the hard part of employee surveys: creating meaningful change

The Hard Part of Employee Surveys: Creating Meaningful Change

August 29, 2013, 2:30-3:45

Scott M. Brooks, Ph.D.Partner and VPOrgVitality

Fran Sincere, SPHRPresidentSincere Consulting

2© 2013 OrgVitality, Sincere Consulting Sincere Consulting

Presentation Introduction

What This Presentation is About It’s Not About

The essentials of an effective survey Survey Administration: How to conduct a survey

How to position employee surveys for strategic value to your organization; defining what change fits the needs of the organization

How to develop survey items;

Key design decisions which are based in science, that promote survey impact and improvements in your organization

How to improve survey response rates

Techniques to involve leadership to maximize strategic relevance of employee surveys; and become a tool executives want to use

How to analyze or present survey data

Fundamental “assignments” for who creates action plans in organizations

How to communicate survey results

The Who, How and When of follow-up to create the accountabilities that ensure impact

How to do action planning


The Presenters

Scott Brooks, Ph.D.

Fran Sincere, MSIR, SPHR

President, Sincere Consulting40 Years as HR Executive

Kaiser Permanente Executive Champion of Employee Surveys Consults with organizations such as Colorado Department of

Human Services, Department of Personnel Administration

OrgVitality Partner and VPPh.D. in Organizational Psychology20 years of consulting experienceConsulted with dozens of organizations such as: Caterpillar, Goodwill, Google, Limited Brands, MGM Resorts, Save the Children, Starwood, and Wells Fargo


What Does the List Below Describe?

Instill strong initial commitment to make a change Focus on realistic goals with measurable results Write a specific action plan Make the goals public—declare your resolution Have coping strategies to deal with problems Use social support; the buddy-system really works Get started immediately Reward success

Answer: Advice from the science of keepingNew Year’s Resolutions


What is an “Employee Survey”?


What is an “Employee Survey”?

While there is fact finding and analysis, ultimately, goal is to do something different….

• Opportunity to focus the organization on a topic

• Orchestrated, structured conversations

• “New Year’s resolutions” for self-improvement

Big Purpose = Change


Survey Process Overview

StrategyArticulate Purpose

InsightCollect Data,

Share Results

ActionCreate Change

Creating sustainable change is based on three components:

1. Strategy – defining what change fits the needs of the organization

2. Insight – evidence-based information to characterize the situation

3. Action – efforts to make change


Top Challenges with Creating Change

“%” refers to percentage each category was cited as a top challenge. Data based on survey of major employee survey consortium members, and reported in Wiley & Brooks (2010), Conference of the Society for Industrial and Organizational Psychology.

Framed differently, what will derail the process?

Set-

Up

Impl

emen

tatio

n

Content Category Category Description %

Accountability Holding organizational members responsible for their role in the metrics program; ownership and clarity of assignment 12

Resources Especially time (given the other demands of manager’s job), but other resources as well: training, technical, financial 12

Importance Management (especially executive management) attention to and support for metrics 12

Execution Following through with metrics program and action planning; maintaining momentum 9

Tracking Action Tracking action and monitoring change 8

Prioritization Focusing follow-up, often through identification of root causes, yet avoiding analysis paralysis 8


Creating Change Requires a Plan

Success in ACTION depends upon:

– What the survey is supposed to accomplish and Why managers and executives care?

– Who gets an assignment and is responsible?– How the process will be supported?– When are things supposed to happen?

These become the elements of the change management plan.


What is survey is supposed to accomplish?

Why should executives and managers care?


Some Assumptions

1. Purpose of surveys is to create change

2. “Pick something, dear manager, do your best” approach sub-optimizes survey opportunity

3. Surveys are not strategic if:• Do not influence leader behavior• Do not extend leadership reach• Is not of interest to leadership


Focusing Survey Objectives

If an executive could snap his/her fingers and have everyone focused on improving one thing, what would it be?


Case Study: Challenges for Company ABC

PRIMARY• Developing/finding the next generation of growth

– Slowing growth due to market saturation/competition– New product lines, customer segments to drive future

RELATED• Deeper relationships with existing customers• Pace/capacity for innovation• Scalability – tension of growth vs. profitability• Talent to execute in future


Survey Objectives for Company ABC

• Support organizational strategy:– Enhance future

customer loyalty– Enable rapid, scalable

growth in mature businesses

– Foster innovation to create the businesses that will drive success

– Build, maintain employee engagement to fuel these directions

• Build discipline of listening, responding to employee input– Inform Executive Committee

to make better decisions, champion productive, energizing work environment

– Enable managers to create, execute impactful action plan

– Provide tools for HR Generalists to support managers in survey follow-up, and design centralized HR processes

Challenges define survey content

Process needs imply roll-out decisions


Employees are valid observers.Don’t just scrutinize them, ask what they see

Employee Surveys Not Just About Employees


Best Predictors of “X” Often Include “X”

Survey Item Relation to Cust Sat

Overall, our customers are satisfied .44

Customer problems corrected quickly .32

Measure progress in customer service/quality .31

Get feedback from external customers .29

Recognized for serving customers well .32

Average .34

Customer-Centric Predictors

All significant @ p .01

Employee-Centric Predictors

None significant @ p .05

Item Relation to Cust Sat

Rate overall org satisfaction .17

I like the kind of work I do .12

Not seriously considering leaving .11

Rate overall job satisfaction .09

I feel valued as an employee .08

Average .11

Survey Item Predictors of Customer Satisfaction

Wiley, Brooks & Lundby (2006). Put Your Employees on the Other Side of the Microscope. Human Resource Planning, 29(2), 15-21.


Best Predictors of “X” Often Include “X”

Survey Item

Overall, our customers are satisfied

Customer problems corrected quickly

Measure progress in customer service/quality

Get feedback from external customers

Recognized for serving customers well

Performance-Centric Predictors

Principles apply beyond customer satisfaction

Overall, we work in a safe environment.

Safety problems corrected quickly .

Measure progress in safety

Get feedback regarding safety

Recognized and supported for adhering safety standards

• Point is to illustrate, not force safety items into customer framework• Can apply to quality, innovation, employee turnover, ethics, etc.


Design: How You Get Where You’re Going

Engagement is the Fuel – there is no power without it

Sometimes, surveys may also measure steering, airbags, or GPS navigation

Value creation is the Engine – it gets things done (examples: Customer Focus, Innovation Climate, Quality Processes)


Who gets assignments and is responsible?


Driving Change: “Who” Gets Assignments?

Leadership

HR/Centralized Staff

Line Managers

Not all report recipients have the same “assignment,” so shouldn’t get same support

• Need: support larger system• Reporting: topline messages,

system views supporting ability to understand, lead

• Need: support internal clients, HR/centralized strategies

• Reporting: “Bird’s Eye” views to zero in on questions

• Need: support local action planning

• Reporting: streamlined, guided information to fit routines, drive local dialog


Executive Assignment

Tasks that cannot be delegated

• Establish, communicate strategic context• Participate in prioritization, goal setting• Allocate resources• Create commitment, accountability• Reward, recognize improvement efforts• Monitor progress


Leadership Action Snippets

• A CEO got list of actions managers were supposed to start on any given day. He called to say:“Jane, I see you are supposed to start doing this today, is there something I can do to help this get done?”

• Another said:“Ninety days from this presentation, I expect each of you to formally present priority areas and action to-date.”

• On a “Blitz Day,” one organization sent leaders to meet every employee who came to work, hand out a piece of candy and a card that read: “Think of one idea to improve service and discuss with your work group.”


Manager’s Assignment?


1. LearnUnderstand report to get most important lessons well

enough to prepare for Step 2.

Line Manager’s Assignment: Example

2. Focus-Discuss-RefocusFOCUS: Identify potential priorities.

DISCUSS: Present results to work group, focus on priorities.REFOCUS: Based on discussion, confirm 1-2 priorities. Discuss why priority results are the way they are. Begin brainstorming solutions. Coordinate with your manager, HR.

3. ActContinue brainstorming and convert discussion into action

items. Implement and reinforce/track progress.


How will the process be supported?


HR’s Support Role: “Personal Trainer”

• Cannot exercise for managers

• But can be a…– Guide– Trusted advisor– Motivator– Goal-setter– Facilitator

• Help executives and managers live up to own good intentions


Define HR “Personal Trainer” Support Role

Motivation Guidance Enablement Tracking

• Connect to business need

• Foster accountabilities

• Make progress public

• Remind managers of commitments

• Assign owners• Link to

performance appraisals

• Help focus on priorities

• Provide interpretation support

• Ask consultative questions

• Coach regarding the process

• Facilitate meetings as needed

• Share success stories

• Incorporate action into existing work plans

• Help establish goals for action

• Identify milestones

• Schedule touch-bases

• Work updates into existing staff meetings

• Involve higher-level managers to recognize progress

Examples of HR support in each category

HR staff, systems may need preparation to fulfill role.


Support Organizational Change!

What Are We Trying to Do?

Specifically…

• Motivate: Inspire to change

• Guide: Focus action plan to change

• Enable: Enhance ability to execute change

• Track: Provide measure of change

These support the organization’s disciplines of:1. listening, responding to employees

2. evidence-based management


Action Support Grid—the “How” to Support

“Who” Assignments

Motivation Guidance Enablement Tracking

ExecutivesDemonstrated business case

Special analyses, facilitated prioritization

Assigned HR coach

Balanced scorecard

Line ManagersAccountability systems

Instructive reporting

Training from HR, coaching

Form e-submitted to manager

Centralized groups

Functional responsibility

Specialized reporting, analyses

Goal-directed support

Program evaluation

HR SupportOpportunity to support partners

Train-the-trainerInternal, external consultants

Organization-wide action plan tracking

Supporting surveys means supporting these 4 elements of action planning assignments. You don’t need to fill in all cells, but you do need to think about each one.

Example Support (“How”) Activities


Three Components of Accountability

• Clear goals – Based on crisp assignment– Acknowledged and embraced

• Measurement/tracking – Relevant to all follow-up

segments– Known and visible

• Perceived consequences– Intrinsic value– Visible reporting– Rewards

A quick note on a big topic


When are things supposed to happen?


Rhythm: The Big Picture of “When”

January: Executive

Presentation

March: High Potential Analysis

May: Action Implementation

Review

July: Pulse Survey Review

Sept: Strategic Planning

November: Linkage

Research Presentation

Example of Survey-Based Cycle of

Executive Touch-Points

Creating successful rhythms develops the organization’s discipline of listening and responding to itself


Driving Change: “When” Timeline Example

Executive Efforts HR/Centralized Efforts Line Manager Efforts

HIGH-LEVEL RESULTS RELEASE (Week 1)

• Exec presentation

• Prioritization

• Training • Birds-eye view reporting • Newsletter prep

• Briefing

FEEDBACK/ CLARIFICATION

(Weeks 2-3)

• CEO update • Executive

sponsors charter Task Teams

• HR 1/1s with leaders • Triage any critical issues • Communication roll-out

• Focus groups to clarify priorities

• HR facilitates best practice forums

• Newsletter release

• “Assignment” and reports delivered

• Local feedback begun

• Local priorities selected

• Local dialog on organization-wide and local priorities


Reinforce Value of Participation

There is practical value to participating in rhythmic, organization-wide survey process

– New Year’s resolutions 10 times more likely to succeed than resolutions at other times of year

– Social support around New Year’s makes the difference– Surveys provide comparable social support for

organizational improvement


Case Study from Kaiser Permanente

Mission of the People Survey Resource Network (PSRN): Promote leaders’ understanding of Kaiser Permanente’s work environment and its effect on business outcomes and guide them in taking action to address work place and people issues. ~1993

Major steps evolved over 8 years and are ongoing today: 1. Identify common items among nine business units (regions) measuring aspects

of not only engagement and commitment, but also getting work done2. Find a link between what employees see as important in their work life and

operational outcomes, i.e., patient and customer satisfaction3. Engage all senior leadership in operations and HR in understanding linkage4. Compelling linkage information led to use of numerous timely metrics and

indices to monitor progress on strategic initiatives5. Incorporate these metrics in business unit performance assessments6. Modify and improve relevance of employees survey metrics as strategy evolves

across enterprise to assure Kaiser Permanente prominence in each market


KP Indices Monitor Strategic Priorities

Indices created to measure impact of organizational initiatives, or to provide overview information for target-setting purposes

Examples include:– People Index-- 23 items created to measure commitment, predict customer service.– People Pulse Care Experience Index-- 10 items that measure the drivers of a satisfying

care experience. Teams with high marks are better equipped to provide care and service to their internal and external customers.

– Play-to-Win Index -- 8 items that speak to the “spirit” of the PTW culture, and is to be used for tracking and trending purposes (and not to evaluate the PTW program).

– LMP sub score- 13 items that the Labor Management Partnership Metrics team chose to assess the work environment as it relates to the LMP goals.

– Other Indices used less frequently or by specific groups• Customer Service sub score• Commitment sub score• MDQR (Medical Director Quality Review) score• INQIP (Inpatient Quality Indicator Program) score (used by Northern and Southern

California only)


A Surprised Finding: KFHP Employee Turnover Rate1, 1990-2002 and the People Pulse Care Experience Index

1) KFHP Employee Turnover Rates, for Benefit-eligible staff, Biannual Human Resources Report, 1991, 1993-2001 *annualized for first 6 months of 2002


Remember: Begin with Business Need

StrategySample Business Need

InsightSurvey Dimension(s) Deserving Attention*

ActionSample Response

Invent the future Innovation Improve creativity, idea sharing, knowledge mgmt

Maintain, improve customer loyalty

Customer Focus Monitor and enhance service systems, recovery procedures

Prepare for dramatic growth (i.e., scalability)

Training, Work Process Improve ways new employees are brought up-to-speed, clarify processes

Prepare for major organizational change

Change Management Increase agility, streamline communication channels, build and “bank” trust

Keep key talent or generally add fuel to efforts

Employee Engagement (and its drivers)

Improve employees’ personal vision of future with company

* Research has linked these business needs directly to the items in these survey dimensions.


The Organizational Change Checklist

Create the plan even before survey is fielded

• What/Why Articulate objectives Design relevant survey

• Who Assignments defined and accepted One-page Action Map socialized

• How Action Support Grid completed HR support defined, prepared

• When Timeline for action defined Annual rhythm plotted out

C-Suite/

Leadership Efforts HR/Centralized Efforts Manager/Local Efforts

HIGH-LEVEL RESULTS RELEASE (Week 1)

• Exec presentation

• Prioritization

• Training • Birds-eye view reporting

• Newsletter prep

• Briefing

FEEDBACK/ CLARIFICATION

(Weeks 2-3)

• CEO update

• Executive sponsors charter Task Teams

• HR 1/1s with leaders

• Triage any critical issues

• Communication roll-out

• Focus groups to clarify priorities

• HR facilitates best practice forums

• Newsletter release

• “Assignment” and reports delivered

• Local feedback begun

• Local priorities selected

• Local dialog on organization-wide and local priorities

ACTION-PLANNING

(Weeks 4-5)

• Exec touch-base on progress

• Execs recognize exemplar efforts to-date

• Priority Task Teams engaged

• HR research refines messages

• Diversity Council launches efforts

• HR facilitates best practices forums

• Add’l newsletter release

• Local action planning on organization-wide and local priorities

KEEPING ACTION ON-

TRACK

(Weeks 6+)

• Exec 90-day review of progress to-date

• Implement Task Team, HR Research, Diversity Council action plans

• HR facilitates best practices forums

• Add’l newsletter release

• Implement local action plans


Pair up and discuss


From the day’s discussions, what

sticks with me most is….


About OrgVitality

We help individuals and organizations thrive

Employee/Engagement Surveys Employee Assessment & Selection 360 Surveys Exit Surveys Coaching & Executive Assistance Succession Planning HR Metrics & Strategy Customer Surveys

OrgVitality offers a full range of services to address critical organizational challenges. We are experts in designing projects that are linked to strategy, generate useful insight, and drive positive action.


About Sincere Consulting

Improving Performance through HR Excellence

Organizational Improvement

Staff Engagement

HR Excellence

Sincere Consulting serves private and public sector organizations with strategic and tactical support to improve their Human Resource services and organizational performance. Consulting practice includes:

Aligning HR with the business Improving HR operations Enhancing employee engagement Executive coaching Team development Labor and employee relations Recognition program design Training assessment and talent development

• system planning and deployment


Contact Information

Scott M. Brooks, Ph.D.OrgVitality

[email protected](415) 401-5940

www.orgvitality.com

Fran Sincere, SPHR, MSIRSincere Consulting

[email protected](303) 886-3467

the hard part of employee surveys: creating meaningful change

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