employee engagement: measure to succeed webinar

If You Can’t Measure It, You Can’t Improve It

Thursday, March 5, 2015 www.surveyanalytics.com

Welcome to the webinar:

SAL FALLETTAEVP & MD, Organizational

Intelligence Institute

NEAL BONDYEx-Chairman, SHRM

VIVEK BHASKARANFounder of Survey Analytics

INTRODUCTIONS

AGENDA

✓ Employee Surveys and How They Have Changed

✓ Survey Myths and Madness

✓ The New Approach

✓ Question and Answer Session

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

02/13/03 Organizational Climate.ppt 1


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


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.

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?



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.




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.




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.


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


Employee Engagement – Myths, Madness, Models and More…

Dr. Salvatore V. Falletta EVP & Managing Director

[email protected]

Q  EMPLOYEE SURVEYS AND HOW THEY CHANGED OVERTIME

Q  THE MYTHS (AND MADNESS) OF EMPLOYEE ENGAGEMENT SURVEYS

Q  ORGANIZATIONAL INTELLIGENCE SURVEYS

THE MYTHS (AND MADNESS) OF EMPLOYEE ENGAGEMENT SURVEYS

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!

MYTH # 1: EMPLOYEE ENGAGEMENT GOES BEYOND EMPLOYEE SATISFACTION, MOTIVATION, AND COMMITMENT

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)

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

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.

MYTH # 2: THE MORE EMPLOYEE ENGAGEMENT, THE BETTER!

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”

MYTH # 3: MEASURING AND FOCUSING ON EMPLOYEE ENGAGEMENT ALONE IS THE END GOAL

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

MYTH # 4: THE USUAL SUSPECTS DRIVE EMPLOYEE ENGAGEMENT

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)

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)

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…

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.

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

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

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

To learn more about the Organizational Intelligence Institute – a Skyline Group Company, please visit:

WWW.OI-INSTITUTE.COM

Contact Sal Falletta for more information: [email protected]

A NEW APPROACH TO LEVERAGING TECHNOLOGY

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Develop Teams Using Technology

Employee Feedback to Act On

Respond

Inline Surveys

Mobile Optimized

Share

Real Time metrics Communication of progress

Analytics

QUESTIONS?

1 (800) 326-5570

E-mail:[email protected]

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employee engagement: measure to succeed webinar

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