1. Surveys 2. When/When Not To 3. When is the Information Valid 4. What Information do you need 5. What to do with the Information 6. Communicate the Results 7. Employee Expectations and Accountability 8. Q & A

3 Objectives for Today 1.General discussion on surveys. 2.Sharing of best practices and knowledge 3.Walk away with one nugget for you to use in your organization.

1. Employee Satisfaction Surveys 2. Employee Engagement Surveys 3. Corporate Pulse/Culture 4. Verify Communication and/or Corporate Strategy

1. Measure Employee Engagement 2. Give Employees a Voice 3. Increase Employee Engagement 4. Direct Organizational Growth 5. Benchmark Results

What’s the Difference Between Employee Satisfaction and Employee Engagement?  Satisfaction is about how satisfied an individual is with their job, their company – they can be extremely satisfied in their job without ever engaging in their work, customers and/or organizational objectives. ◦ Satisfaction focus is on their needs – the hygiene factors (Hertzberg) - are they being met  Engagement is about the individual being passionate and alive with the desire to perform well and do so in alignment with the organization’s strategic objectives. (Emotional Commitment) ◦ Engagement focus is on how motivated and plugged in they are to the job, customer and organization.

When: Industry standard – every 2 years – gives the time to survey, design and implement action plans and deliverables Becomes part of the business cycle Event has happened in the organization Confirm communication Set a benchmark When Not to: Company is for sale Organization is not ready or willing to make changes

Questions should have the word “I” – making it personal Make it related to engagement – questions like “do you agree with the communications plan, marketing strategy etc.? Has nothing to do with engagement. Open Ended Questions Include 3 questions regarding how proud is the employee to work in that organization. Challenge/interest/growth in their own job Feeling about accomplishments in their job and growth How motivated is the individual – low level motivations need to be identified

 5 point scales do not provide enough of a differentiator – use 7 point scale  Don’t Ask Questions You Can’t Fix  Manager’s are not trained to take action  10 questions are not enough  Don’t aim for mediocrity  “Oh Great – another chance to be ignored”

1. Missed opportunities for improvement 2. Wasted organizational effort addressing problems that don’t exist 3. Declining employee confidence that executives and management know what is going on 4. Declining organizational credibility of the human resource function 5. Increasing conflict and politicization within the organization

Various methods depending on the objectives Quantitative analyses – look at the population Larger organization the smaller sample is required Sample size statistical analysis e.g. 10,000 employees need 370 responses Versus 500 employees need 217 responses 95% confidence in the results 65% response rate

Use benchmark data? 2 ways to determine what is important 1. Regression analysis or correlation – statistically or 2. Use Hertzberg on human motivation – industry 3. Focus efforts, leadership and budget 4. Continuous improvement – true cause analysis

1. Ensure you have the sponsorship from the executive management right from the start. 2. President/CEO/COO delivers a high level presentation – 10 slides ◦ At meeting head of organization introduces and independent person to presented data ◦ President/CEO/COO delivers the next steps – the action plan 3. Communication should take place within 3 weeks of survey completion 4. Ensure that small wins are related back to the survey feedback – let the employees know you are hearing their voice

 Make Managers accountable  Make Employee’s accountable  Ensure you know what the stakeholder expectations are up front

 Share with each other  What has worked well  What has not worked well  Summarize responses  Have one person present 3 exampels  Will compile to distribute

1. Greater levels of employee and management engagement. 2. Employer/employee relationship improves. 3. Improved credibility for management and HR 4. Clarity

 Trish Brooks, Brooks Research  hr.toolbox.com/blogs   Leadership IQ Whitepaper – Why 5 Point Scales Don’t Work  Leadchangegroup.com – why-your-employee-survey-is-a-waste-of-time  Maclean’s February 7, 2013 Employee Engagement Surveys – useless or very useless  Employee Satisfaction vs Employee Engagement – Are They the Same Thing?  Converge Consulting Group – A3 White Paper – Voice of the Employee  Blessings White Employment Engagement Research Report Update