The Power of Employee Engagement PeopleSurv – CANTO Survey Services Presentation by Bill Davies

range of survey services Employee engagement Customer loyalty / satisfaction Membership census Evaluation Change 360° assessments

ENVISIONING ENGAGEMENT: THE FIRST STEP FOR CHANGE

top reasons to focus on engagement Other factors were profitability & discretionary behaviour (31%) Employee advocacy 27% Quality 23% Talent acquisition 22% Product & service innovation 13% Profitability & discretionary behaviour (31%), Employee advocacy 27%, Quality 23%, Talent acquisition 22%, Product & service innovation 13% Source: Melcrum Publishing 2005 1000 respondents in 67 countries

our model has 5 key elements Pride & Advocacy View of the future Engaged in strategies Motivated to perform Performance enabled Layers of Employee Engagement

create a vision for the future pride and advocacy for the organisation – recommendation as employer & of its products & services belief that the organisation is pursuing the right strategies to succeed in the future Pride & Advocacy View of the future Engaged in strategies Motivated to perform Performance enabled alignment of role with strategies, effective leadership at all levels, responsibility matched with authority to act prevailing culture, involvement in decision making, calibre of colleagues, challenging and fulfilling role, recognition and reward having the essentials to be able to perform, effectiveness of key working relationships, development and support

what matters to engaged employees? US UK / Europe Improved my skills and capabilities over the last year Senior management is interested in my well-being Reputation of organization as a good employer I have the authority to make the decisions I need to do my job well I am paid fairly and evaluated consistently Opportunities to learn and develop new skills Improved my skills and capabilities over the last year Reputation of organization as a good employer Input into decision-making in my department Organization focuses on customer satisfaction So what do employees really care about? The 5 most important things to US employees to be fully engaged are …. 5, 4, 3, 2... And the most important, is how much you care about your employee’s well-being. One of the most important influencers of good performance is to ask for and act on feedback from employees. An employee survey is the perfect opportunity to do so. In Europe, the list is only slightly different Global Ranking Opportunities to learn and develop new skills 1 Improved my skills and capabilities over the last year 2 Reputation of organization as a good employer 3 Input into decision-making in my department 4 Organization focuses on customer satisfaction 5 Source: Towers Perrin 2005 Global Workforce Study

top 10 drivers of engagement worldwide

line of sight - a critical driver 8 factors that drive engagement* (for the individual) Trust and Integrity strength of working relationship with manager nature of the Job career growth opportunities line-of-sight between individual performance and company performance employee development co-workers / team members pride in the company These four factors relate to line of sight and transparency to all *Gibbons, J. (2006), Employee Engagement: A Review of Current Research and Its Implications, The Conference Board, New York, NY. 9

operational factors also impact Operational Factors that Drive Engagement Company performance Customer focus Innovation Internal communication Decision making process Degree of internal flexibility Degree of involvement, empowerment & accountability Ease of interacting with company processes Working practices Company culture These factors influence how things are done

We are not just concerned with how satisfied people are, but how productive they are, thus creating value for the organisation MEASURING ENGAGEMENT

trends in measuring engagement ‘Employee opinion’ to ‘Employee engagement’ Review the drivers of engagement Determine why before you decide what to measure Internal benchmarking between depts and years External benchmarking? Focus on Action & Performance improvement Question style makes the difference

benefits achievable risks Questions leave out major issues People unaware of cultural expectations Cynicism about intent to make change Questions poorly thought through Questions leave out major issues No indicators for action Define culture & signal aspiration to employees Status review - drivers of engagement Feedback process shows respect for peoples’ input Signal & follow up intent to change Survey itself is engaging. Raise expectations for involvement & performance.

good practice Clear and ethical ground rules Focus on action planning Robust data sample size Not less than team sizes of 10 to protect confidentiality Eliminate Bias Select the sample with care Avoid opportunities for managers to influence results Clear and ethical ground rules Construct and communicate to all Focus on action planning Show intention to improve Ask questions of fact rather than attitude e.g I would like to meet my manager more often to discuss my performance and development How often do you meet with your manager

many options Strategic engagement survey Survey employee experience of the company Shorter survey – e.g. Gallup Q 12 Performance based questionnaires Survey employee contribution to the company Strategic engagement survey Feedback on your issues Tailored survey of many factors OR Engagement subset of data Other indices included

question areas

Gallup 12 questions I know what is expected of me at work. I have the materials and equipment I need to do my work At work, I have the opportunity to do what I do best every day. In the last seven days, I have received recognition or praise for doing good work. My supervisor, or someone at work, seems to care about me as a person. There is someone at work who encourages my development. At work, my opinions seem to count. The mission or purpose of my company makes me feel my job is important. My associates or fellow employees are committed to doing quality work. I have a best friend at work. In the last six months, someone at work has talked to me about my progress. This last year, I have had opportunities at work to learn and grow.

assessing levels of engagement Success Factors

about PeopleSurv UK Based Established 10 years Latest technology solutions Organisational development professional team

value of surveys Engages the audience Encourages good business and management practices Enables cost effective research Includes all potential participants Listen to feedback Manages risk Informs agenda for change

when designing your survey, consider... What cultural behaviours do you want to have? Set your vision for the future What behaviours and actions do they care about? What behaviours and actions do you care about? What drives future growth and development in your business? Survey these areas

how to make it engaging On line Add a fun element Options Census of everyone Pulse for temperature check Series of short focused surveys Frequency On line Add a fun element Vary the question styles & response scales Ask questions to reveal action Use textual questioning Trends Shorter surveys Topic specific Colloquial language

presenting the results Share results openly and promptly Demonstrate that action will be taken where improvement is needed Recognise existing strengths Good Practice: Take a positive outlook – the process is about improvement so problems invited Place the onus for improvement planning at all levels Emphasise team solutions Invest in selection, training & coaching If bad news: Be up front that problem exists State a timeline for developing a plan rather than rush a solution Consult with workforce where their input will improve results – win respect Delay Invites suspicion & mistrust Suppressing bad news will backfire If no action, less involvement next time Story: Bank of England first staff survey 1990s. Mgt failed to release the poor results. Temperature rose – prominent member of governing body wrote to the FT to reveal and protest about the standoff. Everyone agreed it was a very undesirable result.

action planning Key Issues Raised Actions they will take When Who Comments & Review Poor performance is let go Explain performance standards to all Review performance at each 1:1 meeting. State where it exceeds standard & where it does not - Publicly recognise good performance Dec 08 John C Training received July 08. Tracking tools available – e.g. Success Factors, Sirota Focus on behaviours, not numbers Toolkit with template presentations & guidance notes Tailor to the team / division

benefits to the region Benchmarking information & statistics across membership With commonality in questions, benchmarking can be trusted Enables sharing good practice

benefits to your company Cost effective service Professional guidance on process and follow up Fully managed service Assigned project manager Secure hosting on PeopleSurv server Response rate tracking and reporting Comprehensive analysis of results Summary report of findings and recommendations Evaluation

PeopleSurv – CANTO Preferential rates for CANTO members 20% below market rates Cost effective formats Range of formats and question styles Can be tailored, changed and added to

thank you we look forward to working with you our details bdavies@peoplesurv.com www.peoplesurv.com/canto T: +44 207 720 1404 M: +44 7973 815966 Address: Apex House 17 Caldervale Road London, SW4 9LY thank you we look forward to working with you