Monthly Webinar Series AFTER THE EMPLOYEE ENGAGEMENT SURVEY: NOW WHAT? BEST PRACTICES IN COMMUNICATING SURVEY RESULTS AND ACTION PLANNING May 26, 2016

Topic Agenda Agenda Item Time (min) Introduction/Why the Topic? 5 2 Agenda Item Time (min) Introduction/Why the Topic? 5 Communicating Results: Starting the Conversation with Staff 10 The Importance of Focus Developing the Action Plan Making it Stick: The Action Plan as Continuous Improvement Q&A/Upcoming TalentMap Learning Sessions Liz Felso-Hébert Senior Account Manager Norm Baillie-David SVP Engagement - TalentMap

TalentMap by the Numbers 3 TalentMap by the Numbers 15 years in business 7,000+ employee engagement surveys since inception 1,000,000+ employees surveyed 500+ employee engagement surveys annually Only 1 Focus

Technology & Engineering Not-for-Profit & Association Sample Clients & Benchmark 4 Award Programs Technology & Engineering Not-for-Profit & Association Health Sciences Financial Services Other

Why the Topic? Many clients seem overwhelmed by the information presented in an employee engagement survey. Where do I start? How do we get it going? Overcoming the inertia.

The survey is done. The results are in. Now what?

The Continuous Improvement Cycle 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor Many clients seem overwhelmed by the information presented in an employee engagement survey. Where do I start? How do we get it going? Overcoming the inertia.

The Engagement Continuous Improvement Cycle 8 Copyright©2014, Talent Map. All rights reserved. 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor

Best Practice Action Planning Process Review Results Present to employees (all at once if possible or at the same time) Listening and Deep Dives Establish Engagement Employee Steering Committee Deep-Dive using Employee Focus Groups Explore issues behind the key organization-wide (APS) drivers of engagement (six priorities) Employee Driven Solution Development Action planning workshop focused on 1-3 most pressing of 6 priorities 1-2 additional drivers of specific concern may be added (if you must) Stimulate creativity through relaxed atmosphere and fun (see JumpStart Action Planning Workshop in Appendix) DO NOT Try to isolate and/or target divisions with lower engagement Get caught up in paralysis by analysis. Document Action Plan Use SMART objectives and realistic targets Timelines and accountabilities Implementation and Timelines [We’re removing this bullet, as we do have a performance measure in our business plan on engagement!] Address tendency for “paralysis by analysis”. Analysis doesn’t improve engagement. Action does.

“ Action Planning led by employees boosts employee engagement because the process itself demonstrates that the opinions of each person on the team are important. ” Source: TalentMap/Gallup

THE EMPLOYEE ENGAGEMENT STEERING COMMITTEE Little to no employee participation in action planning = FAILURE Empower employees through engagement steering committee Comprised of employees from all levels and areas of the organization: Ensure at least 1 person from senior leadership (who shouldn’t lead the committee) Avoid manager and direct report both on committee. [Is it possible to change this graphic? i.e. replace “CEO” with “DM”, and “Company” with “Organization”?] Employee won’t buy in if they’re not involved. Worse still, they’ll feel they are doing “extra work” if actions are imposed on them – defeating the entire purpose.

COMMUNICATING RESULTS : STARTING THE CONVERSATION WITH STAFF 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor

PROTECTING EMPLOYEE ANONYMITY 13 PROTECTING EMPLOYEE ANONYMITY No data or reports will be provided unless there are at least five (5) respondents.

Communicate Results: Start the Conversation 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor If possible, in-person First: Thank them Consistent Balanced Encourage participation. LISTEN. Focus Avoid moving to solutions too quickly Present results in-person as much as possible, video-teleconference is the next via Lync. Provide the opportunity for discussion. Be consistent with the message that is cascaded throughout the organization. Ensure that your message is aligned with the one from the executive team. Present a balanced picture of strengths and concerns. Encourage staff to interpret how they see themselves in the results. Listen to staff concerns (without defensiveness). Focus only on the few key issues that present the biggest opportunity for engagement impact. Most importantly, use this as an opportunity to “start the conversation” with your employees. At this point, you’re not developing solutions yet, you’re building on conversations starters in the survey. You’re answering the question: why do you feel (the way you indicated in the survey). You’re searching for root causes.

Communications Vehicles Achieve Different Objectives Use this Vehicle To Achieve this Objective Staff Meeting/Town Hall Communicate results quickly and widely to a large audience Exploration and discussion held separately Focus groups Discuss and explore issues in more depth. Explore root causes. Explore potential solutions (not active action planning) Coaching/1:1s Encourage self-awareness of an individual’s behaviours which have a detrimental impact on team engagement. Action Planning Workshop Encourage creative and focused idea development and solution-building Develop concrete action plans very quickly. Is it possible to add to the recording that these are “examples of best practices”?

1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor FOCUS

PERFORMANCE SCORES BY MAIN SURVEY ATTRIBUTES Data is rounded to the nearest whole number +/- RECO 2011* +/- TM Benchmark * Number indicates % Favourable score +2 +4 +1 +5 -1 +7 -5 -3 -2 -7 -6 +3 +8 -12 -14 -13 Most organizations want to focus on these

Focus Identify 1-3 key opportunities for improvement 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor Identify 1-3 key opportunities for improvement Resist the temptation to try and address “the worst” issue The hardest part: saying “not yet” to all the other pressures. [Added some notes in about both department and enterprise-wide plans, so that both are addressed.] Encourage audience to pick from the six priorities. Only if they feel they MUST, provide some guidance as to which drivers to focus on.

PRIORITIZING OPPORTUNITIES 19 Improving engagement should be focused on dimensions exhibiting a combination of low performance scores and strong drivers Focusing on the lower dimension scores exclusively may not fully address what is needed to target and improve engagement “Maintain: Keep doing well” “Leverage & Expand” “Medium/ Low priority” High Performance Low Weak Driver of Engagement Strong Driver of High need for improvement coupled with powerful drivers of engagement Opportunities For Improvement

OPPORTUNTIES FOR IMPROVEMENT

DEVELOPING YOUR ACTION PLAN 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor

THE RECIPE FOR ACTION PLANS THAT WORK TalentMap has assisted hundreds of organizations not only measure, but improve employee engagement. The following are the most common characteristics of successful action plans: Senior Leadership sponsorship and active support Employee involvement and extensive consultation Employee engagement “steering committee” consisting of employees from all areas and levels within the organization Focus solutions on department drivers while aligning to organization-wide engagement drivers; and avoid temptation to solve the daily frustrations, i.e. communication. Implement some actions quickly (“quick wins”) Employees champion actions. Leaders are held accountable.

THE ENGAGEMENT ACTION PLANNING WORKSHOP Creative ideas and solutions to employee engagement issues are most effectively developed in group-settings. Ideal workshop size: 20-50 participants. Don’t let the fact you have a smaller group stop you. Five components to a successful workshop (example workshop agenda and tools provided in Appendix) Establish a non-threatening and fun atmosphere Focused ideation around a limited number of engagement priorities 3-4 of the 6 priorities to develop ideas – in small groups Prioritization and evaluation to turn ideas into initiatives Clearly identify champions, accountabilities, and timelines. Document as you go. Explain “focused” ideation, i.e. that is bringing forth ideas around solving a particular problem or issue. It is not brainstorming. It is not anything that comes to mind. Any idea that addresses the issue is a good idea – or can be turned into one: “That might not work, but what if we did this….”

Action Planning Workshop Focused on Key Engagement Drivers Employee Driven Solution Development Action Planning Workshop Focused on Key Engagement Drivers Creativity Exercises: Collages Action Idea Wall 69 Action Ideas were developed in this Workshop Full-day workshop in which we use a creative ideation techniques to help employees develop a series of “action ideas” which will work to improve engagement around the key engagement drivers. Typically employees will develop 50-75 action ideas. These will be prioritized to identify the most promising ideas, which will in turn be evaluated and more fully developed. [Is it possible to split this slide into two slides? Lots of good info but small wording]

Sample “JumpStart” Action Planning Workshop Agenda Arrival 8:30 – 8:45 Welcome and Introductions Introduction and agenda Employee engagement at EIA refresher 8:45 – 9:15 A Day in the Life of Joanne <CLIENT> Employee Divergent creative exercise (using collaging) to understand the impact of engagement issues on the individual Debrief, share and laugh. 9:15 – 10:15 Health Break 10:15 – 10:30 Creating Action Ideas around Engagement Issues Divergent creative idea generation. Taskforces debrief on their issues. Present root causes and post first action ideas on wall Each table works through a theme. Post Action Ideas Cards on the “Idea Wall” 10:30 – 12:00 Lunch 12:00 – 1:00 Review Idea Wall and Prioritize “Convergence” exercise (dots) to identify those ideas which have merit and warrant further expansion, at least one idea per engagement issue 1:00 – 1:30 Evaluating High Merit Ideas Work groups select ideas in descending order of priority PPCO Exercise: Pluses, Potentials, Constraints, Overcoming Constraints 1:30 – 2:30 2:30 – 2:45 Developing Ideas into Action Plans Work groups develop ideas into action plans using Action Summary Sheets. Assign responsibilities and timelines   2:45 – 3:45 Final Thoughts and Wrap-up 3:45 – 4:00

Example Collages

EXAMPLE Action Idea cARD Name your idea: _______________________________________________________ Description (What is it? How does it work? What are the main features? What area does it focus on…marketing/promotion/display/etc.?) How Does It Achieve Higher Employee Engagement? Illustration Primary Benefits (How does this solve a problem or deliver a need?)

EXAMPLE IDEA EVALUATION SHEET (PPCO) P P C O – PLUSES, POTENTIALS, CONCERNS, OVERCOMING CONCERNS Pluses  What do you like about idea right now? Be direct, honest and specific   Potentials   What opportunities might this new idea open us? What might be potential spin-offs for future growth? Concerns  Express your concerns as open-ended questions that offer a possible direction for future development: How to… How might… In what ways might we… Overcome Concerns  Review list of concerns Choose most important one and create at 3-5 ways to overcome it Continue until all concerns have been addressed

EXAMPLE ACTION PLAN SUMMARY SHEET

THE ACTION PLAN TEMPLATE: KEEP IT SIMPLE Engagement will increase when managers and employees are implementing the plan, not writing it! EXAMPLE ACTION PLAN Action Item Brief Description Owned by: To take place: Retreats Program/discipline retreats focused on common vision and innovation to improve collaboration Program administrators Staggered on a quarterly basis. Frequency based on need. Virtual Suggestion Box and Pitch Team Create virtual suggestion box for innovation ideas. Management/staff “pitch committee selects ideas for implementation Pitch Committee For Spring 2016. Pitch committee meets quarterly after that. Appreciation/ Recognition EVERY DAY! Review potential quick wins Conduct formal review of all recognition initiatives (informal and formal) and implement changes as needed HR/HRAC On HRAC agenda in September. Recognition activities reviewed 2016-17 Consistent Use of Care Plans Assess the consistency in use of care plans across disciplines Ensure all care plans support evidence-based outcomes, i.e. looking at outcomes beyond wait times and number of clients Director of Clinical Services Begin immediately – to late 2015- 2016. Review Service Delivery Model Review effectiveness of clinical service model in the spirit of continuous quality improvement Clinical Coordinators November – Early 2016 Family satisfaction surveys Assess/review current practices beyond the annual client satisfaction process Develop tools to be adaptable to each program Quality Assurance Committee Managers Clinicians Late 2015 into 2016

MAKING IT STICK: THE ACTION PLAN AS CONTINUOUS IMPROVEMENT 1. Measure 2. Communicate 3. Focus 4. Plan 5. Act 6. Monitor

Employee Engagement is not a Project with an End Would you treat building ‘trust’ as a project or process with a beginning and end? Employee engagement is about continuous connection. Engaging employees must become part of the organization’s DNA. How? Leadership accountability Regular meetings of the Employee Engagement Steering Committee (it should never disband) Keep adding “fuel” in the form of new ideas Celebrate Success (even little ones)! A stream of ideas can be created from ideas not prioritized from your workshop, as well as an idea-contribution process you may set up where people contribute ideas to improve along the 6 priorities throughout the process implementation. These ideas can be vetted by the steering committee and presented and implemented in subsequent waves.

UPCOMING TALENTMAP LEARNING SESSIONS Event Format Topic/Location Date TalentMap Monthly Webinar Series Webinar Professional Growth and Employee Engagement: The Small (Medium, and even Large) Organization Challenge Part 1 Part 2 June 23, 2016 July 28, 2016 HR Executive Technology Conference Conference and Trade Show McCormick Place, Chicago IL October 4-7, 2016 People Analytics Summit Canada Conference Toronto, ON November 1, 2016 Canada’s Top Employer Summit Four Seasons Hotel, Toronto ON November 14, 2016

Thank you! Questions and discussion Monica Helgoth VP Engagement – TalentMap West mhelgoth@talentmap.com 1-888-641-1113, x515 Norm Baillie-David SVP Engagement nbaillie-david@talentmap.com 1-888-641-1113, x504 FOR A COPY OF THE PPT OR RECORDING: http://www.talentmap.com/webinar-past/ Louie Mosca Director of Sales – TalentMap East lmosca@talentmap.com 1-888-641-1113, x501 Liz Felso-Hébert Sr. Account Manager lfelsohebert@talentmap.com 1-888-641-1113, x505