Lenovo Listens Manager Training Step 2: Interpret and Communicate Results 1

Objectives Manager Step #2: Interpret and Communicate Results Process the Data: 4 Lenses The Basic Story Team Feedback Session Next Steps Key Dates Linkage to OHRP Your Role as a Manager 2

Manager Training Understand the Report* Step 1 Step2 Step 3 Understand the Report* Understand the structure and components of the report Identify themes and patterns: Overall strengths? Areas for improvement? Partner with my Manager and HR to understand how my results fit into the context of the broader organizational results Interpret and Communicate Results* Gain greater insight into the data Share results with team: What’s the basic story? Begin Action Planning Plan, Communicate and Track Actions* Participate in Action Tracker Tool Training (Week of 8/1: pre-recorded session) (Optional: Lead a separate Action Planning Session with Team to prioritize areas of focus and confirm individual commitments) Record Plan in Action Tracker and Track Progress Communicate Actions to Team NOTE: If you had fewer than 5 respondents, you will not receive a Manager Report. In this case, you will work with your Manager to understand the broader organizational results and determine next steps for communication and action. 3

Interpret and Communicate Results Understand the Basic Story Gain more insights into the data; synthesize results Prepare to communicate the story the data reveals Identify actions re: engagement that you can personally commit to Lead the Team Feedback Session Use Team Feedback Summary Template & Tools (See Appendix) Dedicate a separate team meeting to share results Communicate value of Survey Demonstrate the “Promise” of the Survey … we listen Begin Action Planning with Team S T E P 2 Interpret and Communicate Results

Process the Data: 4 Lenses Read the report at least twice! Process the Data: 4 Lenses Numbers Reaction Context Priorities Interpretive Lenses Receive Report Basic Story, Questions, Possible Actions Numbers: What are the survey report results? Reaction: How do I feel about the results? Context: What has been happening in the organization? Priorities: How do the results line up with what we want to accomplish? How do they conflict? 5

20% unfavorable or higher Start with the Numbers Numbers Reaction Context Priorities Interpretive Lenses Receive Report Basic Story, Questions, Possible Actions What are the Survey results overall? Are the results typical or exceptional? Are they generally favorable or unfavorable? Good So-So Poor 75% favorable or higher 55 to 74% favorable 20% neutral or higher Less than 55% favorable 20% unfavorable or higher Start with the numbers For more specific information on how to read your results, see your Manager Interpretation Guide 6

Process Your Reactions Numbers Reaction Context Priorities Interpretive Lenses Receive Report Basic Story, Questions, Possible Actions My Reactions – Questions to Consider: How did I feel when I first reviewed the results? Caution: Don’t under or over-personalize your survey results What results matched my expectations? What results surprised me? Were my scores better or worse than I expected? What are my initial concerns, based on Survey results? What are my initial questions? Are any results confusing? Where do I need more information, clarity or feedback? 7

Consider the Organizational Context Numbers Reaction Context Priorities Interpretive Lenses Receive Report Basic Story, Questions, Possible Actions Organizational Context – Questions to Consider: What challenges has the team/organization faced this past year? What successes has the team/organization had over the past year? What changes has the team/organization gone through? What challenges have I faced as a leader this past year? 8

Consider the Business Priorities Numbers Reaction Context Priorities Interpretive Lenses Receive Report Basic Story, Questions, Possible Actions Business Priorities – Questions to Consider: What are we focused on delivering in the next 6 – 12 months? What are the key talent/people initiatives that we have planned? How do our Lenovo Listens results support the above priorities? Where do our Lenovo Listens results suggest areas of caution or concern given what we’ve prioritized for the business and our talent? 9

What Story Does the Data Tell? As a team, we are (very; moderately; somewhat) engaged. Our top three areas (______) suggest that we are good at ______ Our bottom three areas (_____) suggest that we struggle when it comes to____________ Given the context over the past year, These results make sense to me ___________ I am surprised to see__________ Given where we need to go this next year, I’d like to discuss these areas ____________ 10

Why Feedback and Action Planning … During a pay freeze, managers with an action plan saw a smaller drop in employee satisfaction Change Over Time By Theme Managers with no action plan saw an average of 1% favorable change Managers with an action plan saw an average of 4% favorable change 11

Team Feedback Session: Goals Share Results Gain more Insight into Data Begin Action Planning

Opportunities Open and honest participation Show respect and appreciation for the team’s views Ask questions and understand the results more completely You don’t need to have all the answers going into this meeting Focus on areas within your control Gain alignment on key areas of focus Work together to generate ideas for action Brainstorm solutions as a team 13

Feedback Session Guidelines Include all team members Schedule appropriate time At least 1 hour More than one meeting if needed Notify employees ahead of meeting: Purpose Questions to consider in preparation Prepare Agenda List topics to be covered Start with summary of most positive results Use a low-sensitivity topic/question as lead top Work up to more sensitive tops As you develop a plan for your meeting: Concentrate on major patterns … avoid talking about EVERY item Show a balanced picture: Openly discuss and share negative results Celebrate positive results

Feedback Session Template Set the Stage Present Key Results Confirm Critical Survey Themes Determine Next Steps Close the Meeting

Expectations… Confidentiality Acknowledge People All responses were confidential, with no names attached, and will remain anonymous Acknowledge People Focus on the “Key Issues” Balance the Discussion Leverage strengths and improve areas of concern Collaborate to Prioritize Actions

Tips for Success DO DON’T Listen... Do most of the talking Ask for employees’ help in understanding issues and suggesting solutions Imply you fully understand the data Respond with empathy, even if you don’t agree Resort to judgment or arguments Focus on group issues Allow individual personal issues to dominate Keep the discussion impersonal/objective Isolate individuals/imply you know any individual response Try to draw all employees into the discussion Allow one employee to dominate Treat negative issues constructively Rationalize negative issues away Check for consensus Accept any individual’s comments too quickly 17

Echo what you are hearing Acknowledge Refocus on Solutions Use Your EARS If employees are only focused on the negative, this simple three step process can start to focus your team on solutions: Echo what you are hearing “Let me see if I understand. You are concerned about_________. Is that right?” Acknowledge “I can see that you have some deep concerns about this. Would you mind if we explored them?” Refocus on Solutions “What are your thoughts underlying this concern?” “How do you think we could solve this issue?” “What do others think? Can you see any solutions?” 18 18

Key Dates JULY 13 Overall Lenovo results delivered to LEC JULY 22 Reports delivered to All Managers Manager Training: #1 – Understand the Report and #2 – Interpret and Communicate Results Week of JULY 25 Yuanqing communicates Lenovo-Wide Results to All Employees Week of AUG 1 Business / Functional Leaders (SVPs or Tier 1/2 Leaders) communicate organization-wide results Manager Training: # 3 – Plan, Communicate and Track Actions AUG 1 - 31 Business / Functional Leaders (SVPs or Tier 1/2 Leaders) and their Leadership Teams identify next steps Managers Communicate Feedback to the Team / Organization Managers create Action Plans SEPT 1 Managers insert into Lenovo Listens highlights and Action Plans into OHRP for further conversation with their Managers OCTOBER Yuanqing Enterprise-wide Action Planning: Communicate Results to all Employees; Engage Action Teams as Needed

Manager Support 3 Manager Trainings: ActionTracker Tool Step 1: Understand the Report Step 2: Interpret and Communicate Results Step 3: Plan, Communicate and Track Actions ActionTracker Tool Feedback Meeting Deck Manager Toolkit 20

Linkage to OHRP Employee Engagement will be integrated into: OHRP Profile Individual Development Plan (IDP) Key Changes for 2011/12 OHRP include: For each Manager, the Lenovo Listens’ Engagement Score and Management Index Score replaces the Q12 score OHRP Executive Summary “highlights and lowlights” section will include your Employee Engagement results Manager Action Plans will be included in OHRP deck and discussed during the individual reviews

Your Role Thank people for participating in the survey Share results and engage the team Focus on areas within your control Work with your Manager and HR Partner to address broader issues Gain alignment and plan actions You make Lenovo Listens come to life… You are a leader and driver of change at Lenovo 22