Demystify Engagement Data Move from numbers to insight to action and drive both engagement and business results. McLean & Company is a research and advisory firm providing practical solutions to human resources challenges via executable research, tools and advice that have a clear and measurable impact on your business. © 1997-2017 McLean & Company. McLean & Company is a division of Info-Tech Research Group. SAMPLE Learn about becoming a member

TABLE OF CONTENTS Our understanding of the problem SAMPLE Project Rationale Execute the Project 1. Integrate Engagement Strategy with Business Strategy to Maximize Impact Establish purpose, goals, and outcome of engagement and communicate the plan with your stakeholders. 2. Move from Numbers to Insight Identify metrics, select data collection methods, and uncover insights through purposeful data analysis. 3. Drive Action Using Insight Create prioritized action plans based on engagement data, assign clear accountabilities, and roll out your initiatives across all levels of the organization. Summary Appendices Workshop Activities Your challenge: Struggle to translate data into focused action. Need to demonstrate the value of engagement efforts. This research is designed for: CHROs and senior leadership team HR business partners This research will help you: Translate engagement survey data into informed action. Shift the focus from engagement scores to business impact. Define a process to move from collecting engagement data to driving meaningful action. Uncover insights through data analysis. SAMPLE

GUIDED IMPLEMENTATION MCLEAN & COMPANY OFFERS VARIOUS LEVELS OF SUPPORT TO BEST SUIT YOUR NEEDS CONSULTING “Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.” GUIDED IMPLEMENTATION “Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.” DIY TOOLKIT “Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.” WORKSHOP “We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.” Diagnostics and consistent frameworks used throughout all four options SAMPLE

Use McLean & Company’s process to move from numbers to insight to action Integrate Engagement Strategy Move from Numbers to Insight Drive Action Using Insight 1 2 3 Employee Engagement Business Outcomes Employee Voice Business Results SAMPLE

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Cynicism about employee engagement grows if it’s not linked to business strategy and results The concept of employee engagement was introduced by William A. Kahn in the 1990s. Research and interest increased throughout the 2000s and by 2013, there was one tweet per minute about employee engagement (Halogen, 2013). A growing focus on engagement in recent years has paid particular attention to top tier employers and “cool” workplaces. However, unrealistic standards don’t resonate with a larger audience, fostering resentment. Engagement is seen as a trendy initiative that organizations should undertake if they want to keep up with competitors, with minimal focus on the actual value of engagement. Just another buzzword? Despite being ranked HR’s second priority for the second year in a row, employee engagement’s effectiveness score remains unchanged from 2015. Although engagement is a priority, the impact of current initiatives has petered out – to improve, organizations need to take a different approach (McLean & Company, 2016 Trends & Priorities Survey; 2016, N=555). Only 7% of non-HR respondents from large organizations ranked engagement action plans as effective (McLean & Company, 2016 Trends & Priorities Survey; 2016, N=555). A priority with lagging effectiveness McLean & Company insight Cynicism surrounding engagement will continue to grow unless HR can demonstrate how employee engagement links to business results, driving the design of programs that have a measurable impact. “ What worries me is the idea that some people might be getting bored with the concept: just because we have been talking about employee engagement more, it doesn’t mean that we have made a positive impact on employees’ lives or organizational performance yet. – Wendy Cartwright, Director of Corporate Services, University of East London Combat cynicism by: Establishing the connection between employee engagement and business outcomes. Involving leaders in the process; engagement should shift from HR-owned to shared accountability. Following through on engagement strategies. ” SAMPLE

Determine your organization’s employee engagement maturity When assessing your organization’s engagement maturity, keep in mind: The frequency of your engagement measurement will be tailored to your organizational needs. Different parts of the business have different needs, and thus may have a different measurement frequency. Your measurement frequency affects how you manage long-term versus short-term initiatives. Fast-paced organizations need more real-time measures than organizations where the pace is slower. Low Maturity Medium Maturity High Maturity Characterized by the absence of an engagement measurement in the last five years. Characterized by annual engagement measurement(s) at least twice in the last five years. Characterized by the incorporation of a more dynamic measurement, e.g. daily, weekly, monthly. Annual Engagement Survey Pulse Engagement Survey Dynamic Engagement Measures Low Maturity Low Frequency High # of Questions High Maturity High Frequency Low # of Questions McLean & Company insight Regardless of the frequency of measurement, if you don’t act on engagement data your organization will have low overall maturity. High overall maturity is characterized by a motivation to act on engagement data. Document your organization’s employee engagement maturity in tab 2 of the Engagement Program Plan. SAMPLE

MCLEAN & COMPANY HELPS HR PROFESSIONALS TO: Now, more than ever, HR leaders need to help their organizations maximize the value of their people. McLean & Company offers the tools, diagnostics, and programs to drive measurable results. – Jennifer Rozon, Vice President, McLean & Company “ Empower management to apply HR best practices Develop effective talent acquisition & retention strategies Build a high performance culture Maintain a progressive set of HR policies & procedures Demonstrate the business impact of HR Stay abreast of HR trends & technologies  Sign up to have access to our extensive selection of practical solutions for your HR challenges LEARN ABOUT BECOMING A MEMBER Toll Free: 1-877-281-0480 hr.mcleanco.com SAMPLE