1. Monthly Webinar Series
AFTER THE EMPLOYEE ENGAGEMENT SURVEY: NOW WHAT? BEST PRACTICES IN COMMUNICATING SURVEY RESULTS AND ACTION PLANNING
May 26, 2016

2. Topic Agenda Agenda Item Time (min) Introduction/Why the Topic? 52
Agenda
Item
Time (min)
Introduction/Why the Topic? 5
Communicating Results: Starting the Conversation with Staff 10
The Importance of Focus
Developing the Action Plan
Making it Stick: The Action Plan as Continuous Improvement
Q&A/Upcoming TalentMap Learning Sessions
Liz Felso-Hébert
Senior Account Manager
Norm Baillie-David
SVP Engagement - TalentMap

3. TalentMap by the Numbers3
TalentMap by the Numbers
15 years in business
7,000+ employee engagement surveys since inception
1,000,000+ employees surveyed
500+ employee engagement surveys annually
Only 1 Focus

4. Technology & Engineering Not-for-Profit & Association
Sample Clients & Benchmark 4
Award Programs
Technology & Engineering
Not-for-Profit & Association
Health Sciences
Financial Services
Other

5. Why the Topic?
Many clients seem overwhelmed by the information presented in an employee engagement survey. Where do I start? How do we get it going? Overcoming the inertia.

6. The survey is done. The results are in.
Now what?

7. The Continuous Improvement Cycle
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor
Many clients seem overwhelmed by the information presented in an employee engagement survey. Where do I start? How do we get it going? Overcoming the inertia.

8. The Engagement Continuous Improvement Cycle8
Copyright©2014, Talent Map. All rights reserved.
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor

9. Best Practice Action Planning Process
Review Results
Present to employees (all at once if possible or at the same time)
Listening and Deep Dives
Establish Engagement Employee Steering Committee
Deep-Dive using Employee Focus Groups
Explore issues behind the key organization-wide (APS) drivers of engagement (six priorities)
Employee Driven Solution Development
Action planning workshop focused on 1-3 most pressing of 6 priorities
1-2 additional drivers of specific concern may be added (if you must)
Stimulate creativity through relaxed atmosphere and fun (see JumpStart Action Planning Workshop in Appendix)
DO NOT
Try to isolate and/or target divisions with lower engagement
Get caught up in paralysis by analysis.
Document Action Plan
Use SMART objectives and realistic targets
Timelines and accountabilities
Implementation and Timelines
[We’re removing this bullet, as we do have a performance measure in our business plan on engagement!]
Address tendency for “paralysis by analysis”. Analysis doesn’t improve engagement. Action does.

10. “
Action Planning led by employees boosts employee engagement because the process itself demonstrates that the opinions of each person on the team are important. ”
Source: TalentMap/Gallup

11. THE EMPLOYEE ENGAGEMENT STEERING COMMITTEE
Little to no employee participation in action planning = FAILURE
Empower employees through engagement steering committee
Comprised of employees from all levels and areas of the organization:
Ensure at least 1 person from senior leadership (who shouldn’t lead the committee)
Avoid manager and direct report both on committee.
[Is it possible to change this graphic? i.e. replace “CEO” with “DM”, and “Company” with “Organization”?]
Employee won’t buy in if they’re not involved. Worse still, they’ll feel they are doing “extra work” if actions are imposed on them – defeating the entire purpose.

12. COMMUNICATING RESULTS : STARTING THE CONVERSATION WITH STAFF
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor

13. PROTECTING EMPLOYEE ANONYMITY13
PROTECTING EMPLOYEE ANONYMITY
No data or reports will be provided unless there are at least five (5) respondents.

14. Communicate Results: Start the Conversation
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor
If possible, in-person
First: Thank them
Consistent
Balanced
Encourage participation. LISTEN.
Focus
Avoid moving to solutions too quickly
Present results in-person as much as possible, video-teleconference is the next via Lync. Provide the opportunity for discussion.
Be consistent with the message that is cascaded throughout the organization. Ensure that your message is aligned with the one from the executive team.
Present a balanced picture of strengths and concerns.
Encourage staff to interpret how they see themselves in the results. Listen to staff concerns (without defensiveness).
Focus only on the few key issues that present the biggest opportunity for engagement impact.
Most importantly, use this as an opportunity to “start the conversation” with your employees. At this point, you’re not developing solutions yet, you’re building on conversations starters in the survey. You’re answering the question: why do you feel (the way you indicated in the survey). You’re searching for root causes.

15. Communications Vehicles Achieve Different Objectives
Use this Vehicle
To Achieve this Objective
Staff Meeting/Town Hall
Communicate results quickly and widely to a large audience
Exploration and discussion held separately
Focus groups
Discuss and explore issues in more depth. Explore root causes. Explore potential solutions (not active action planning)
Coaching/1:1s
Encourage self-awareness of an individual’s behaviours which have a detrimental impact on team engagement.
Action Planning Workshop
Encourage creative and focused idea development and solution-building
Develop concrete action plans very quickly.
Is it possible to add to the recording that these are “examples of best practices”?

16. 1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor
FOCUS

17. PERFORMANCE SCORES BY MAIN SURVEY ATTRIBUTES
Data is rounded to the nearest whole number
+/- RECO
2011*
+/- TM Benchmark
* Number indicates % Favourable score +2 +4 +1 +5 -1 +7 -5 -3 -2 -7 -6 +3 +8
-12
-14
-13
Most organizations want to focus on these

18. Focus Identify 1-3 key opportunities for improvement
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor
Identify 1-3 key opportunities for improvement
Resist the temptation to try and address “the worst” issue
The hardest part: saying “not yet” to all the other pressures.
[Added some notes in about both department and enterprise-wide plans, so that both are addressed.]
Encourage audience to pick from the six priorities. Only if they feel they MUST, provide some guidance as to which drivers to focus on.

19. PRIORITIZING OPPORTUNITIES19
Improving engagement should be focused on dimensions exhibiting a combination of low performance scores and strong drivers
Focusing on the lower dimension scores exclusively may not fully address what is needed to target and improve engagement
“Maintain:
Keep doing well”
“Leverage & Expand”
“Medium/
Low priority”
High
Performance
Low
Weak Driver of
Engagement
Strong Driver of
High need for improvement coupled with powerful drivers of engagement
Opportunities
For
Improvement

20. OPPORTUNTIES FOR IMPROVEMENT

21. DEVELOPING YOUR ACTION PLAN
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor

22. THE RECIPE FOR ACTION PLANS THAT WORK
TalentMap has assisted hundreds of organizations not only measure, but improve employee engagement. The following are the most common characteristics of successful action plans:
Senior Leadership sponsorship and active support
Employee involvement and extensive consultation
Employee engagement “steering committee” consisting of employees from all areas and levels within the organization
Focus solutions on department drivers while aligning to organization-wide engagement drivers; and avoid temptation to solve the daily frustrations, i.e. communication.
Implement some actions quickly (“quick wins”)
Employees champion actions. Leaders are held accountable.

23. THE ENGAGEMENT ACTION PLANNING WORKSHOP
Creative ideas and solutions to employee engagement issues are most effectively developed in group-settings.
Ideal workshop size: participants. Don’t let the fact you have a smaller group stop you.
Five components to a successful workshop (example workshop agenda and tools provided in Appendix)
Establish a non-threatening and fun atmosphere
Focused ideation around a limited number of engagement priorities 3-4 of the 6 priorities to develop ideas – in small groups
Prioritization and evaluation to turn ideas into initiatives
Clearly identify champions, accountabilities, and timelines.
Document as you go.
Explain “focused” ideation, i.e. that is bringing forth ideas around solving a particular problem or issue. It is not brainstorming. It is not anything that comes to mind. Any idea that addresses the issue is a good idea – or can be turned into one: “That might not work, but what if we did this….”

24. Action Planning Workshop Focused on Key Engagement Drivers
Employee Driven Solution Development
Action Planning Workshop Focused on Key Engagement Drivers
Creativity Exercises: Collages
Action Idea Wall
69 Action Ideas were developed in this Workshop
Full-day workshop in which we use a creative ideation techniques to help employees develop a series of “action ideas” which will work to improve engagement around the key engagement drivers.
Typically employees will develop action ideas. These will be prioritized to identify the most promising ideas, which will in turn be evaluated and more fully developed.
[Is it possible to split this slide into two slides? Lots of good info but small wording]

25. Sample “JumpStart” Action Planning Workshop Agenda
Arrival
8:30 – 8:45
Welcome and Introductions
Introduction and agenda
Employee engagement at EIA refresher
8:45 – 9:15
A Day in the Life of Joanne <CLIENT> Employee
Divergent creative exercise (using collaging) to understand the impact of engagement issues on the individual
Debrief, share and laugh.
9:15 – 10:15
Health Break
10:15 – 10:30
Creating Action Ideas around Engagement Issues
Divergent creative idea generation.
Taskforces debrief on their issues. Present root causes and post first action ideas on wall
Each table works through a theme.
Post Action Ideas Cards on the “Idea Wall”
10:30 – 12:00
Lunch
12:00 – 1:00
Review Idea Wall and Prioritize
“Convergence” exercise (dots) to identify those ideas which have merit and warrant further expansion, at least one idea per engagement issue
1:00 – 1:30
Evaluating High Merit Ideas
Work groups select ideas in descending order of priority
PPCO Exercise: Pluses, Potentials, Constraints, Overcoming Constraints
1:30 – 2:30
2:30 – 2:45
Developing Ideas into Action Plans
Work groups develop ideas into action plans using Action Summary Sheets. Assign responsibilities and timelines
2:45 – 3:45
Final Thoughts and Wrap-up
3:45 – 4:00

26. Example Collages

27. EXAMPLE Action Idea cARD
Name your idea: _______________________________________________________
Description (What is it? How does it work? What are the main features? What area does it focus on…marketing/promotion/display/etc.?)
How Does It Achieve Higher Employee Engagement?
Illustration
Primary Benefits (How does this solve a problem or deliver a need?)

28. EXAMPLE IDEA EVALUATION SHEET (PPCO)
P P C O – PLUSES, POTENTIALS, CONCERNS, OVERCOMING CONCERNS
Pluses
 What do you like about idea right now?
Be direct, honest and specific
Potentials
  What opportunities might this new idea open us?
What might be potential spin-offs for future growth?
Concerns
 Express your concerns as open-ended questions that offer a possible direction for future development:
How to…
How might…
In what ways might we…
Overcome Concerns
 Review list of concerns
Choose most important one and create at 3-5 ways to overcome it
Continue until all concerns have been addressed

29. EXAMPLE ACTION PLAN SUMMARY SHEET

30. THE ACTION PLAN TEMPLATE: KEEP IT SIMPLE
Engagement will increase when managers and employees are implementing the plan, not writing it!
EXAMPLE ACTION PLAN
Action Item
Brief Description
Owned by:
To take place:
Retreats
Program/discipline retreats focused on common vision and innovation to improve collaboration
Program administrators
Staggered on a quarterly basis.
Frequency based on need.
Virtual Suggestion Box and Pitch Team
Create virtual suggestion box for innovation ideas. Management/staff “pitch committee selects ideas for implementation
Pitch Committee
For Spring Pitch committee meets quarterly after that.
Appreciation/ Recognition EVERY DAY!
Review potential quick wins
Conduct formal review of all recognition initiatives (informal and formal) and implement changes as needed
HR/HRAC
On HRAC agenda in September.
Recognition activities reviewed
Consistent Use of Care Plans
Assess the consistency in use of care plans across disciplines
Ensure all care plans support evidence-based outcomes, i.e. looking at outcomes beyond wait times and number of clients
Director of Clinical Services
Begin immediately – to late
Review Service Delivery Model
Review effectiveness of clinical service model in the spirit of continuous quality improvement
Clinical Coordinators
November – Early 2016
Family satisfaction surveys
Assess/review current practices beyond the annual client satisfaction process
Develop tools to be adaptable to each program
Quality Assurance Committee Managers
Clinicians
Late into 2016

31. MAKING IT STICK: THE ACTION PLAN AS CONTINUOUS IMPROVEMENT
1. Measure
2. Communicate
3. Focus
4. Plan
5. Act
6. Monitor

32. Employee Engagement is not a Project with an End
Would you treat building ‘trust’ as a project or process with a beginning and end? Employee engagement is about continuous connection. Engaging employees must become part of the organization’s DNA. How?
Leadership accountability
Regular meetings of the Employee Engagement Steering Committee (it should never disband)
Keep adding “fuel” in the form of new ideas
Celebrate Success (even little ones)!
A stream of ideas can be created from ideas not prioritized from your workshop, as well as an idea-contribution process you may set up where people contribute ideas to improve along the 6 priorities throughout the process implementation. These ideas can be vetted by the steering committee and presented and implemented in subsequent waves.

33. UPCOMING TALENTMAP LEARNING SESSIONS
Event
Format
Topic/Location
Date
TalentMap Monthly Webinar Series
Webinar
Professional Growth and Employee Engagement: The Small (Medium, and even Large) Organization Challenge
Part 1
Part 2
June 23, 2016
July 28, 2016
HR Executive Technology Conference
Conference and Trade Show
McCormick Place, Chicago IL
October 4-7, 2016
People Analytics Summit Canada
Conference
Toronto, ON
November 1, 2016
Canada’s Top Employer Summit
Four Seasons Hotel, Toronto ON
November 14, 2016

34. Thank you! Questions and discussion
Monica Helgoth
VP Engagement – TalentMap West
, x515
Norm Baillie-David
SVP Engagement
, x504
FOR A COPY OF THE PPT OR RECORDING:
Louie Mosca
Director of Sales – TalentMap East
, x501
Liz Felso-Hébert
Sr. Account Manager
, x505