1. Achieving Excellence in Employee
Surveys and Engagement Metrics
BUILDING CULTURE THROUGH EMPLOYEE
ENGAGEMENT

2. TAKE A STEP BACK!
UNDERSTANDING THE REASONS FOR EMPLOYEE
ENGAGEMENT SURVEYS
PRE:
 Must have a valid reason for conducting the survey
 Identify what type of a survey you need that fits the business needs
 Who will be involved in the launch of the survey
 When are the participants
 Who will be in charge of the survey and timeline
 How will the survey introduced
 How will the employees be prepped for the survey
 Review of bottlenecks such as language and most importantly TRUST
DURING:
 Support
 Resources such as time, computers
 Questions
POST:
 Analysis of the survey
 Finding the trigger points
 Presentation to senior team and action plan
 Presentation to Units / Staff
 KPI measure

3. The TRINITY
Organization
EmployeeManager
Organization
– Has clear vision, strategy and the right environment
– Readiness to listen and act
– Prepared to accept employees as stakeholders
– Has vested interest in workplace culture
Manager
– Is open minded and supportive. Promotes Goodwill
– Understands vision and strategy
– Is a leader in the whole dynamics
– Accepts change is part of their role
Employee
– Has faith and trust
– Values the workplace, colleagues and company
– Contributes towards growth
– Accepts change is part of their role
TRUST

4. FOUR FACTORS THAT WILL CREATE THE
ENGAGEMENT CULTURE
LEADERSHIP
LEARNING AND
DEVELOPMENT
SYSTEMS AND
PROCESSESS
ENVIRONMENT
CULTURE

5. Types of Employee Engagement
Qualitative [Exploratory]
• Group Discussions
• Focus Groups
• Interviews
• Observations
• Special Assignments
• Teams and debates
Quantitative [Facts and Data]
• Surveys Types
• Structure Interviews
• Polls
• Analytics
• Drop Box
• Structure Feedback
It is used to gain an understanding of underlying reasons,
opinions, and motivations. It provides insights into the problem
or helps to develop ideas or hypotheses for potential
quantitative research. Qualitative Research is also used to
uncover trends in thought and opinions, and dive deeper into
the problem. Qualitative data collection methods vary using
unstructured or semi-structured techniques.
It is used to quantify attitudes, opinions, behaviors, and other
defined variables – and generalize results from a larger
sample population. Quantitative Research uses measurable
data to formulate facts and uncover patterns in research.
Quantitative data collection methods are much more
structured than Qualitative data collection methods.

6. Employee Survey Roadmap
Survey Construct
Themes
Questions
Analysis
Feedback
Results
Action Plan
Measure
Quick Guide
Topic of investigation that forms the CORE of the company
Linked to the Themes of interest to drive CONNECTION
Understanding the level of perceptions and VALUE
Detailed understanding of the FEEL
Accurate analysis and assumptions of OWNERSHIP
Used strategically to influence CHANGE
Long term strategy linked to TRANSFORMATION
HAPPY EMPLOYEES DON’T MEAN MUCH. WHAT YOU NEED
IS EMPLOYEES THAT CARE AND WANT TO BELONG

7. DEVELOPING AN ENGAGEMENT SURVEY
CRITERIA
Job Satisfaction Integrity
Respect
Fairness Pride
Communication Policies
Training and
Development Career Growth
Benefits
Camaraderie
Team Work
Market
Knowledge
Work EthicsPerformance
Management
What is a THEME?
No More than 5 Themes.
The Themes must have logic and some inter relationship that adds value to the overall culture

8. THEMES [Penna’s Model 2007]
Meaning
Leadership Trust and
Respect
Growth and Promotional
Opportunities
Learning and Development
Remuneration Benefits and
Environment
INCRESESENGAGEMENT
 Employees want to be totally engaged
 50% of the workforce is millennials
 26% of the workforce is totally disengaged
 Hiring A Players improves productivity by 89%
 Employee Retention is a growing issues
 Loyalty is short lived
 Employee Branding is the key to growth
 Employee want to feel valued
 Employees don’t leave companies they leave Managers
 Happy employee doesn’t mean much!

9. Theory of MOTIVATION - Herzberg
Employee Perception
Recognition
Responsibility
Environment
Nature of work
Personal Growth
Achievement
Contribution
Pay
Job Security
Working Condition
Supervision
Company Leadership
THE SATISFIERS
THE DISSATISFIERS

10.  Internal quality drives employee satisfaction
 Employee satisfaction drives loyalty
 Employee loyalty drives productivity
 Employee productivity drives value
 Value drives customer satisfaction
 Customer satisfaction drives customer loyalty
 Customer loyalty drives profitability and growth
POINTS TO CONSIDER:
CULTURE
EMPLOYEE
BRANDING
COMPANY
VALUE

11. CASE STUDY EXAMPLE – DISCUSSION POINT!

12. DESIGNING QUESTIONS
• 5 to 10 per theme
• Questions must be clear and
precise
• No leading question
• Questions must have relevance
to the theme
• Questions must have a flow
• Keep no more than 3 open ended
questions at the end
• Survey should be no more than
45 minutes
• Don’t overload the theme with
questions
• Don’t use hard terms
• Keep the survey clean and neat

13. Questions Techniques!
Must be related to the theme:
Example A: I love my job
Theme: Job Satisfaction
Example B: This company as unique benefits
Theme: Market Insight
Example C: My ideas are heard
Theme: Engage

14. Rating Scale
• There are various ratings that apply, however must common and
easy to interpret are:
– Simple Yes, No and Unsure
– Numerical Scale
• Strongly Agree – Agree – Neutral – Disagree – Strongly
Disagree
• Very satisfied – Not at all satisfied
• Ratings of 1-5

15. Interpretation of a Survey - EXAMPLE
THEME: Environment
QUESTION: This is a fun place to work
RATING: Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Lets assume 100 employees answered the above. Interpret the final result!
55
30
5
5
5

16. Interpretation of a Survey - EXAMPLE
This is a fun place to work
Strongly Agree Agree Neutral Disagree Strongly Disagree
 Lets assume 100 employees answered the above. Interpret the final result!
Analysis
 Add Strongly Agree 55 + Agree 30 = 85
 85 divide into 100 as a Percentage = 85%
 Therefore 85% of your respondents agree with the statement.
 15% don’t agree with the statement
55 30 5 5 5

17. Interpretation of a Survey - EXAMPLE
This is a fun place to work
 Therefore 85% of your demographics agree with the statement.
 15% don’t agree with the statement
 Ranking Responses by demographics
80% or higher 51% - 79% Under 50%
 Within each demographics, analyze the colors to identify the gaps
 Investigate the reasons for the gaps
 Go through the written comments by demographics and make notes of top 10 and worst 10

18. Interpretation of a Survey - EXAMPLE
Finance IT Purchase
DEMOGRAPHICSENVIRONMENT
This is a fun place to work
I am proud to tell others about my work
I love what I do at work
It is a safe place to work
Everyone works as a team
85
88
89
92 81
78
69 92
68 89
92
92 49
92
92

19. BE AWARE
• To maintain TRUST and CONFIDENTIALITY, do not reveal names from
the survey when comments are written about an individual.
• It is important that when investigating, call for a smaller group of staff to
form a focus group on topic of interest. Set the stage right and listen.
Reframe the question to sound positive and allow participating. Make the
focus group feel important.
• Mix the group.
• Create an atmosphere of ownership.
• Analyze the details of the written feedback.
• Have a strategy meeting with senior team of managers to go over the depth
of the survey results.

20. BENCHMARK
Internal benchmarking:
 Where scores from within the company are compared using the
same questions over a period of time (repeat surveying)
External benchmarking:
 Where scores from other external organizations are taken and
compared. Review the top 100 companies.
Shifting Scores:
 5% + or – is a significant shift in thought process.

21. INSPIRING RESPONSE RATE
 CEO involvement and support. A pre-survey letter sent to all employees
address the need, confidentiality and trust
 Publicity campaign prior to the survey. Increasing the positive hype
 "Heads up" e-mail alerts and team briefings beforehand
 Solid management support for the survey
 "Survey weeks" - including support and open access areas for completion
 Strong internal distribution strategy of the survey results
 CEO closure of the survey. A post – survey letter sent to all employees
 Share headline results very shortly after survey close
 Share possible actions to be implemented
 Encourage all to participate but don’t place pressure

22. MEASURE
 Keep a DASHBOARD of the results and compare the rankings every year to see the journey
 All questions must be the same every year
 Conduct the survey at the same time to allow maturity of cultural change
 Generally run annual surveys
 Link results to the leadership team
 Numbers tell a story therefore culture has a strong relationship with you Top and Bottom
Line
 Do not use the survey as a punishment, it’s a gauge tool

23. BENEFITS
HR
Engagement
starts from
the top
Measure in
real time
Make work
meaningful
Listen to the
millennials
Simplify
work
environment

24. BENEFITS
EMPLOYEE
 Full engagement
 Transparency and autonomy
 Performance Culture
 High Energy Workplace
 Learning Culture
PEOPLE WORK
BECAUSE IT
MATTERS. MONEY
WILL NOT MAKE
PEOPLE WORK!

25. MEASURE
Recognize Reward
ReliveRepeat
Leadership
ValuesCulture
Behavior

26. Employee Engagement Dynamics
Competition can copy your product and your price, but there is one thing that
cannot be copied and that is your PEOPLE
Your TOPLINE and BOTTOM LINE is directly linked to your most valuable
resource PEOPLE
Clients don’t come first, your PEOPLE do. Look after your PEOPLE and they
will look after your clients.
KSA has a strong relationship with Attitude which drives ROI
Just like GOODWILL has a value, CULTURE also has a value
We need LEADERS and not MANAGERS

27. Employee Engagement Dynamics
Right
Structure
Right
Systems
Right
Resources
Right
People
DisciplineG A M E P L A N

28. WORKPLACE
CULTURE
WORKPLACE
LEADERSHIP
WORKPLACE
CLIMATE

29. Employee Engagement Dynamics
Strategic partner of the business – Market Leader
Lean Machine that works with efficiency, creates high energy and a
learning organizational paradigms
A machine that propels performance
Embraces modern ideology of leading PEOPLE from the front end
Drives Policy to create a rhythm and discipline
Forward thinkers that make the company “Tick’’
Nourishes Talent Growth and Talent readiness
Finger on the pulse approach
Technology savvy

30. Employee Engagement Dynamics
THANK YOU
Remember
People Matter, look after your PEOPLE
and they will look after YOUR FANS
and add VALUE to your business
Engagement Starts with YOU!