Turning Employee Survey Data Into Action
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Transcript of Turning Employee Survey Data Into Action
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We Conducted the Survey, Now What? Turning Data Into Action®
Presented by:
Chris DustinExecutive Vice President of Consulting
HR Solutions, Inc.
August 11, 2011
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Agenda
Why Employee Surveys Are ValuableThe Importance of Action PlanningWhat is Employee Engagement and Why Does It Matter?
Turning Data Into Action®
Action Planning Process
Action Planning Best Practices
Final Thoughts
Q & A
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Why Employee Surveys Are Valuable
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Give employees a voice
Uncover Employee Engagement levels
Capitalize on opportunities for improvement
Identify company strengths
Retain high performers
The Benefits of Employee Surveys
Source: HR Solutions’ Research Institute
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The Importance of Action Planning
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The Importance of Action Planning
Only 35 percent of employees believe their organization’s Employee
Survey will result in change at their organization
Source: HR Solutions’ Research Institute
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When organizations do not act on the survey results, they see…
> Employees lose trust in the survey process and the organization
> Employees badmouth the organization
> Employee Disengagement worsen
> Employees question the future direction of the organization
> Employees pursue other job opportunities
The Importance of Action Planning
As long as real change and action have taken place in direct response to what employees raised through the survey, employees will believe that they have been
heard, and that the survey was a credible and valuable communication tool.
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What Is Employee Engagement and Why
Does It Matter?
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What is Employee Engagement?
Create a Magnetic Culture®
Engaged Employees share a strong desire to be part of the value that the organization creates.
These are the employees who:
• Feel a strong emotional bond and intellectual commitment to the organization that employs them
• Choose to exert discretionary effort to provide better outcomes for customers and the organization
• Have an eager desire to accept some portion of ownership for their own level of Engagement
A Magnetic Culture® is one that draws talented employees to the workplace, empowers them, and sustains an environment in
which they are less likely to leave.
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Engaged is…
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Disengaged is…
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HR Solutions’ Engagement Transformation Model
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Levels of Engagement
Source: HR Solutions’ Research Institute
Three Types of Employees:
1. ENGAGED• Highly engaged and committed to the mission,
vision, and values of the organization.
2. AMBIVALENT • They are not apt to “go the extra mile” or exhibit
enthusiasm. • They are not likely to volunteer for extra
assignments or lead roles. • They often feel unappreciated and unimportant.
3. DISENGAGED• They emit negative energy and focus on
problems, not solutions.
73 percent of the American workforce is NOT Engaged.
Employee Engagement
in the Workplace:
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RecognitionCareer DevelopmentDirect Supervisor/Manager Leadership AbilitiesStrategy and Mission – Especially the Freedom and Autonomy to Succeed and Contribute to the Organization’s SuccessJob Content – The Ability to do what I do BestSenior Management’s Relationship with EmployeesOpen and Effective CommunicationCo-worker Satisfaction/Cooperation – The Unsung Hero of RetentionAvailability of Resources to Perform the Job EffectivelyOrganizational Culture and Shared/Core Values> Diversity Awareness and Inclusion> Corporate Social Responsibility> Work/Life Balance> Workplace Flexibility
Determination of key drivers based on survey responses in HR Solutions’ National Normative Database, representing over 3.3 million employees at more than 2,400 organizations
Key Areas of Focus Post-Survey
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Effective Action Planning Leads to Return on Engagement™ (ROE)
What is ROE?
> An engaged, productive workforce leads to a higher bottom line
> Engaged employees are 3.5 times more likely to stay with their employer, reducing employee turnover costs
> Engaged employees are more likely to recommend/speak positively of their organization to friends and family
> Satisfied employees are linked to satisfied customers at a correlation coefficient of .85
Source: HR Solutions’ Research Institute
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Turning Data Into Action®
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Turning Data Into Action®
Analytics
> What do you do with the data?
• Highlights
• Opportunities for improvement
• Focus groups
• Correlation analyses
• Business impact analyses
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Turning Data Into Action®
Action planning
> Set realistic timelines
> Determine people responsible for creating and fulfilling action plans
> Establish accountability through
bonus metrics/performance evaluations
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Action Planning Process
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Action Planning Process
Global Opportunities for Improvement for Senior Management
Meet with Your Supervisor to Discuss
Opportunities for Improvement
Develop/Modify Action Plans
Discuss/Adjust Action Plan with Staff
Submit Action Plan to Supervisor and Wait for Approval
Implement & Communicate Action
Plan
Follow-Up Survey: Measure Results
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Action Planning Best Practices
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Developing Action Plans
Action plans can be developed by following four simple steps:
> Clearly define the opportunity for improvement
> Determine potential causes for the opportunity and focus on the most probable cause
> Compose a desired outcome statement and discuss potential solutions for overcoming the opportunity for improvement
> Develop the action plan steps and follow-up procedures
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Action Planning Best Practices
• Openly communicate the results of the survey to highlight the strengths and link the areas in need of improvement with specific action plans
• Department heads should meet with supervisors in their department to discuss/clarify the survey results and design a plan for action
• As the implementation process unfolds and changes take place, the organization should send periodic updates to employees regarding the status of the action plan items
• Incorporate branded stamps on post-survey actions to demonstrate the organization’s commitment to acting on employee feedback
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Action Planning Best Practices
• Make managers accountable for action planning
• Explain to employees that they play an active role in developing action plans
• Measure the results of the action plan> Three months after the action plans have been
implemented, the organization should measure the results
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Final Thoughts
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Final Thoughts
Employee Engagement Surveys are valuable tools organizations can use to identify, improve and maintain their overall level of Engagement
Employee Surveys should be ongoing, not one-time events
Organizations must act on employee feedback
Accountability is the crucial ingredient for implementing action plans; without it, little or no change will occur
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Questions/Comments?
Please e-mail any additional questions to: [email protected]
www.twitter.com/engageemployees | www.hrsolutionsinc.com/emporium