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Employee Engagement: Measure To Succeed webinar

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Employee Engagement: Measure To Succeed webinar

  1. 1. If You Can’t Measure It, You Can’t Improve It Thursday, March 5, 2015 www.surveyanalytics.com Welcome to the webinar:
  2. 2. SAL FALLETTA EVP & MD, Organizational Intelligence Institute NEAL BONDY Ex-Chairman, SHRM VIVEK BHASKARAN Founder of Survey Analytics INTRODUCTIONS
  3. 3. AGENDA ✓ Employee Surveys and How They Have Changed ✓ Survey Myths and Madness ✓ The New Approach ✓ Question and Answer Session
  4. 4. EMPLOYEE EMGAGEMENT THE BUSINESS CASE FOR EMPLOYEE ENGAGEMENT n  Increase Job Satisfaction n  Reduce Turnover n  Better use of Talent n  Develop Employees to Reach Their Full Capabilities n  Strengthen Leadership Pipeline n  Increase Organizational Capacity 02/13/03Organizational Climate.ppt 1
  5. 5. 02/13/03Organizational Climate.ppt 2 FRAMEWORK FOR EFFECTIVE LEADERSHIP PRODUCTS and SERVICES JOB and ORGANIZATION DESIGN BUSINESS RESULTS (e.g., ROI, PROFITS) BUSINESS GOALS and STRATEGY MANAGEMENT TEAM • Competencies • Synergy MANAGEMENT SYSTEMS And PRACTICES ORGANIZATION CLIMATE ADAPTATION INTEGRATION PERFORMANCE
  6. 6. 02/13/03Organizational Climate.ppt 3 The Organizational Climate Dimensions n  What is Organizational Climate? Organizational climate is the perception of how it feels to work in a particular environment. It is the “atmosphere of the workplace,” including a complex mixture of norms, values, expectations, policies, and procedures that influence individual and group patterns of behavior. It is, in effect, people’s perceptions of “the way we do things here.” n  Why is Understanding Organizational Climate Important? - Climate makes a difference. That is, it differentiates levels of performance among organizations. - Typically, climate has accounted for 10 to 25 percent of the variance in performance measures. - Climate influences employee motivation. - Climate drives culture change. - Climate is indicative of how well the organization is realizing its full potential.
  7. 7. CLIMATE AND CULTURE MATTERS n  Employee Commitment is a Key Factor in Productivity n  People Support Most What They Help Create n  Performance and Productivity are Key Outcomes n  Attitudes, Behaviors and Outcome are Part of Engagement n  When was the Last Time You Washed a Rent car? 02/13/03Organizational Climate.ppt 4
  8. 8. 02/13/03Organizational Climate.ppt 5 n  What Are the Primary Dimensions of Organizational Climate? n Flexibility §  The feeling employees have about constraints in the workplace; the degree to which they feel there are no unnecessary rules procedures, policies, and practices that interfere with task accomplishment, and that new ideas are easy to get accepted. n Responsibility §  The feeling that employees have a lot of authority delegated to them; the degree to which they can run their jobs without having to check everything with their boss and feel fully accountable for the outcome. The Organizational Climate Dimensions
  9. 9. 02/13/03Organizational Climate.ppt 6 n  What Are the Primary Dimensions of Organizational Climate? n  Standards §  The emphasis that employees feel management puts on improving performance and doing one’s best; including the degree to which people feel that challenging but attainable goals are set for both the organization and its employees. n  Rewards §  The degree to which employees feel that they are being recognized and rewarded for good work, and that such recognition is directly and differentially related to levels of performance. The Organizational Climate Dimensions
  10. 10. 02/13/03Organizational Climate.ppt 7 n  What Are the Primary Dimensions of Organizational Climate? n  Clarity §  The feeling that everyone knows what is expected of them and that they understand how those expectations relate to the larger goals and objectives of the organization. n  Team Commitment §  The feeling that people are proud to belong to the organization, will provide extra effort when needed, and trust that everyone is working toward a common objective. The Organizational Climate Dimensions
  11. 11. EMPLOYEE ENGAGEMENT METHODOLOGY n  Create a Strategy n  Define and Engage Key Stake Holders n  Define Desired Outcomes n  Survey the Employees to Assess Level of Engagement n  Analyze the Results n  Create a Plan of Action to Improve Engagement n  Execute the Plan n  Measure the Results to Determine Effectiveness n  Refine and Adjust Action Plan 02/13/03Organizational Climate.ppt 8
  12. 12. Employee Engagement – Myths, Madness, Models and More… Dr. Salvatore V. Falletta EVP & Managing Director sfalletta@skylineg.com
  13. 13. Q  EMPLOYEE SURVEYS AND HOW THEY CHANGED OVERTIME Q  THE MYTHS (AND MADNESS) OF EMPLOYEE ENGAGEMENT SURVEYS Q  ORGANIZATIONAL INTELLIGENCE SURVEYS
  14. 14. THE  MYTHS  (AND  MADNESS)  OF   EMPLOYEE  ENGAGEMENT  SURVEYS    
  15. 15. THE  EVOLVING  NATURE  OF  EMPLOYEE  SURVEYS   For decades traditional employee satisfaction surveys were the norm By early 1990s we saw the emergence of more targeted and frequently administered “employee pulse surveys” (quarterly, bi-annually) The “dot.com” era and hot market (circa 1995-2000) coupled with the “War for Talent” ushered in the notion of “employee engagement" Real-time workforce surveys, tiny pulses, and micro-polling on any device are trending up!
  16. 16. MYTH  #  1:    EMPLOYEE  ENGAGEMENT  GOES   BEYOND  EMPLOYEE  SATISFACTION,   MOTIVATION,  AND  COMMITMENT    
  17. 17. SOME  MADNESS…   CONFUSING  AND  COMPETING  DEFINITIONS  OF  EMPLOYEE  ENGAGEMENT   Employee engagement involves the cognitive, emotional and behavioral relationship employees have with their jobs and organizations, and the effort and enthusiasm they put into their daily work (i.e., the extent to which employees contribute their discretionary energy and effort on behalf of the organizations they serve)      
  18. 18. CONTRIBUTING  TO  THE  MADNESS   IS  THE  BELIEF  THAT  WE  NEED  A  NEWER,  SEXIER  LABEL?   *Source: Zigarmi, Nimon, Houson, Witt, & Diel, The Ken Blanchard Company (HRDQ, 2009) Employee Engagement “Employee Ecstasy” Falletta, 2014 Employee Passion *Blanchard, 2009
  19. 19. REALITY  CHECK   EMPLOYEE  ENGAGEMENT  –  “OLD  WINE  IN  A  NEW  BOTTLE?”     Job  sa'sfac'on   Mo'va'on   Commitment   Source:    W.  Macy  &  B.  Schneider  (March  2008).  “The  Meaning  of  Employee  Engagement.” Industrial  and  Organiza/onal  Psychology.  
  20. 20. MYTH  #  2:    THE  MORE  EMPLOYEE  ENGAGEMENT,   THE  BETTER!  
  21. 21. REALITY  CHECK   TOO  MUCH  OF  A  GOOD  THING  COULD  BE  BAD!   q  The relationship between engagement and performance may not one way in terms of direction nor linear. For example: •  Research has shown that performance predicts à EE (reciprocal) •  If employees are too engaged, they’ll be so happy that they won’t experience any healthy stress, a sense of urgency, or drive at work. •  An employee might be highly engaged – but not aligned (wasted energy) •  Being totally disengaged may be more beneficial (for both the company and the employee) than being moderately engaged -- at least disengaged individuals will look for other jobs/seriously consider quitting, while those who are “marginally or under engaged” – may choose to “stick around like a tic on a hound”
  22. 22. MYTH  #  3:    MEASURING  AND  FOCUSING  ON   EMPLOYEE  ENGAGEMENT  ALONE  IS  THE  END  GOAL  
  23. 23. REALITY  CHECK   EMPLOYEE  ENGAGEMENT  IS  A  MEANS  TO  AN  END!   q  For all the hype about employee wellbeing, happiness, and engagement, organizations tend to care about these issues for one simple reason, that they contribute to higher levels of employee productivity and retention and in turn more money… $ q  In other words, for most organizations, the interest in employee engagement is purely determined by the premise that engagement boosts motivation and productivity at work. SOURCE: THOMAS CHAMORRO-PREMUZIC, FORBES, MAY 2014
  24. 24. MYTH  #  4:    THE  USUAL  SUSPECTS  DRIVE   EMPLOYEE  ENGAGEMENT    
  25. 25. REALITY  CHECK   SEGMENT  YOUR  WORKFORCE  AND  IDENTIFY  WHAT  REALLY  MATTERS   THE USUAL SUSPECTS (PERPETUALLY PANDERING TO THE AVERAGE JOE & JANE) The Conference Board conducted a meta-analytic study that identified the most common engagement drivers in the research literature. 1.  Trust and integrity. 2.  Nature of the job. 3.  Line of sight between individual performance and company performance. 4.  Career growth opportunities. 5.  Pride about the company. 6.  Coworker/team members. 7.  Employee development. 8.  Personal relationship with one’s manager. 9.  Pay fairness. 10.  Personal influence. 11.  Well-being. SOURCE: THE CONFERENCE BOARD (2006 & 2012)
  26. 26. REALITY  CHECK   SEGMENT  YOUR  WORKFORCE  AND  IDENTIFY  WHAT  REALLY  MATTERS   TOP ENGAGEMENT DRIVERS FOR HIGH POTENTIAL LEADERS •  Organizational leadership opportunities •  Advancement and promotion opportunities •  Compensation (base pay, bonuses, commission) •  Organizational culture •  Job fit Call to action… • Segment your workforce and develop HR analytics capabilities • Measure workforce engagement on a regular cadence • Identify the drivers of engagement by critical talent segments • Recognize the pitfalls of “one-size-fits-all” approach SOURCE: ORGANIZATIONAL INTELLIGENCE INSTITUTE (2015)
  27. 27. RETHINKING  &  RETOOLING  WORKFORCE  SURVEYS   q  Recent research shows that leading companies are rethinking and retooling their workforce survey practices to address a broader set of organizational priorities with a greater focus on: o  IDENTIFYING THE DRIVERS OF ENGAGEMENT BY WORKFORCE SEGMENTS o  STRATEGY ALIGNMENT & EXECUTION o  ORGANIZATIONAL CAPABILITIES q  Measuring and managing workforce engagement still matters, but business leaders should question whether the focus on employee engagement alone is sufficient to drive organizational effectiveness and important business outcomes… WHERE DO WE GO FROM HERE? WHAT IS NEEDED IS A MORE COMPREHENSIVE THAN EMPLOYEE ENGAGEMENT SURVEYS, YET CONCISE AND MORE FOCUSED THAN TRADITIONAL EMPLOYEE SATISFACTION SURVEYS…
  28. 28. A  Predic[ve  Analy[cs   Framework  That   Measures  Employee   Engagement  and  More...   The  Organiza[onal  Intelligence   Model™  depicted  on  the  right  serves  as   a  useful  framework  to  facilitate  the   design  and  interpreta[on  of  most   employee  survey  or  organiza[onal   assessment  efforts.       The  model  emphasizes  strategic   alignment  and  includes  11  factors  or   variables  that  impact  employee   engagement  and  organiza[onal   performance  and  defines  important   factors  and  rela[onships  to  consider   during  HR  strategic  planning  and   change  efforts.
  29. 29. DESIGNING  INTELLIGENT  SURVEYS   The Organizational Intelligence Model can serve as a useful conceptual framework to guide the design and development of your survey effort. The survey would be organized into 11 survey categories or dimensions each corresponding to the strategic factors and primary drivers in the model: ð  environmental inputs ð  leadership ð  strategy ð  culture ð  structure and decision rights ð  information and technology ð  direct manager ð  growth and development ð  employee engagement ð  performance outputs
  30. 30. Organizational intelligence surveys can be analyzed through four different techniques: !  item analysis (frequencies, means, standard deviations, ranges, percentages, etc) !  conceptual analysis (e.g., survey factor/category scores, highs/ lows, testing relationships between factors in the model and survey including correlation, regression, multiple regression, factor analysis, and causal modeling/SEM) !  content analysis (i.e., qualitative analysis, thematic analysis of open-ended responses or written comments) !  comparative analysis (e.g., comparing year over year, benchmarking to external norms) THE  NUTS  AND  BOLTS  OF  SURVEY  ANALYTICS  
  31. 31. The ACTION PLANNING PROCESS involves: q  identifying the most important issues – not just the “low hanging fruit” q  generating ideas and solutions to address these issues q  determining who (and at what level) are responsible/accountable to drive decisions and actions q  selecting appropriate interventions for change q  deciding on the best approach to implementation q  making the change happen (execution), and q  then tracking the results over time    FOCUSED  ON  ACTION  PLANNING  &  REAL  CHANGE   A COMMON MISCONCEPTION: IT’S ALL ABOUT THE DIRECT MANAGER YOU CANNOT HOLD THE “DIRECT MANAGER” ACCOUNTABLE FOR MOVING THE NEEDLE ON ALL OF THE EMPLOYEE SURVEY ITEMS AND RESULTS
  32. 32. To learn more about the Organizational Intelligence Institute – a Skyline Group Company, please visit: WWW.OI-INSTITUTE.COM Contact Sal Falletta for more information: sfalletta@skylineg.com
  33. 33. A NEW APPROACH TO LEVERAGING TECHNOLOGY - collect bite-sized feedback - high frequency - low latency - see the big picture over time FlashLet is Revolutionizing Employee Feedback Draw pulse insights, actions and accountability within organizations of any size.
  34. 34. WHAT CAN FLASHLET DO FOR ME? ▪ Analytics for Managers ▪ Compare Over Time ▪ Reports sent to Everyone ▪ Work Smarter, Not Harder ▪ Connected Workforce & Closed Loop ▪ Weekly Check-Ins ▪ Set Custom Time for Delivery ▪ Automate Rotating Future Messages ▪ Smart Alerts to Remind Who Isn’t Responding ▪ Send by Email or Through the App Develop Teams Using Technology Employee Feedback to Act On
  35. 35. Setup
  36. 36. Respond Inline Surveys Mobile Optimized
  37. 37. Share Real Time metrics Communication of progress
  38. 38. Analytics
  39. 39. QUESTIONS? 1 (800) 326-5570 E-mail: sales-team@surveyanalytics.com Online Inquiries: www.surveyanaltics.com/contact

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