THE STATE OF ENGAGEMENT TOWN HALL Notes and suggested language are provided throughout this presentation to guide the presenter. THE STATE OF ENGAGEMENT TOWN HALL [Date] Town Hall Template Wednesday, April 26, 2017

MEETING AGENDA Introduction to Employee Engagement Overall Workgroup Findings Key Themes Next Steps Questions Explain goal of meeting. Edit to reflect your implementation. Thank you for participating in the survey. We will use the findings as a starting point for helping employees begin to have more great days at work. The purpose of this meeting is to share our latest engagement findings and review next steps. After today’s meeting, you’ll participate in team meetings to discuss and act on your team’s findings. You’ll also take part in 1-on-1 engagement conversations with your manager. Review specific agenda items on slide. Town Hall Template Wednesday, April 26, 2017

WHY THIS MATTERS Building a high-performing work environment is critical to our long-term success. It starts with creating a more engaged workforce. Engagement is apart of our strategic priorities. Employee engagement represents an alignment of maximum job satisfaction with maximum job contribution. We need to understand our current state of engagement in order to take steps to increase engagement across the workgroup. All of us, as individual employees, are responsible for our own engagement. Our ultimate goal is to have more great days at work, which equates to greater results. Edit this slide as appropriate and make the points below. Include any other personal or company-wide reasons that this initiative is important. Building a high-performing work environment is critical to our long term success. It starts with building a more engaged workforce. Engagement is apart of our strategic priorities. Employee engagement represents an alignment of maximum job satisfaction with maximum job contribution. (We’ll talk more about that in a moment.) We need to understand our current state of engagement in order to take steps to increase engagement across the workgroup. Each individual employee – each one of us -- is responsible for our own engagement. Only we know what motivates and drives us. There are things that managers and senior leaders can do, but no one can “make” anyone else engaged. So it’s important to use these findings to begin a dialogue between managers and employees. Our ultimate goal is to have more employees having more great days at work. Great days are not just fun. This loops us right back to the first bullet: : it’s about creating a high-performing workplace and greater results. Town Hall Template Wednesday, April 26, 2017

What do we mean when we say… Transition Slide into the X Model of Employee Engagement Let’s start with how we define employee engagement. …“EMPLOYEE ENGAGEMENT ”? Town Hall Template Wednesday, April 26, 2017

THE X MODEL OF EMPLOYEE ENGAGEMENT ORGANIZATION SUCCESS Values, Goals, Strategy MAXIMUM SATISFACTION Values, Goals, Strategy SUCCESS CONTRIBUTION MAXIMUM High-level notes on what your workgroup should understand with this slide: Employee Engagement is dynamic. Engagement levels can change in a month, week, or even a day. This model demonstrates how different employees can be at different levels of engagement. Our ultimate goal is to have more employees having more great days at work. Having more great days at work is not just satisfaction for the employee. It happens when the needs of both employees and the organization are being met. -- in the apex of maximum satisfaction and maximum contribution. If you prefer to show the X model video, click the orange link in the top right hand corner. Detailed walkthrough of the X Model of Employee Engagement: Our definition starts with the relationship between employees and employers. CLICK This organization is working to achieve success. Success is defined by our core values and goals. We have a strategy to get there. CLICK We rely on you, the employees, to execute that strategy. But we all are on own paths toward our own ideas of success, based on personal and professional goals, values and work/life needs. CLICK Where the paths of the organization and employees intersect is the JOB. In this diamond, both parties need each other. CLICK The organization needs Maximum Contribution from all employees to achieve our goals… CLICK CLICK CLICK …but people work at different levels. Not everyone is contributing fully. CLICK You – and all of our employees -- want compensation, meaningful work, recognition, career development, the chance to shine – I’ll call that Maximum Satisfaction. CLICK CLICK CLICK But you may not be getting as much as you want. On any given day, people are all over this diamond. CLICK CLICK CLICK Where do we need them to be? CLICK Right up here in the orange. The top part of the diamond is where employees have the highest levels of contribution and satisfaction. This is where full engagement happens. CLICK It’s also where great days at work happen. Our goal is to have more employees having great days at work (contributing and satisfied) more often. JOB INDIVIDUAL The Goal…more people spending more time at the APEX = more “Great Days” at work. Town Hall Template Wednesday, April 26, 2017

The 5 Levels of Employee Engagement Almost Engaged 25% SUCCESS Values, Goals, Strategy SATISFACTION MAXIMUM Values, Goals, Strategy SUCCESS CONTRIBUTION MAXIMUM Engaged 42% Engaged Describe the 5 levels of engagement. If you decided to show the X model video, note that the 5 levels mentioned may not match the wording of the 5 levels in your reports exactly (e.g., Satisfied & Not Contributing is referred to as Honeymooners or Hamsters). All the concepts that are described are still applicable. Also, if you use the video, you can hide this slide. Let’s take a quick look at the other locations where people may be. CLICK The opposite of Engaged is Disengaged – at the lowest levels of satisfaction and contribution. These individuals are not contributing to the organization’s priorities, nor are they satisfied in their job. CLICK When people experience high satisfaction but low contribution there are two situations at play… You have the people who are new to the organization or to a role. They are happy to be with us but not yet contributing fully. You also have those who are not working on the tasks and projects that contribute to the goals of the organization. These individuals may be working really hard, but not on the things the organization considers important. So they are not actually contributing what we need. CLICK Then there are the people with low satisfaction and high contribution. They’re working really hard and giving a lot, but not necessarily getting much in return for themselves. They may quit… but they can also easily slip down to become disengaged… and often, because they’re respected as high performers, they bring people around them down with them. We need to keep a close watch on this group! CLICK The employees who have relatively high satisfaction and contribution are almost engaged. They’re an important group – solid performers, perhaps the most likely to be sought after by recruiters. Again, we would like as many people as possible to be up in the orange more often than not. Satisfied & Not Contributing 9% Contributing & Not Satisfied 12% Disengaged 11% ORGANIZATION INDIVIDUAL Town Hall Template Wednesday, April 26, 2017

Need to commit to building this environment Whose Job Is It? Dimension Accountability Individuals Are ultimately accountable for their own engagement. Only they know what truly motivates them on the job. Describe the roles and responsibilities for engagement. As a leader, engagement is part of my job. However, every person needs to play a part in creating a more engaged workforce. CLICK As individuals we are all ultimately responsible for our own engagement. We know what motivates us and what our work-related goals are. As individuals we need to talk with our managers to discuss these motivators as well as our work priorities to ensure that we are aligned with the work that the organization needs us to do. No other person can ever “make” us engaged. CLICK Those of us who are managers are accountable for creating an environment where engagement can thrive. We need to be open to discussing the satisfaction and contribution of you -- our team members. We need to coach and guide you to help align your interests, talents, and motivators with what our organization needs you to do. It’s about making sure your work works for you – and the organization. CLICK Executives must build and sustain an environment that facilitates high performance. We need to communicate honestly and regularly. Those of us who are senior leaders have a big impact on our culture. We need to make employee engagement a key focus of the organization. Managers Are accountable to create an environment where engagement can thrive. They need to be engaged themselves! Executives Need to commit to building this environment (align, build trust, inspire and motivate, break down barriers to high performance). Town Hall Template Wednesday, April 26, 2017

Key Themes to Guide Action Transition slide into the key highlights. With that context in mind, I’ll explain the four categories we use to look at our findings. Then I’ll share the actual results. Town Hall Template Wednesday, April 26, 2017

Job Fit (Lower than most external norms) ENGAGEMENT DRIVERS Job Fit (Lower than most external norms) Employees like the work they do (84%) but overall satisfaction is low compared to outside norms (65%). Stoplight report analysis highlight many workgroup reports (Strategic Job Family, Manager) with significantly lower scores. Contribution (Higher than external norms) 85% are clear on their work priorities and the top drivers of contribution were: better tools (24%), process improvements (23%) and better additional staff (22%) Workgroup Fit Manager perceptions are favorable. The Manger Index of 75% is = external norms. There are 49/194 workgroups whose M Index scores ranged from 0% to 65% (Ist Quartile) Organizational Fit Leadership perceptions vary significantly across demographics. The Executive Index of 50% is below most external norms. “I am proud…” (68%), “I trust Sr. Leaders” (50%) were lower scoring core items. “There is good teamwork…” (43%), “Safe to Speak…” (41%) and “I think real change will come…”(20%, 52% for EXEC ADMIN) were custom items worth discussing. Engagement is a function of 4 categories of related drivers. Each one of us ultimately has our own combination of what matters most to us. Let’s take a look at each category: CLICK Job Fit –liking the work you do; finding it meaningful and interesting CLICK Some of the items that feed into this include: Is your job a good match for your skills and talents? Do you like doing it? Is it interesting? Is it more then a job? Is it meaningful? Do the conditions under which you work suit your work style or life overall? Do you have opportunities to grow and develop your skills and talents within your current position or have an opportunity to advance? CLICK Contribution– do you have an opportunity to do your job well? CLICK This amounts to mastery and achievement, for example: Are you clear on your top work priorities? Do you get appropriate feedback? Recognition? Do you have the right resources, technology, processes? CLICK Workgroup Fit – a feeling of relatedness or connectedness with others CLICK This category reflects questions like: Do you have a great working relationship with your manager? Is there a sense of community within your workgroup? Do you trust your manager? CLICK Organizational Fit - how well do you align and connect with our organization overall CLICK For example: Do you understand how your work impacts the organization’s goals? Are you inspired by the purpose of what we do? Are you proud of our organization? Are your basic needs being met in terms of compensation and benefits? Is it safe to speak up? Are you and all employees treated fairly (diversity)? Do you trust senior leaders? Do they walk the talk? Does everyone align with our core values? Town Hall Template Wednesday, April 26, 2017

Job Fit Set up Job Fit findings. Job fit is perhaps the most important driver of engagement. We all want to enjoy the work we do. We all seek work that is interesting and meaningful – however we might define those terms. The better the job fits, the higher satisfaction and discretionary effort will be. Explain, if necessary, how the data is presented. Percentages reflect favorability. Favorability reflects the percentage of strongly agree and agree responses (5s and 4s) for each item. Our workgroup results are represented by blue; the organization overall is grey. If appropriate: mention teal for previous survey results or your larger division or business unit. Make comments about the results as appropriate: Particularly high or low percentages, Large variances with the organization overall Year-over-year improvement or decline Ask for questions or comments. If there is a gap between “I like the work that I do” and “I am very satisfied to work here,” comment or lead a discussion on what could be causing that gap. Use the appropriate comment below according to your results. “I like the work that I do” has higher favorability than “I am satisfied”. What could be getting in the way of that overall satisfaction? “I am satisfied” is higher than “I like the work that I do”. What could be getting in the way of liking the work itself? Is there anything within our control to influence the job? You can personalize this list by looking at the report and mentioning the top three satisfaction drivers listed. If results have improved or are high, ask: What are we doing right – that might be contributing to these results? What do we need to keep doing? Background, FYI, share only as appropriate: There are a number of things that can impact job fit – including, but not limited to: Are we succeeding in the market, expanding, and hiring? Or are we not doing so well? Do people like their job conditions (commute, working hours, work from home flexibility, etc.)? Are there tools available in the organization that allow people to explore their personal values and understand how to satisfy them at work? Town Hall Template Wednesday, April 26, 2017

Job Fit Set up Job Fit findings. Job fit is perhaps the most important driver of engagement. We all want to enjoy the work we do. We all seek work that is interesting and meaningful – however we might define those terms. The better the job fits, the higher satisfaction and discretionary effort will be. Explain, if necessary, how the data is presented. Percentages reflect favorability. Favorability reflects the percentage of strongly agree and agree responses (5s and 4s) for each item. Our workgroup results are represented by blue; the organization overall is grey. If appropriate: mention teal for previous survey results or your larger division or business unit. Make comments about the results as appropriate: Particularly high or low percentages, Large variances with the organization overall Year-over-year improvement or decline Ask for questions or comments. If there is a gap between “I like the work that I do” and “I am very satisfied to work here,” comment or lead a discussion on what could be causing that gap. Use the appropriate comment below according to your results. “I like the work that I do” has higher favorability than “I am satisfied”. What could be getting in the way of that overall satisfaction? “I am satisfied” is higher than “I like the work that I do”. What could be getting in the way of liking the work itself? Is there anything within our control to influence the job? You can personalize this list by looking at the report and mentioning the top three satisfaction drivers listed. If results have improved or are high, ask: What are we doing right – that might be contributing to these results? What do we need to keep doing? Background, FYI, share only as appropriate: There are a number of things that can impact job fit – including, but not limited to: Are we succeeding in the market, expanding, and hiring? Or are we not doing so well? Do people like their job conditions (commute, working hours, work from home flexibility, etc.)? Are there tools available in the organization that allow people to explore their personal values and understand how to satisfy them at work? Town Hall Template Wednesday, April 26, 2017

CONTRIBUTION Set up Job Fit findings. Job fit is perhaps the most important driver of engagement. We all want to enjoy the work we do. We all seek work that is interesting and meaningful – however we might define those terms. The better the job fits, the higher satisfaction and discretionary effort will be. Explain, if necessary, how the data is presented. Percentages reflect favorability. Favorability reflects the percentage of strongly agree and agree responses (5s and 4s) for each item. Our workgroup results are represented by blue; the organization overall is grey. If appropriate: mention teal for previous survey results or your larger division or business unit. Make comments about the results as appropriate: Particularly high or low percentages, Large variances with the organization overall Year-over-year improvement or decline Ask for questions or comments. If there is a gap between “I like the work that I do” and “I am very satisfied to work here,” comment or lead a discussion on what could be causing that gap. Use the appropriate comment below according to your results. “I like the work that I do” has higher favorability than “I am satisfied”. What could be getting in the way of that overall satisfaction? “I am satisfied” is higher than “I like the work that I do”. What could be getting in the way of liking the work itself? Is there anything within our control to influence the job? You can personalize this list by looking at the report and mentioning the top three satisfaction drivers listed. If results have improved or are high, ask: What are we doing right – that might be contributing to these results? What do we need to keep doing? Background, FYI, share only as appropriate: There are a number of things that can impact job fit – including, but not limited to: Are we succeeding in the market, expanding, and hiring? Or are we not doing so well? Do people like their job conditions (commute, working hours, work from home flexibility, etc.)? Are there tools available in the organization that allow people to explore their personal values and understand how to satisfy them at work? Town Hall Template Wednesday, April 26, 2017

CONTRIBUTION Set up Job Fit findings. Job fit is perhaps the most important driver of engagement. We all want to enjoy the work we do. We all seek work that is interesting and meaningful – however we might define those terms. The better the job fits, the higher satisfaction and discretionary effort will be. Explain, if necessary, how the data is presented. Percentages reflect favorability. Favorability reflects the percentage of strongly agree and agree responses (5s and 4s) for each item. Our workgroup results are represented by blue; the organization overall is grey. If appropriate: mention teal for previous survey results or your larger division or business unit. Make comments about the results as appropriate: Particularly high or low percentages, Large variances with the organization overall Year-over-year improvement or decline Ask for questions or comments. If there is a gap between “I like the work that I do” and “I am very satisfied to work here,” comment or lead a discussion on what could be causing that gap. Use the appropriate comment below according to your results. “I like the work that I do” has higher favorability than “I am satisfied”. What could be getting in the way of that overall satisfaction? “I am satisfied” is higher than “I like the work that I do”. What could be getting in the way of liking the work itself? Is there anything within our control to influence the job? You can personalize this list by looking at the report and mentioning the top three satisfaction drivers listed. If results have improved or are high, ask: What are we doing right – that might be contributing to these results? What do we need to keep doing? Background, FYI, share only as appropriate: There are a number of things that can impact job fit – including, but not limited to: Are we succeeding in the market, expanding, and hiring? Or are we not doing so well? Do people like their job conditions (commute, working hours, work from home flexibility, etc.)? Are there tools available in the organization that allow people to explore their personal values and understand how to satisfy them at work? Town Hall Template Wednesday, April 26, 2017

WORKGrouP Fit Set up Workgroup Fit . Relationships play an important part in how satisfied we are at work – and how well we do our jobs. Managers are at the center of those relationships. Make comments about the results as appropriate: Particularly high or low percentages, Large variances with the organization overall Year-over-year improvement or decline Ask for questions or comments. Lead discussion, as appropriate, about workgroup fit. What could be getting in the way of workgroup fit? Possible responses include: Managers who are struggling to balance their own projects and team leadership responsibilities (resulting in lack of focus on the people side of their job) New, inexperienced, or untrained managers Broken trust or new relationships Poor relationships between managers and employees Unresolved collaboration issues within workgroup If results have improved or are high, ask: What are we doing right – that might be contributing to these results? What do we need to keep doing? Town Hall Template Wednesday, April 26, 2017

WORKGrouP Fit Set up Workgroup Fit . Relationships play an important part in how satisfied we are at work – and how well we do our jobs. Managers are at the center of those relationships. Make comments about the results as appropriate: Particularly high or low percentages, Large variances with the organization overall Year-over-year improvement or decline Ask for questions or comments. Lead discussion, as appropriate, about workgroup fit. What could be getting in the way of workgroup fit? Possible responses include: Managers who are struggling to balance their own projects and team leadership responsibilities (resulting in lack of focus on the people side of their job) New, inexperienced, or untrained managers Broken trust or new relationships Poor relationships between managers and employees Unresolved collaboration issues within workgroup If results have improved or are high, ask: What are we doing right – that might be contributing to these results? What do we need to keep doing? Town Hall Template Wednesday, April 26, 2017

Organizational Fit Set up Organizational Fit. Feeling aligned with the organization has a lot to do with company culture and perception of Senior Leaders. It also results from communications and company practices. Make comments about the results as appropriate: Particularly high or low percentages, Large variances with the organization overall Year-over-year improvement or decline Ask for questions or comments. Lead discussion, as appropriate, about organizational fit. What could be getting in the way of better organizational fit? Possible responses include: Recent organizational changes, fast growth or decline Change in leadership Unwelcome (or poorly communicated) leadership decisions Misalignment at the top Senior leaders who focus on results only, or who don’t have the awareness or skills for communicating in today’s transparent organizations If results have improved or are high, ask: What are we doing right that might be contributing to these results? What do we need to keep doing? Town Hall Template Wednesday, April 26, 2017

Organizational Fit Set up Organizational Fit. Feeling aligned with the organization has a lot to do with company culture and perception of Senior Leaders. It also results from communications and company practices. Make comments about the results as appropriate: Particularly high or low percentages, Large variances with the organization overall Year-over-year improvement or decline Ask for questions or comments. Lead discussion, as appropriate, about organizational fit. What could be getting in the way of better organizational fit? Possible responses include: Recent organizational changes, fast growth or decline Change in leadership Unwelcome (or poorly communicated) leadership decisions Misalignment at the top Senior leaders who focus on results only, or who don’t have the awareness or skills for communicating in today’s transparent organizations If results have improved or are high, ask: What are we doing right that might be contributing to these results? What do we need to keep doing? Town Hall Template Wednesday, April 26, 2017

Custom Items-contribution/workgroup Explore custom items with your workgroup as appropriate. Make comments about the results as appropriate: Particularly high or low percentages, Large variances with the organization overall Year-over-year improvement or decline Ask for questions or comments. Lead a discussion, as appropriate, similar to previous slides on barriers and best practices to leverage. Town Hall Template Wednesday, April 26, 2017

Custom Items-contribution/workgroup Explore custom items with your workgroup as appropriate. Make comments about the results as appropriate: Particularly high or low percentages, Large variances with the organization overall Year-over-year improvement or decline Ask for questions or comments. Lead a discussion, as appropriate, similar to previous slides on barriers and best practices to leverage. Town Hall Template Wednesday, April 26, 2017

Custom Items-Organization Explore custom items with your workgroup as appropriate. Make comments about the results as appropriate: Particularly high or low percentages, Large variances with the organization overall Year-over-year improvement or decline Ask for questions or comments. Lead a discussion, as appropriate, similar to previous slides on barriers and best practices to leverage. Town Hall Template Wednesday, April 26, 2017

TOP 3 Opportunities to Increase SATISFACTION / CONTRIBUTION Job Satisfaction. Job Performance. Set up satisfaction and contribution factors. Our survey asked us what would most increase our job satisfaction and our job contribution/performance. We were asked to select only one response for each question. This slide presents the results with the most common responses at top and the least common at the bottom. This information is not a result of statistical analysis. We were directly asked what we needed and we responded. Make comments about satisfaction and performance factors as appropriate: Responses that reflect a much higher percentage than others Responses that surprised you Ask for questions or comments. Lead a discussion, as appropriate, to gather insights on what the responses mean. E.g., if process improvements was in the top 3, explore which processes could be improved, and how. If “Other” is an option, start a dialogue about what else could improve their contribution or satisfaction. Town Hall Template Wednesday, April 26, 2017

Summary and Next Steps Transition slide into conclusion and next steps. We just reviewed a lot of data. Let me summarize the key points as well as our next steps. Town Hall Template Wednesday, April 26, 2017

RESULTS SUMMARY & Next Steps Great news to be proud of Participation rates keep going up Improvement in many areas Organizational Initiatives Determined by Employee Engagement Committee in 2016 Department/Division/ Team Team Meetings & Individual Engagement Conversations to review and discuss results, highly encouraged Initiatives determined by Department Heads, Managers/Supervisors, and their staff based on their results Make engagement a daily priority! Next Countywide Survey: October 2016 Organizational Initiatives The Employee Engagement Committee will be deciding on organizational initiatives for the coming year in January 2016. Once determined, the Countywide priorities will be posted on the Employee Engagement Website. Department/Division/ Team Department heads are highly encouraged to review their results and discuss with their staff the actions/initiatives they would like to take to increase engagement levels in the next year. Managers/Supervisors are encouraged to do the same with their teams, and in Individual Engagement Conversations Engagement should be a daily priority, making more great days at work. Next survey cycle will be in October 2016. Town Hall Template Wednesday, April 26, 2017

How do we leap to more great days at work? Ask: What do you think could/should focus on in order to increase engagement and make more great days at work? Discuss how we take the leap for more great days at work. Vet out ideas and make them actionable. Follow Up Continuously check to see if actions are working Remind employees: Remember: The dialogue on engagement starts today. It shouldn’t stop. This is a starting point for discussion and exploration within your workgroups and between managers and team members on ways to increase engagement (both satisfaction and contribution). Town Hall Template Wednesday, April 26, 2017

Questions Ask for questions or comments: What questions do you have? Town Hall Template Wednesday, April 26, 2017