11 EXP GROUP

THE THE WELCOMEWELCOME DEATHDEATH OF OF EMPLOYEE SURVEYSEMPLOYEE SURVEYS

EXP GROUP 22

Organization Effectiveness Organization Effectiveness / / Change Mgmt:Change Mgmt: Art + Art + ScienceScience

Change Management Model

Business Vision/Strategy

Organization Structure / Leadership

Business ProcessReengineering

Align OrganizationSystems

EXP GROUP 33

OBJECTIVE: OBJECTIVE: CREATE HIGH CREATE HIGH PERFORMANCE ORGANIZATION PERFORMANCE ORGANIZATION CULTURECULTURE

FORMAL SYSTEMSFORMAL SYSTEMS

Strategy/objectivesStrategy/objectives

Structure/leadershipStructure/leadership

Policies/proceduresPolicies/procedures

Business processesBusiness processes

Performance Mgmt.Performance Mgmt.

TechnologyTechnology

ProductsProducts

Financial resourcesFinancial resources

Reward/recognitionReward/recognition

INFORMAL SYSTEMSValues/beliefsValues/beliefsPerceptions, Perceptions, feelingsfeelingsNorms, behavioursNorms, behavioursInformal leadersInformal leaders

Output: Prevailing patterns of values, beliefs, behaviours, norms throughout organization

EXP GROUP 44

OPINION SURVEYS… TYPICAL OPINION SURVEYS… TYPICAL QUESTIONSQUESTIONS

• Think of an organization where you’ve worked… Think of an organization where you’ve worked… Ineffective, frustrating Supervisor/ManagerIneffective, frustrating Supervisor/Manager

• To what extent is your company doing what it To what extent is your company doing what it takes to motivate employees to do great work?takes to motivate employees to do great work?

• Scale of 1 to 6 … 1 = To a great extentScale of 1 to 6 … 1 = To a great extent 6 = To no extent 6 = To no extent

• People in this organization believe that jobs People in this organization believe that jobs should be engagingshould be engaging

EXP GROUP 55

So… What’s wrong with Opinion So… What’s wrong with Opinion Surveys?Surveys?• Static... Written… no ability for people to Static... Written… no ability for people to

engage in dialogue & feel heard, or be engage in dialogue & feel heard, or be involved in process of creating solutionsinvolved in process of creating solutions

• No ability to probe, question, clarify, No ability to probe, question, clarify, determine real issues from irritants/noisedetermine real issues from irritants/noise

• Yields huge amount of data… difficult to Yields huge amount of data… difficult to interpret, prioritize, and action… just interpret, prioritize, and action… just because it’s an issue, may not mean sr. because it’s an issue, may not mean sr. team feels it’s important and requires a team feels it’s important and requires a responseresponse

• Not as effective in creating/sustaining senior Not as effective in creating/sustaining senior management buy-in… data is sterile… senior management buy-in… data is sterile… senior managers not necessarily “shaken up”managers not necessarily “shaken up”

• Major expectations raised… can do more Major expectations raised… can do more harm than good if management doesn’t take harm than good if management doesn’t take action action

EXP GROUP 66

So… What’s wrong with Opinion So… What’s wrong with Opinion Surveys?Surveys?• Ideal culture elements may not have Ideal culture elements may not have

been articulated by senior team… been articulated by senior team… therefore:therefore:

• Difficult to determine gaps between Difficult to determine gaps between articulated ideal culture and actual articulated ideal culture and actual resultsresults

• People’s + - perceptions of supervisor or People’s + - perceptions of supervisor or past event may overly influence results… past event may overly influence results… difficult to interpret with written one-way difficult to interpret with written one-way feedbackfeedback

• No flexibility to listen to employee “hot No flexibility to listen to employee “hot buttons” and diverge from questionsbuttons” and diverge from questions

• Little ability for employees to elaborateLittle ability for employees to elaborate

EXP GROUP 77

FUNNELLING FUNNELLING METHODOLOGYMETHODOLOGY

• Start with open-ended interviews of senior team Start with open-ended interviews of senior team members to determine business needs and members to determine business needs and presence of relevant High Performance Culture presence of relevant High Performance Culture factors factors

• Focus Groups… custom-designed, based on Focus Groups… custom-designed, based on Appreciative Inquiry & High Performance Team Appreciative Inquiry & High Performance Team Culture conceptual framework, and senior Culture conceptual framework, and senior results… sensitive to uniqueness of issues and results… sensitive to uniqueness of issues and organization culture organization culture

• Pilot questions to ensure common understanding… Pilot questions to ensure common understanding… run pilot with representative first group… modify run pilot with representative first group… modify questions further… use variety of questions… questions further… use variety of questions… open-ended, closed, quantitative, low & high risk open-ended, closed, quantitative, low & high risk

EXP GROUP 88

FUNNELLING FUNNELLING METHODOLOGYMETHODOLOGY

• Determine level of participation… usually Determine level of participation… usually representative cross-section… but give thought to representative cross-section… but give thought to inclusion of “chronic problem employees”inclusion of “chronic problem employees”

• Provide reassurance re: confidentiality and Provide reassurance re: confidentiality and promises re: no retribution… explain Goals, promises re: no retribution… explain Goals, Process, Ground Rules Process, Ground Rules

• Engage Assistant to write down feedback… allow Engage Assistant to write down feedback… allow Facilitator to focus on groupFacilitator to focus on group

EXP GROUP 99

QUALITATIVEQUALITATIVE + + QUANTITATIVEQUANTITATIVE “DATA”/ PERCEPTIONS“DATA”/ PERCEPTIONS• BriefBrief custom quantitative survey based on High custom quantitative survey based on High

Performance Team Culture conceptual framework… can Performance Team Culture conceptual framework… can do at same time as focus groupsdo at same time as focus groups

• Funneling continues… take key themes… further prioritize Funneling continues… take key themes… further prioritize & validate quantitatively on wider basis with larger pop’n& validate quantitatively on wider basis with larger pop’n

• Goal: to deliver compelling feedback re: people’s Goal: to deliver compelling feedback re: people’s common perceptions that senior managers cannot ignore common perceptions that senior managers cannot ignore

• Qualitative: shows the intensity of and depth & breadth Qualitative: shows the intensity of and depth & breadth of feelings/issuesof feelings/issues

• Quantitative: demonstrates number of people who have Quantitative: demonstrates number of people who have same issues… validation of themes & issuessame issues… validation of themes & issues

EXP GROUP 1010

PRESENTATION TO SENIOR PRESENTATION TO SENIOR TEAMTEAM

• Create report with summarized data + preliminary Create report with summarized data + preliminary recommendations togetherrecommendations together

• Use anonymous quotes that represent key themes to Use anonymous quotes that represent key themes to support presentation to execssupport presentation to execs

• Keep senior team in loop all way through… prepare them Keep senior team in loop all way through… prepare them for tone of feedback… develop and maintain buy-infor tone of feedback… develop and maintain buy-in

• Present to execs/senior team… ensure team does not Present to execs/senior team… ensure team does not discount data… build commitment to action… plan next discount data… build commitment to action… plan next stepssteps

• Agree on process for joint Action-PlanningAgree on process for joint Action-Planning

• Feedback results & next steps to staff… senior manager(s) Feedback results & next steps to staff… senior manager(s) to respond… thank staff for feedbackto respond… thank staff for feedback

EXP GROUP 1111

HIGH PERFORMANCE CULTUREHIGH PERFORMANCE CULTUREDesign questions around High Performance Culture attributes

Vision/Business Vision/Business Strategy/focusStrategy/focus

Shared Purpose & Buy-in Shared Purpose & Buy-in

Org. Structure Design – Org. Structure Design – Cross-Functional Cross-Functional CollaborationCollaboration

Management / Management / Measurement of Measurement of Work Processes Work Processes

Consistent Consistent Leadership/ModelingLeadership/Modeling

Design & Alignment of Design & Alignment of formal systemsformal systems

Talent Management & Talent Management & FitFit

Internal/External Internal/External Customer Satisfaction Customer Satisfaction & & MetricsMetrics

Interpersonal Process Interpersonal Process EffectivenessEffectiveness

EXP GROUP 1212

ACTION-ACTION-PLANNINGPLANNING• Custom designed based on nature of issuesCustom designed based on nature of issues

• A) “Workout” type process with cross-functional A) “Workout” type process with cross-functional group focusing on resolving key issue in 2 - 3 days. group focusing on resolving key issue in 2 - 3 days. For other few top issues & quick wins, assign For other few top issues & quick wins, assign teamsteams

• Identify the Identify the critical fewcritical few key systems that will bring key systems that will bring about desired changeabout desired change

• B) Team Development/Effectiveness WorkshopB) Team Development/Effectiveness Workshop

• Troops see tangible, relatively expedient results on Troops see tangible, relatively expedient results on key issues… whole process shapes expectations & key issues… whole process shapes expectations & enables action-taking on prioritized outcomes enables action-taking on prioritized outcomes

EXP GROUP 1313

BENEFITS OF BENEFITS OF METHODOLOGYMETHODOLOGY

• Allows for probing, clarification, listening to Allows for probing, clarification, listening to intensity of feelings… people vent, feel intensity of feelings… people vent, feel heardheard

• Groups participate in Prioritization of Groups participate in Prioritization of

issues… begin to engage people in possible issues… begin to engage people in possible solutionssolutions

• Flexible process allows consultant to adapt Flexible process allows consultant to adapt & respond to unique feedback& respond to unique feedback

• Allows for clarification & elaboration… even Allows for clarification & elaboration… even the best written questions can mean the best written questions can mean different things to different people different things to different people

EXP GROUP 1414

BENEFITS OF BENEFITS OF METHODOLOGYMETHODOLOGY

• Process is an Intervention that commences Process is an Intervention that commences trust-building, dialogue & joint problem-trust-building, dialogue & joint problem-solving solving

• Experienced consultant… neutral… not part Experienced consultant… neutral… not part of “power structure”… like medical doctor of “power structure”… like medical doctor conducting diagnosis… narrowing in on conducting diagnosis… narrowing in on core root cause issues that interfere with core root cause issues that interfere with organization effectiveness… already organization effectiveness… already starting to design solutions, possible starting to design solutions, possible interventions in back of mindinterventions in back of mind

EXP GROUP 1515

BENEFITS OF BENEFITS OF METHODOLOGYMETHODOLOGY

• People engaged throughoutPeople engaged throughout• Custom process… HR Manager heavily Custom process… HR Manager heavily

involved in design, managing of process, involved in design, managing of process, developing buy-in, interpreting data, developing buy-in, interpreting data, planning next steps working in partnership planning next steps working in partnership with Consultantwith Consultant

• Action Research model using proven Action Research model using proven principles of Change Managementprinciples of Change Management

• Consultant presents to senior management… Consultant presents to senior management… avoids “shoot the messenger” and “a avoids “shoot the messenger” and “a prophet is not accepted in his/her own land”prophet is not accepted in his/her own land”

• Process of gathering data and creating Process of gathering data and creating solutions seamless vs. 2 separate processes solutions seamless vs. 2 separate processes otherwiseotherwise

EXP GROUP 1616

COMPETITIVE COMPETITIVE ADVANTAGEADVANTAGE

The alignment and fit of all the parts The alignment and fit of all the parts working effectively together creates true working effectively together creates true synergy and competitive advantage.synergy and competitive advantage.

EXP GROUP 1717

Helen Oosterholt has spent over 25 years working in the area of Human Capital development and Organization Effectiveness, leading extensive business transformations in a variety of leading businesses and across broad industries.

As the Managing Partner of EXP Group, she heads up a network of highly qualified associates specializing in the design and delivery of innovative business solutions that genuinely enhance individual, team and collective organization performance.

Her past successes as full-time or outsourced Vice-President, Human Resources for George Weston Limited, The Thomson Corporation, Cymat Corp., SMTC Manufacturing and Kohl and Frisch, with direct operating accountability in tough, turnaround situations, combined with her internal and external management consulting background, have demonstrated her abilities as a pragmatic business coach and leader.

Helen’s methodologies include expert organization diagnosis, and the design and development of the critical few human capital systems and processes that yield collective business improvements most expediently and effectively. Her use of Change Management tools and techniques underlies her interventions as a means of involving business members in the creation of customized business solutions that minimize resistance.

Helen has a Masters degree specializing in Organization Development and Effectiveness and has also been a guest speaker at the Ontario Society for Training and Development, the National Society for Performance and Instruction, the Human Resource Professionals of York Region, and the Canadian Management Centre. 150 York Street, Suite

1010, Toronto, On. M5H 3S5Ph: 416-985-2654h.oosterholt@expgoc.com

ABOUT EXP GROUPABOUT EXP GROUP