1. Action Planning
Guide- 2012
Employee
Engagement Survey
December 2012

2. Topics for Discussion
•
Engagement Principles.
•
Financial and Environmental Impact of High Engagement.
•
ABC Engagement Trending Analysis.
•
Highest and Lowest Items.
•
Summary Observations.
•
Creating Engagement Action Plans.

3. Outline of Engagement
Definition of Engagement - The degree to which employees are willing to expend discretionary effort on
behalf of that with which they have an significant affinity.
The 8 Drivers
 Direct Supervisor
 Senior Leadership
 Rewards/Compensation
 Benefits
 Selection and On-Boarding
 Work and Environment
 Development
 Culture
Engagement is primarily a function of the number and strength of connections an employee has with their employer. It is especially important to foster a culture where employees can have opportunities to see
their employer as more than a paycheck and their work as something that they do not somewhere that they go.
Two Levels of Engagement
Elevated
Employees value, enjoy, and believe in their work and the organization
Engagement
Employees believe the organization, manager, and team supports them - basic financial,
Foundational
Engagement
performance, and support exists

4. Outline of Engagement- continued
High Engagement drives higher financial performance

For example, in 2010, organizations with engagement levels of 65 percent or greater outperformed the total stock market index and posted total shareholder
returns 22 percent higher than average. On the other hand, companies with engagement of 45 percent or less had a total shareholder return that was 28 percent
lower than the average return in 2010. –Aon Hewitt
Low Engagement drives higher attrition
* Source DecisionWise.com

Attrition within the disengaged departments of high tech companies is nearly twice as high as those with high engagement scores.
The Importance of Senior Leadership

High engagement involves effort from everyone but begins with the C-Suite executives. These leaders cast a long shadow and set the tone for the organization’s habits,
emotional intelligence, and culture. For this reason, leaders need to become the biggest engagement strategy enthusiasts in the company.
Aon Hewitt Global Engagement Trends - “Employee engagement has a
lagged relationship with key economic indicators”

5. ABC Trend Analysis
ABC has 62% Engagement Overall. This is an increase of 8 points over 2011. Our scores are now on par with global benchmarks but below the world class engagement we are seeking of 80% plus. Each
score measures the portion of respondents selecting “Strongly Agree” or “Agree” to each question.
Individual driver scores are as follows:
Driver
2012
Score
2011
Score
YoY
Change
Driver
2012
Score
2011
Score
YoY
Change
Direct Supervisor
72%
65%
7%
Selection
61%
57%
4%
Sr. Leadership
57%
47%
10%
Work /
Environment
68%
64%
4%
Development
51%
45%
6%
Compensation*
51%
44%
7%
Culture
61%
55%
6%
Benefits
65%
60%
5%
The biggest improvements were in Sr. Leadership (+10%), Compensation (+7%), and Direct Supervisor (+7%). Despite significant improvements Development, Compensation*, and Sr.
Leadership continue to be the areas with the greatest potential for improvement.
The executive staff and extended leadership team will be responsible for creating action plans based on internal and external suggestions but we as leaders need to facilitate conversations with
employees to tap their potential for great ideas to improve our workplace.
*Compensation driver has traditionally low normative data associated with it

6. Lowest and Highest Rated
Lowest Rated
Driver
2012
2011
I receive an appropriate amount of training to perform my job responsibilities
At my company it is safe to take business risks
Development
Culture
38%
39%
31%
33%
YoY
Change
7%
6%
My compensation is fair and equitable with the marketplace based on my job level
and experience
Compensation
42%
36%
6%
I feel my compensation is fair based on the company's compensation program*
Compensation
47%
41%
6%
I have an effective coach or mentor for my professional development
My company is inclusive and recognizes the contributions of everyone*
Senior leadership is committed to employee development
I have a challenging professional development plan*
Development
Culture
Sr. Leadership
Development
48%
49%
49%
51%
40%
43%
37%
46%
8%
6%
12%
5%
Question
Highest Rated
Question
Driver
2012
2011
YoY
Change
I believe my company has a culture of integrity
Culture
74%
70%
4%
Benefits
Supervisor
Culture
Supervisor
Supervisor
Work/Environment
Supervisor
74%
75%
76%
76%
78%
79%
85%
70%
69%
69%
68%
72%
78%
80%
4%
6%
7%
8%
6%
1%
5%
I understand my company’s benefits options
My manager encourages and supports innovative ideas
My company cares deeply about customer satisfaction
My manager clearly communicates departmental priorities and goals
My manager treats everyone fairly
My work makes a difference at my company
I am given an appropriate amount of freedom to do my job
* New to the list in 2012
+ ABC is a better place to work this year than last year, I had an opportunity to discuss the previous organizational survey results with a member of management, and I trust Senior Leadership to keep the interests of employees in mind
all came off the lowest rated list for 2012

7. Lowest and Highest Agreement
Lowest Agreement (Highest Standard Deviation)
•
I trust senior leadership to keep the interests of the employees in mind.
•
I receive an appropriate amount of training to perform my job responsibilities.
•
My compensation is fair and equitable with the marketplace based on my job level and experience.
•
I had an opportunity to discuss the previous organizational survey results with a member of management.
•
I have an effective coach or mentor for my professional development.
Highest Agreement (Lowest Standard Deviation)
•
My work makes a difference at my company.
•
I understand my company’s benefits options.
•
I am given an appropriate amount of freedom to do my job.
•
Our senior leaders have shared the company's vision and strategy.
•
Job candidates are given an honest and balanced view of the company during the hiring process.

8. Summary Observations
On Highest/Lowest Rating
•
Direct managers generally are working well with their employees on day to day issues.
•
The culture is not seen as safe and productive.
•
Compensation is an issue for some employees.
•
Customer satisfaction is seen as a top priority.
•
Many people feel overworked.
•
There is a perception of bureaucracy and complexity interfering with productivity.
•
People enjoy their direct team.
On Highest/Lowest Deviation
•
Most people understand the direction of the company.
•
Most employees feel they understand the company benefits available to them.
•
There is a large divide between employee experiences.
•
Only certain people feel they are being developed.
•
Some people do not feel safe in the ABC environment.
According to Performance Point, the following items have the closest correlation with overall engagement at ABC :
•
I trust senior leadership to keep the interest of employees in mind (52%)
•
Senior leadership is open to new ideas (56%)
•
My company is inclusive and recognizes the contributions of everyone (49%)
•
Senior leadership is committed to employee development (49%)
•
I believe my company has a culture of integrity * (74%)
*New to the list in 2012
+ I work for an innovative company is the only factor removed from 2011 closest correlation list

9. Company Wide Focus Areas
High Return on Investment Ranking
Top Targets (low rating, high impact)
I trust senior leadership to keep the interests of the employees in mind.
My company is inclusive and recognizes the contributions of everyone.
High Priorities (higher rating, high impact)
• Senior Leadership is open to new ideas. *
• I believe my company has a culture of integrity.
When creating team/department action plans, ask yourself, is it SMART?
 Specific
• The company keeps me informed of what I need to know.*
 Measurable
• My company cares deeply about customer satisfaction.
 Attainable
 Relevant
• Focusing on plans bound by these criteria increases both the likelihood that they will be adopted and
 Time Bound
that they will be successful.
•
Select a very few number of goals, 1-3 preferably. The more goals a team sets the more their results
will be diminished until gridlock prevents any change.
•
High Priorities
* New to list at the
Starting for 2012 top left work in a “Z” as shown in the figure. Focus on those items you determine to be
the most capable of yielding the highest return. Don’t neglect high priorities just because they have a
Z
Average Priorities
Low Return on Investment Ranking
Low Priorities
High Rating Score
Senior Leadership is committed to employee development.
Low Rating Score
•
•
•
Top
Targets

10. Managing Engagement Conversation
Leaders must recognize engagement feedback as a gift. Even when someone receives a birthday or holiday gift they
don’t immediately like, it is important to recognize that someone expended the time and effort to deliver it.
10 Steps for mediating Employee Engagement follow up conversations
1. Thank group for participation.
2. Explain purpose of meeting.
3. Create ground rules to ensure a safe environment.
4. Review the data in a logical manner.
5. Ask participants for clarification on the feedback.
6. Explore the reasons why these challenges and successes are happening.
7. Brainstorm alternative solutions.
Remember to communicate and celebrate successes as they occur!
8. Explore specific idea and courses of action. Define lead and lag indicators.
9. Create a concrete plan including milestones or metrics.

11. Managing Engagement Conversation-continued
To ensure a collaborative process it is helpful to use simple charts such as those shown below to
drive your engagement follow up conversations.
Use this table to organize your sharing and information gathering portion of the engagement follow up.
Strengths
Items:
1.
2.
3.
Comments:
1.
2.
3.
Clarifications:
1.
2.
3.
Improvement
Areas
Use this table to create actionable goals to address the highest priority / lowest rated areas of engagement in your team or function.
Issue
Actions
Owner
Milestone
Dates
Success
Criteria

12. Frequently Asked Questions
Q. If I want to compare my score with that of my overall department how do I get that information?
A. For reports which do not include an entire department (i.e. a specific leader in the Finance organization) there will be a column that shows the overall department (Finance) score.
Q. Who is responsible for creating an action plan?
A. Every manager regardless of their team size should be working on trying to improve engagement. If your team is too small for an independent report, work with your supervisor to get involved in the
one-over-one plan. Sr. Leaders will have formal action plans and along with their HR Business Partners should use discretion for which plans further down the organization need to be documented and
tracked.
Q. Are international action plans the responsibility of the function head or regional head?
A. Responsibility lies with both the functional leaders and the RLT. Functional heads will work with direct reports in different geographies to discuss individual leader and team scores. RLT leaders will be
provided with the overall regional score and should conduct focus meetings to help push overall geographic engagement.
Q. Are the most impactful action items ABC specific or industry general?
A. These are ABC specific action items resulting from Performance Point’s analysis of individual questions versus our overall engagement index.
Q. How do I determine the most impactful items for my region or function?
A. The fewer action items you develop, the greater chance you have of executing them with excellence. Look to the ABC companywide focus areas for inspiration and analyze questions where your region /
functions severely lack and select items that if enacted at your level you feel confident you could make an impact.

13. Appendix

14. Information Collaboration Table
Strengths
Items:
1.
2.
3.
Comments:
1.
2.
3.
Clarifications:
1.
2.
3.
Improvement Areas

15. The Next Steps
Event
Date
Survey results briefing with the Executive team
12/11/2012
VP call to review high level survey results
12/19/2012
Survey results made available to all ABC leaders with scores
12/19/2012
Mandatory all ABC Manager global call(s) hosted by HR
Early January
HR Business Partners attend SVP staff meetings
•For Staff that includes international leaders Regional HR partners
to dial in by phone
Mid January
Global and Regional HR business partners follow up with the next
levels down in leadership to answer questions and advise
Late January / Early February
Action Plans completed, submitted, and reviewed by Functional,
Regional, and HR business partners
HR meets with SVPs to monitor and report on progress
Mid February
Quarterly

16. Action Planning Table
Issue
Actions
Owner
Milestone Dates
Success Criteria

17. ABC Overall
 Question by Question Results Sorted by Driver
ABC OVERALL ENGAGEMENT SCORE
Culture
The company keeps me informed of what I need to know
I believe my company has a culture of integrity
I work for an innovative company
My company cares deeply about customer satisfaction
62%
61%
66%
74%
60%
76%
2012
Benchmark
56%
56%
58%
65%
60%
70%
My company is inclusive and recognizes the contributions of everyone
49%
44%
43%
At my company it is safe to take business risks
Development
I have a challenging professional development plan
I receive an appropriate amount of training to perform my job
responsibilities
39%
51%
51%
37%
52%
50%
33%
45%
46%
38%
34%
31%
There are challenging opportunities and assignments for me to take on
68%
58%
63%
I have an effective coach or mentor for my professional development
48%
65%
40%
Senior Leadership
Senior leadership is open to new ideas
57%
56%
53%
60%
47%
48%
I trust senior leadership to keep the interests of the employees in mind
52%
70%
41%
Senior leadership is committed to employee development
Our senior leaders have shared the company's vision and strategy
49%
73%
44%
37%
37%
61%
Question/Driver
2012 ABC
2011 ABC
54%
55%
57%
70%
58%
69%

18. ABC Overall
 Question by Question Results Sorted by Driver (continued)
Question/Driver
Manager
My manager treats everyone fairly
My manager clearly communicates departmental priorities and goals
My manager sets challenging but fair performance expectations
My manager encourages and supports innovative ideas
I regularly receive valuable feedback regarding my performance from my manager
My manager supports my development
I am given an appropriate amount of freedom to do my job
My manager recognizes and rewards me for my achievements
Benefits
Our benefits are competitive with the marketplace
I have easy access to sufficient information on all company benefits
I understand my company’s benefits options
My company has benefit options that fit my lifestyle
Selection and On-boarding
The candidate selection process is fair and objective
Job candidates are given an honest and balanced view of the company during the
hiring process
New hires are provided a strong orientation to the company, key people,
departments, and their teams
72%
78%
76%
72%
75%
62%
69%
85%
59%
65%
54%
72%
74%
61%
61%
65%
2012
Benchmark
48%
50%
34%
63%
44%
49%
43%
40%
63%
69%
73%
68%
65%
68%
64%
57%
65%
61%
60%
54%
74%
48%
2012 ABC
2011 ABC
65%
72%
68%
65%
69%
54%
59%
80%
50%
60%
47%
68%
70%
55%
57%
61%

19. ABC Overall
 Question by Question Results Sorted by Driver (continued)
Question/Driver
2012 ABC
2012
2011 ABC
Benchmark
Compensation
51%
55%
44%
I understand the company's compensation program
64%
50%
56%
I feel my compensation is fair based on the company's compensation program
47%
48%
41%
My compensation is fair and equitable with the marketplace based on my job level
and experience
42%
68%
36%
Work and Environment
68%
62%
64%
My work makes a difference at my company
79%
69%
78%
There is strong collaboration and cross functional teamwork in this organization
58%
56%
53%
Working with my current team is the best way for me to grow as an employee
66%
60%
61%
Engagement Index
59%
53%
46%
I am confident ABC is moving in the right direction
68%
61%
58%
I have a promising future here
54%
48%
45%
I had an opportunity to discuss the previous organizational survey results with a
member of management
64%
N/A
39%
ABC is a better place to work this year than it was last year
53%
58%
37%
I would proudly recommend working at ABC to a friend or relative
58%
43%
49%

20. “In the modern world of business, it is useless to be a creative,
original thinker unless you can also sell what you create.”
– David Ogilvy
Former CEO of Ogilvy & Mather
“If you have built castles in the air, your work need not be lost; that
is where they should be. Now put the foundations under them."
- Henry David Thoreau
Former Author, Poet, Philosopher

21. The Art of Scalability
A Scalable Business:
 Increased revenues cost less to deliver than current revenues
 Cost of growing is far outweighed by resulting profits
 Tries to keep its variable costs -- or the costs incurred with each
customer they gain -- low
 May allow you to take on new clients without increasing your
own workload
 Includes scalable ideas such as products and franchising
 Includes professionals that do not have an individual mindset,
but a business mindset

22. Scalability
Service/Product Project







# of people to be trained 1000
Certification 10 people/3 days
Consulting – 2 days
$100 x 1000 = $100,000
10 x $3,000 = $30,000
Consulting $10,000
Total Revenue: $140,000
Consulting Project



$140,000
700 hours
87.5 days
$140,000 = 87.5 days versus 5 days
Which way would you rather grow?

23. Our Responsibilities

To continuously learn about industries in which we
work
– Differentiate ourselves from our competition by proving
we are more knowledgeable about our client’s
industries
– Consultants need to broaden their knowledge base
across all industries we practice in

To maintain strong business acumen
– Constantly stay updated on market/industry trends and
current events

To tailor our approach and solutions to individual
clients
– Solutions should be client-specific
– What works for one client may not work for another

24. Our Responsibilities

To push our clients to think differently about their
business
– Challenge clients to think in non-traditional ways
– Offer clients a fresh perspective to their problems

To provide higher value solutions than our
competitors
– Our clients will gain more value out of our solutions

To speak the language of our clients
– Demonstrate our knowledge by knowing industryspecific terminology

25. Our Internal Plan




Hold quarterly education sessions via video conferencing
capability and invite clients to share their knowledge with our
consultants
Administer annual client surveys to obtain feedback
Read articles and/or books as a company that relate to clients,
industries or key subject matters
Continuously share knowledge and expertise with each other in
a structured manner
Goal: Every FHSG consultant should be knowledgeable about all
of our client’s industries

26. Our Mission/Vision

We aim to help clients find the intersection between:
–
–
–

PEOPLE
CULTURE
PERFORMANCE
We should not strive to provide a product or service, or strive
to be service-oriented; we should strive to provide a real
solution with impact…and sometimes, that means challenging
our client’s mindsets.

27. Our Strategy




We will utilize our expertise to strengthen our clients
We have the essential building blocks to create healthier
organizations.
We have built the foundation needed for organizations to
succeed, but we can also transform organizations to levels they
have never seen before.
We provide companies with the opportunity to create a best in
class environment, build a better brand for its people, and
develop a culture that leads to possibilities.

28. Our Values





We will know your business and recognize your needs.
We will use our best resources to strengthen your company and
culture.
We will be accessible, responsive and most importantly,
proactive.
We will manage your costs and focus on top line growth as if it
were our own business.
We will help make your job easier.

29. Our Internal Structure

HR Foundations – Jerry, Team Lead
– Absence Management – Maria Reed
– HR Audits/Compensation – Joe Godwin
– HR Policies/Outsourcing – Richard Reinhardt
– Labor Solutions – Dave Pincus
– Recruiting – Yulanda Scott

Culture Building – Brad,Team Lead
– Culture and Employee Engagement - Brad
– Customer Engagement – To be hired
– Inclusion – Jennifer Melton
– Leadership – To be hired

30. Building Our “Practice Champions”


Each practice area will have a “champion,” who will be the principal
contact with our Marketing Coordinator and other consultants
The “Practice Champion” will:
– Work with the Marketing Coordinator and FHSG as a whole to grow
the internal practices areas by XX
– Coordinate with other “champions” and the Marketing Coordinator
to ensure consistency in developing:




–
Training materials
Marketing collateral
Products
Internal materials for training and business development
Determine ROI on new or existing products

Ex: What do we need to charge for a specific product and how many
clients do we need to have in order for us to breakeven?

31. Our Business Development Goals
Monthly
 Number of Face to Face Meetings
 Number of Referrals
Quarterly
 Analyze the pipeline to determine where we have opportunities to
leverage
 Number of Case Studies/Articles
 Number of Webinars


Annually
Number of Conference Speaking Engagements

32. Our Marketing Strategy

Periodic meetings to discuss relevant marketing topics to our
business
Quarterly:
 Two webinars
 At least one article in a major trade publication
 Hold 1-2 open sessions (per quarter) in a FordHarrison office
– We will market specific programs
– Charge more than it would typically cost per person
– 15-20 representatives from each company go through the
program
– We try to earn them as clients

Our first open session will be with Strategic Selection

33. Our Organizational Measurements

Metrics, metrics, metrics!
– Analyze the metrics and see if there are any “low hanging
fruits” to determine where we can grow
–
Our goals include:
To measure the size of client relationships (through invoices)
 To measure product and service area portfolios
 To maintain an annual revenue growth rate of at least 20%
 To maintain a total profit percentage of 25%
 To have the client retention rate of XX
 To increase clients engagement to XX


34. Our Internal Education Materials




Pricing Sheets – for every product and training program
Standards – for marketing materials, participant materials,
trainer materials
Product overviews to help us understand and ask the right
questions:
– Who is impacted? How can we help? What are the benefits
of our products and services?
– Includes case studies, metrics on how our products impact
clients and client’s pain-points (how does this problem
impact the client? e.g. turnover, lawsuits)
We would also like to license material
– Invest in certifications, so that we can certify others train

35. Target Market

36. Ford Harrison

37. Next 90 days
Next 90 days
– Restructure
– Set goals
– Work with accounting to changes reports and what we
measure
– Develop internal education materials
– Develop standards for training materials
– Recruit 2 business development individuals
After 90 days
– Develop standards for on-line training
– Develop product pipeline
– Develop standard pricing
– Institute the client engagement survey
– Develop staffing plan for growth