The Insightlink Approach to Employee Surveys

Insightlink’s 4Cs survey tool is our clients’ top choice again and again because it offers a proven, actionable, easy-to-understand framework for increasing employee engagement.

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Why Survey Employees?

“To give employees an opportunity for

feedback and identify the issues important

to them”

“To highlight what is viewed positively by

employees & areas of concern”

“To prioritize the action you need to

take to improve your organization”

“To compare & benchmark your

performance against other organizations”

“To provide timely and accurate

feedback”

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Why Survey Employees? …

There is substantial evidence that highly satisfied and engaged employees lead to more positive outcomes for their organizations, including higher productivity, improved employee retention, greater customer satisfaction and, if appropriate, better financial performance

To Improve Overall Organizational Performance

Companies listed in the ‘100 Best Companies to Work For in America’ generated 2.3% to 3.8% higher stock returns than all other

organizations each year from 1984 through to 2011.

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Why Choose Insightlink?

See your gaps on each of the 4Cs:

Commitment, Culture, Communications and

Compensation

Compare and benchmark against other organizations

using our independently-

commissioned dataMeasure your

“momentum” (i.e., perceived progress in the past 12 months)

Understand where you stand on our

Loyalty Matrix and Engagement Index

Assess employee engagement to their work,

your organization, their colleagues and your

strategies, products and services

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Why Choose Insightlink? …

To Get the Knowledge and Insight You Need to Improve Job Satisfaction and Employee Engagement

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Insightlink’s 4Cs Model

As part of an extensive review of both academic and business research on employee satisfaction, Insightlink designed a framework for questionnaire development and strategic analysis called the “4Cs,” which are:

Commitment Corporate Culture Communications Compensation

These four key elements drive employee satisfaction/engagement and are the foundation for all Insightlink employee surveys, although with customization and refinements so as to best fit the needs of Insightlink clients.

The quantitative results are supplemented by rich employee comments that provide insights into the stories behind the numbers.

Having this comprehensive framework to evaluate your survey results enables you to target your action plans based on that areas that will give you the greatest impact.

Just knowing your employee's overall job satisfaction is only the start. It tells you where you stand now, but not where you need to go. That's why we developed our 4Cs model of employee satisfaction and engagement:

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Insightlink’s 4Cs Model

Committed Loyalists Extremely/very satisfied with their jobs and plan to stay 2 or more years

Satisfied Opportunists Extremely/very satisfied with their jobs and plan to stay less than 2 years

Dissatisfied Compromisers

Somewhat/not very/not at all satisfied with their jobs and plan to stay 2 or more years

Change Seekers Somewhat/not very/not at all satisfied with their jobs and plan to stay less than 2 years

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Employee Loyalty Matrix

Insightlink’s “Loyalty Matrix” combines employee satisfaction with anticipated tenure (proven to be an accurate predictor of eventual behavior) to create four segments:

Dissatisfied Compromisers generally have a detrimental impact on both individual productivity and overall morale. The good news is that, when organizations commit to Action Plans based on the survey results, they can see improvements in overall satisfaction and Committed Loyalists, with an average increase of 7 percentage points in job satisfaction between studies.

In most cases, we’ve found that the sum of Change Seekers and Satisfied Opportunists is a good predictor of an organization’s actual level of employee turnover.

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Employee Loyalty Matrix

This chart combines the level of satisfaction with intention to stay to create four distinct employee segments. Typically, Committed Loyalists should account for at least 55% of a company's employees. The remaining employees should be distributed somewhat evenly

across the other three segments.

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Employee Engagement Index

Insightlink’s Engagement Index is a straightforward single-number score that reflects an organization’s success at engaging their workforce and compares the average (calculated on a 0-100 scale) to a benchmark norm. This measure incorporates the key variables of engagement, including taking pride in their work, being treated with respect and dignity, sharing a positive feeling of morale with their colleagues, being satisfied with the level of reward and recognition and of their advancement opportunities and believing in the organization’s mission/vision/values.

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Benchmarking

The quality of Insightlink’s norm database is a key reason for choosing Insightlink. Insightlink norms are developed via a specially commissioned, representative survey of employees conducted on an annual basis that is balanced against Bureau of Labor Statistics’ figures in terms of such key factors as company size, range of industry types, geography and employee demographics. The result of this balanced sampling is a rigorously scientific, fully accurate view that provides valid and reliable benchmarks. Our proprietary database of benchmark norms covers every question in our standard Employee Engagement Survey and we maintain the data integrity of our benchmarks by deliberately not including any clients’ data in our norms. Because we use an extremely large national survey of employees to build our database, the number of clients we have in a particular industry does not determine our ability to deliver actionable results with industry-specific normative data for context.These norms allow us to compare the survey scores for our clients against those of a representative sample of U.S. employees overall and for specific industry groups.

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Motivations & Drivers Analysis

A Motivations and Drivers Analysis consists of:

1. Using correlation analysis to determine the top 10-15 drivers of job satisfaction within an organization – these represent the workplace elements that have a disproportionately positive impact on employee satisfaction

2. Assessing the organization’s performance on those elements using a three part classification system…

Equities – these are the factors on which the organization is performing very well and should work to maintain these strengths

Opportunities – these are the factors that show moderate performance levels and on which improvement would help boost overall job satisfaction

Weaknesses – these are the factors that offer the greatest potential to improve job satisfaction and addressing them should be a priority in action planning

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EQUITIES(High contribution and

high performance)

Work is respected

Abilities and skills

Immediate supervisors

OPPORTUNITIES(High contribution and

moderate performance)

How well jobs are defined

Fulfillment of mission

WEAKNESSES(High contribution and

low performance)

Communications

Division of work

Reward and recognition

Opportunities for advancement

Motivations & Drivers Analysis

Classification of those drivers in Community Health Centers:

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4Cs Presentation Format

Insightlink 4Cs reports provide your results in an easy-to-read, presentation-ready format, including highlighting the key gaps in each of the 4Cs:

When past data is available, new data is benchmarked against it to show year-over-year trending data.

For ease of analysis, when past data is shown, these symbols are used to indicate changes since a previous study in “top two box” scores

For ease of analysis, when past data is shown, these symbols are used to indicate changes since a previous study in “top two box” scores

and

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Typical Timing for 4Cs Studies

Task Proposed Timing

Draft survey for review Sent following receipt of signed Service Agreement and completed Issues Discovery

Final questionnaire approval Depends on internal feedback, goal date is within 2-3 weeks of receiving the Issues Discovery document

Survey system set-up/launch Online, 2 days after final approval and/or receipt of employee email listHardcopy surveys require about 1 week for printing and shipping

Reminders to online participants

At intervals determined by participation rate (usually every 2-3 days)

Survey close Usually 2-3 weeks after study launch (determined with the client)

Data tabulations Ready 1 week after survey close or receipt of hardcopy surveys (whichever later)

Comprehensive Analytical Report

3-4 weeks after survey close

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Action Planning Guide

Successful action planning is a critical component of successful employee surveys and Insightlink publishes an electronic 4Cs Action Planning e-Guide with Form Fillable Worksheets (unlimited internal use). Http://www.insightlink.com.