professional growth in this organization.

Division: Bottle Caps

2.6 36 5

P



The items and demographic groups listed below are the most urgent engagement trouble spots within your organization. The black box next to each item indicates how high of a priority the item is for increasing engagement within the specified group. Priority level is determined statistically and takes into account the T-Score, the correlation with engagement, and the number of employees in the group.


= Score is OK.





Highest Priorities - "My Manager"

Item Group P 2 3 4 Raw T n Freq

Respect for Management: I am very satisfied with my manager.

Department: Outside Sales

3.2 30 33


Location: Chicago

3.2 31 34


Manager: Susan Petersen

3.3 32 35

Respect for Management: I respect my manager as a competent professional.


3.6 34 33

Respect for Employees: My manager values my talents and the contribution I make.

Location: Chicago

3.5 37 34



3.5 37 35


Location: Chicago

3.7 37 34



3.5 36 33


Division: Widgets

3.4 36 48



3.7 37 35

P

"The Organization" Engagement All Respondents 5


Engagement with "The Organization" measures how engaged employees are with the organization as a whole, and by extension, how they feel about senior management. This factor has to do with trust, fairness, values, respect, and confidence in organizational leadership. When looking at overall results, or results for large demographic subgroups, this factor will usually give you the most coherent indication of how engaged employees are and what problem areas might exist.

= Engaged = In Between = Disengaged

n = Number of respondents in the group.

Item 25% 50% 75% n

All Respondents 17% 35% 49% 72

The items listed below are the most important drivers of engagement for this group. All items on this list should be considered "important", but items near the top have a stronger influence on engagement (based on item correlations with engagement). The black box next to each item indicates how high of a priority the item is for increasing engagement. Priority level is determined statistically and takes into account the T-Score, the correlation with engagement, and the number of employees in the group. Look for items with the highest priorities, regardless of where they are on the list. These are the areas to focus on if you want to increase engagement. Items near the top of the list with lower priorities are most likely having a positive effect on engagement for this group. The message here is "keep up the good work". Don't do anything to undermine these areas. Doing so will have a negative impact on engagement.


= Score is OK.






Trust: There is an atmosphere of trust in this organization.

3.6 57 69


3.9 53 72

Organizational Effectiveness: This organization is willing to make changes when necessary in order to remain competitive.

3.9 54 70

Values: The actions of our senior leaders support this organization's mission and values.

4.1 59 72

Teamwork and Cooperation: It really feels like everybody is on the same team in this organization.

3.3 53 71

Organizational Effectiveness: This organization retains its most talented employees.

3.6 58 68

Respect for Management: I have a great deal of respect for the senior leaders of this organization.

4.4 61 72

Values: High ethical standards are always maintained throughout this organization.

3.8 50 72

P

"My Manager" Engagement All Respondents 6


Engagement with "My Manager" is a more specific measure of how employees feel about their direct supervisors. Topics include feeling valued, being treated fairly, receiving feedback and direction, and generally, having a strong working relationship between employee and manager based on mutual respect. Engagement issues in this factor are often more localized (unique to each specific manager). Issues that are specific to different managers can cancel each other out if you are looking at a large group of respondents. When looking at results for groups that include multiple managers, look for possible systemic management and leadership deficiencies. When looking at smaller demographic subgroups that are more manager-specific, this factor can be your most useful source of information.

= Engaged = In Between = Disengaged

n = Number of respondents in the group.

Item 25% 50% 75% n

All Respondents 43% 25% 32% 72

The items listed below are the most important drivers of engagement for this group. All items on this list should be considered "important", but items near the top have a stronger influence on engagement (based on item correlations with engagement). The black box next to each item indicates how high of a priority the item is for increasing engagement. Priority level is determined statistically and takes into account the T-Score, the correlation with engagement, and the number of employees in the group. Look for items with the highest priorities, regardless of where they are on the list. These are the areas to focus on if you want to increase engagement. Items near the top of the list with lower priorities are most likely having a positive effect on engagement for this group. The message here is "keep up the good work". Don't do anything to undermine these areas. Doing so will have a negative impact on engagement.


= Score is OK.







4.0 44 72


3.6 40 72


3.8 45 70

Feedback: I receive useful and constructive feedback from my manager.

3.5 43 72

Values: My manager always acts in a way that is consistent with this organization's values.

3.8 49 69

Opportunities for Growth: My manager plays an active role in my professional development and advancement.

3.4 47 70

Personal Expression: I can disagree with my manager without fear of getting in trouble.

3.8 49 70

P

Strategic Alignment All Respondents 7


The amount of effort employees put forth is a function of engagement. Strategic Alignment ensures that employee effort is focused in the right direction. If that effort is not focused in the right direction, it could be wasted. In the chart below, the vertical (y) axis shows how strategically aligned employees are with the organization. The horizontal (x) axis shows how engaged employees are with the organization. The percentages indicate how many employees fall within each box.

High

Discouraged, Cynical

4%

Lack Motivation

14%

High Performance

39%

Strategic Alignment

Unmotivated

6%

Basic Performance

15%

Motivated, Need More Direction

10%

Fully Disengaged

7%

Lack Direction

6%

Motivated, but Wasted Effort

0%

Low

Engagement

"The Organization"

High

Strategic Alignment Breakdown

Aligning employees with the organization's strategy requires that you (a) have a clear strategy, (b) communicate that strategy, and (c) make sure that employees understand how that strategy relates to them. The items listed below address these topics.

= Score is OK.





Item 2 3 4 Raw T n Freq

This organization has a clear set of priorities and objectives. 4.0 57 71

I have a clear understanding of this organization's strategic goals. 4.1 56 71

I have a clear understanding of this organization's values and behavioral standards. 4.3 63 72

I understand how my work directly contributes to the overall success of this organization. 4.5 62 72

Complete List of Scale and Item Scores All Respondents 8


The list below includes all scales and items from the survey. The list is sorted by the average raw scale score. When considering engagement-specific issues, the data in the engagement breakdown sections will help you focus on the things that matter most to your employees. Just because an item on the list below has a low score does not mean it is an area to focus on for increasing the level of employee engagement. However, there may be other topics or issues that are of interest on this list - things that might not be as directly related to engagement, but that are still relevant to your organization.

= Score is OK.





Scale/Item 2 3 4 Raw T n Freq

Respect for Management 4.0 52 -

I have a great deal of respect for the senior leaders of this organization. 4.4 61 72

The senior leaders in this organization are highly ethical. 4.0 57 71

I am very satisfied with my manager. 3.6 40 72

Organizational Effectiveness 4.0 58 -

This organization has high performance standards. 4.4 62 71

This organization has a clear set of priorities and objectives. 4.0 57 71

This organization retains its most talented employees. 3.6 58 68

Respect for Employees 3.9 48 -

I am always treated fairly by my manager. 3.9 45 72

This organization respects its employees. 3.9 53 72

My manager values my talents and the contribution I make. 3.8 45 70

Values 3.8 55 -

I have a clear understanding of this organization's values and behavioral standards. 4.3 63 72

The actions of our senior leaders support this organization's mission and values. 4.1 59 72

Everybody in this organization lives up to the organization's values. 3.2 52 70

Complete List of Scale and Item Scores All Respondents 8


Scale/Item 2 3 4 Raw T n Freq

Communication 3.7 55 -

I have a clear understanding of this organization's strategic goals. 4.1 56 71

Information and knowledge are shared openly within this organization. 3.6 54 72

Our senior leaders communicate well with the rest of the organization. 3.5 54 69

Trust 3.6 55 -

Our senior leaders will take action based on the results of this survey. 3.7 58 71

There is an atmosphere of trust in this organization. 3.6 57 69

People in this organization trust one another. 3.4 55 65

Compensation 3.3 49 -

My salary is competitive with similar jobs I might find elsewhere. 3.3 53 69

The benefits I receive are comparable to those offered by other organizations. 3.2 45 66

Sample report - additional items omitted.

Written Comments All Respondents 9


Sample report – 40+ pages of additional comments have been omitted for brevity

General Comments

What do you like most about working for this organization?

• I love working for a company that takes action, and is very involved with the Community.

• The people I work with and the people I work for. The goal oriented atmosphere and the drive of the

company to grow.

• The feeling that what I do on a day to day basis has a direct impact on our company and its

success. That there is always something new and exciting in the works, everyday there is an effort to make things better for the company and the clients

What causes you the most stress or frustration at work?

• The lack of trust from management that we can do our jobs without having so many other people

approving. We have all been hired for our skills but are often not trusted to use them.

• Disorganized processes, not consistent with managerial decisions

If you were the president of this organization, what would you do differently?

• I would set goals and rewards for my staff. We talk about it all day long to our clients, but were not

doing it ourselves.

• More staff participation in the monthly staff meetings. There seems to be a hierarchy type of

management developing. I would make the organization flat. Say things the way they are instead of always trying to sugar coat things. Staff appreciated when one is being open & honest.

• Be more clear from the top down - lay out a vision, give clear expectations and job descriptions to

each person and "let go" so the business runs in an efficient manner as possible. Give timely and effective feedback.

What about this organization causes you to give more than what’s expected (or necessary to keep your job)?

• I really connect with what SampleCo believes in and what they are trying to accomplish and I feel

honoured to be part of their team! I want to see SampleCo succeed.

• I think because the owners have such high standards of worth Ethic. I think everyone that works for

SampleCo has that. So, we all work hard. Also when you enjoy what you do its easy.

What about this organization causes you to withhold your extra effort?

• My specific role within the company does not tap into my full potential. I feel I am unchallenged

here and therefore I don't feel that I am working as hard or trying as hard as I could be.

• Seeing a lack of effort from others. When others direct work towards myself or other coworkers,

that they are capable of doing themselves.

Written Comments All Respondents 9


Sample Virtual Focus Group comments. Additional comments omitted for brevity.

What gets in the way of teamwork and/or cooperation in this organization?

• People who do not take every effort to educate themselves about the company and its products

and procedures. Procedures that are set up for very good reasons but not followed. Managers that are not available when you really need them because they are always in a meeting. Meetings are important but so is supporting your team in every way that you can.

• There is an 'US vs Them' mentality between the OSRs and Head Office staff. There is also a lack

of understanding by senior management that as a company marketing itself as 'green', we need to 'walk the walk' in all respects, not just the ones that are convenient.

• 1) Other team members not going to same distance for another as they would for themselves, i.e.;

rushing through a call with one of my accounts and not bothering to update them on anything new when they would definitely do that with their own account. 2) Other team members writing down orders instead of putting them directly into WOE but they do their own orders in WOE.

• Sometimes I feel that things at head office aren't consistent. It seems to be getting much better. It

just is frustrating when new decisions are made and we don't hear about it till after.

• My Direct Supervisor tried to outwardly say that she is a "cheerleader" for me when she is nothing

but. I get phone calls that are completely negatively based. I feel I have devoted my life to SampleCo and have given it my blood, sweat and tears and to now get regular phone calls giving me solely negative feedback. It is very discouraging.

What could be done to improve teamwork and cooperation?

• People need to be trained properly and by a manager so that they can learn the proper procedures

and be encouraged to take notes for future reference. This will also allow the manager to see the progress or lack thereof and make the right decision within the three month probation period on whether or not the person will fit with the team and be able to grow with the company. The three month probation is not being utilized.

• Better communication and cooperation throughout the whole company.

• Better communication

• Having monthly meetings are great, however when they first started, there wasn't time for staff to

ask questions and hence the standard was set for the meeting to be 1 way vs a 2 way communication medium. Honest and open communication vs. trying to over-sell things. It becomes obvious.

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