questback "employee engagement is evolving - are you?"

3 Employee engagement is evolving – are you?

Rob Moss!Editor!

Personnel Today!

Luke Talbot!Product Manager!

QuestBack!

Paul Barnes!Managing Director!

QuestBack!

Francis Goss!Commercial Director!

Grass Roots!

TABLE OF CONTENTS

Millenials and Digital Natives 01 Annual Engagement Isn’t Enough 02 The Business Driver 03

1980-2000 (ISH)

DIGITAL NATIVES •  Born into it

•  Comfortable with all channels

DIGITAL IMMIGRANTS •  Crossed the chasm

•  Forced into digital channels

DIGITAL VOYEURS •  Recognise shift to digital •  Not ready to be active yet

DIGITAL HOLDOUTS •  Resist shift to digital •  Ignoring the impact

DIGITAL DISENGAGED •  Understand digital •  Avoid engagement

•  Often for privacy reasons

“1. Anything that is in the world when you’re born is normal and ordinary and is just a natural part of the way the world works. 2. Anything that's invented between when you’re fifteen and thirty-five is new and exciting and revolutionary and you can probably get a career in it. 3. Anything invented after you're thirty-five is against the natural order of things.”

- Douglas Adams

2014: 30%

2025: 75%

2020: 50%

TECH SAVVY AND INNOVATIVE EXPECT MEANINGFUL WORK CRAVE FEEDBACK

78% SAY INNOVATION INFLUENCES EMPLOYER

CHOICE

50% WOULD RATHER HAVE NO JOB THAN ONE THEY

MILLENNIALS NEED FEEDBACK UP TO 4 TIMES A WEEK

4 per week

“Especially if you're a Boomer, take the amount of feedback you would want, and then double it. Then double it again, and you'll meet the Millennials halfway”

- Haydn Shaw, Huff Post Business 2014

THE ANNUAL EMPLOYEE SURVEY IS NO LONGER ENOUGH…!

“Am I supposed to work as well or just give feedback to Millennials?”

- Baby Boomer, 2014

§  You only ask them once a year §  ‘Engagement’ is measured

using specific questions that aren’t tailored to your business

§  Asking without acting can be worse than doing nothing at all…

What are the issues?

2 How to get ahead…

Employees evaluated on the level of happiness

Employees take early, proactive actions and deliver with high exe-cution speed on strategy

Employees aligned to strategy able to respond to opportunities and threats in an agile way

Employees evaluated along engagement model with defined follow ups

SATISFIED Tactical driven

ENGAGED Response driven

MOBILIZED Insight driven

AHEAD Foresight driven

Tactical surveys

Calendar driven surveys. Rigid, abstract and somewhat removed from real world.

More frequent, context specific, shorter feedback for meaningful, action-able insights along the year. Own the data, as it is business context specific.

Unified employee and customer feedback linked to business outcomes. Foresight oriented analysis

Minimum for Millennials

E SHIFT

2 The corporate feedback lifecycle

Added value

# of Talent

Attraction Recruitment Engagement & mobilization

Target group

Candidates Employees

Talent win back Retention

High performers

WHAT IS DRIVING THIS?

2 …the CEO agenda

Financial Times, 2014 1020 CEOs, presidents and chairmen interviewed

Thank you For more information, please contact

luke.Talbot@questback.com

+44 7825 755 577

lat297

@theluketalbot

Rob Moss!Editor!

Personnel Today!

QuestBack!

Grass Roots!

2 4 Enablers of Engagement

1.  A clear Strategic Narrative which links organisation purpose and goals to an individual job

2.  Engaging Managers who treat staff as people and give them opportunities to develop

3.  Employee Voice is listened to and acted on across the organisation

4.  Organisational Integrity - alignment of organisational values and behaviours

2 Transactional v. Transformational Engagement

2 Transactional or Transformational Barometer…

1.  Is employee engagement seen as the responsibility of an engagement team, Head of Engagement or HR?

2.  How often do you give your employees an opportunity to feedback on their experience as employees?

3.  Is there a culture of open, honest 360 degree feedback?

4.  Are line managers given the tools to act on the feedback?

Rob Moss!Editor!

Personnel Today!

QuestBack!

Grass Roots!

A fresh approach to engagement

2 BY WAY OF BACKGROUND

Not someone else’s questions but ones that are important to us in our business.

A chance to give real views not just numbers.

An approach with less focus on the score.

Something different to keep action planning fresh.

o  After 7 years, there were no more great leaps to be made.

o  We had concerns over focus on “the score” versus tangible business benefits.

o  Generic questions – tend to be based on general research across multiple sectors and business sizes to determine a “magic formula” of what drives performance in organisations – something in reality difficult to prove. (e.g. no customer questions).

o  We wanted a practical action-oriented survey that, while based around classic proven engagement drivers, would energise our people around our own business improvement priorities rather than generic questions.

o  So we developed YOURSAY.

THE QUEST FOR SOMETHING NEW

1.  Encourages verbatim comments to give us richer insight than pure “score focus”, and to ensure greater authenticity.

2.  Emphasis on authentic views to facilitate adult-to-adult conversations – (1) sentiment sliders not scores (2) real language (3) larger team size reports (4) comms emphasizing real views (5) leader accountability for delivering improvement SMART goals, not the “score”.

3.  Teams get feedback reports much quicker so we expect this will inject a new energy into action planning. Teams guided to put their key action plan into team SMART goals in online performance journals to ensure improvement actions really happen.

4.  Country/region-level insight reports a few weeks later allowing for organisational level actions on key themes.

5.  Businesses can use survey tool anytime.

5 BENEFITS

With your mouse you can move the slider up and down along the scale depending on how you feel about the question

THE “SLIDERS”

THE “SHOUT OUTS”

Q1. The leaders in my part of our company regularly update us on our overall business direction and plans.

Q2. I'm convinced our leaders are taking the right steps to make us the best insurer in our market.

Q3. When our leaders say something is important for our business to succeed, they also show this through their own personal actions.

Q4. In our team, everyone is really clear on our goals and plans.

Q5. I can see a direct link between my own goals and our business' overall direction and plans.

Q6. Whenever we work with other teams or business areas everyone is really clear on who is doing what, and it always goes really smoothly.

Discuss with your leader what strategy and plans are most relevant to you. For example if you work in Canada in a claims role do you know what Rowan Saunders is saying about the Canadian strategy and most importantly do you know what the focuses are in your department?

Are the people that run your business great role models? For example if your leaders are saying that a focus on customer is important – do they show this by their actions too?

Can you see a link between what your CEO and senior leaders say is the focus of your business and what you actually do every day?

Where does your team rely on others to deliver results? Where do you hand off work to other departments? Is this really well coordinated, or do things fall through gaps?

FOCUS YOURSAY Questions explained

•  "I completed mine this morning and thought it was an excellent way to capture how we are doing. well done to all involved. adding real comments behind your "scores" means that it's easier to action plan and address."

•  "More relevant company orientated questions, less fluffy questions and generally a great opportunity to shout out any improvements and also positive shout outs to feedback to the company as well, therefore, whatever the outcome of the survey, it will be meaningful and relevant to what we need to achieve in the long run. It was a good open talk this morning. Very pleased."

•  “…..Just done mine and so much better than GES...thank you!!!!"

•  "Completed my survey this morning on Chrome - all went through fine. Have to admit I was a bit put off by the first question 'How are you feeling today?' It made my heart sink a bit as I was really hoping this wasn't the level of questions we were going to be asked. But once I got into the survey, the questions were more of what I was expecting and gave me ample opportunity to add comments. I'll look forward to the results!"

YOURSAY DAY 1 FEEDBACK

2 YOURSAY reports PRIORITISE 2

Some numbers (NPS)

Summary of sentiment sliders

Shout-outs, by category

•  Read through the report

•  Make notes on your reflections

2. Share your report

1. Download your report

•  Send it to your team

•  Book in an “action planning session” to discuss it with them

•  Give them time to read it

3. Get together with your team

•  Discuss and agree what key themes are emerging

•  Prioritise them – both problems to address and strengths to build on!

….and over one or two sessions:

•  Plan what you’re going to work on, developing clear actions to solve them

•  Turn your actions into 2-3 SMART goals and something you’d like to “Shout Up” to senior leaders

4. Follow it up

•  Agree which team members will need to have which SMART goals

•  Update your team on progress you’re making – and encourage them to do the same!

•  Regularly review progress in team meetings, 1:1s

5. Shout Up!

•  Let our top leaders know what your team can’t do by itself

•  Help our Exec team agree the SMART goals they’ll take forward for the whole business

ACTION PLANNING

Yammer conversations with senior leaders

Local pulse tool that all businesses can use when they wish at any time

Open challenge town halls and presentations

Workshops to develop actions for issues raised with YOURSAY

EXAMPLES OF YOURSAY GOALS

2 SO FAR SO GOOD

Thank you For more information, please contact

paul.barnes@questback.com

0207 403 3900

Rob Moss!Editor!

Personnel Today!

QuestBack!

Grass Roots!

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