1. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

2. Our webinar will begin in a few minutes.
“Figuring out the right things to do isn’t nearly as difficult as continuing to do them over the long term.”
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3. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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“Remember:
The problem for most of us isn’t knowing what to do… it’s doing it.”
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5. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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“The greatest attribute for any business leader is perseverance.”
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7. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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“All organizations are perfectly designed to get the results they are now getting. If we want different results, we must change the way we do things.”
Tom Northup
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9. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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“It’s useful to think of excellence in two broad categories:
Customer excellence and business excellence.”
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11. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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“Satisfied customers drive business success – and business success enables investment to satisfy customers.”
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13. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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“Excellence is not a destination; it is a continuous journey that never ends.”
Brian Tracy
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15. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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“We are what we repeatedly do. Excellence, then, is not an act but a habit.”
Aristotle
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17. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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“People go in the direction leadership is walking, not pointing.”
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19. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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“Every job is a self-portrait of the person who does it. Autograph your work with excellence. “
Unknown
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21. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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“Excellence is doing ordinary things extraordinarily well."
John W. Gardner
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23. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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“Discipline is the bridge between goals and accomplishments.”
Jim Rohn
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25. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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"Measure is the ability to mesh strategy with reality, align people with goals, and achieve the promised results.“
Larry Bossidy
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27. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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“The strategic agenda demands discipline and continuity; its enemies are distraction and compromise.”
Michael E. Porter
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29. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
January 26, 2012

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“One of the major barriers to achieving lasting excellence is how little formal effort organizations put into learning how to execute strategy.”
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31. improving culture and results through employee involvement
Voice of the Employee
improving culture and results through employee involvement
REMINDER:
START RECORDING
UNMUTE VOIP
UNMUTE PHONE
ENSURE SLIDES ARE BEING SEEN BY AUDIENCE
STARTING SLIDE
Hello and welcome to today’s webinar, Building a Better Business Case. Today we’ll be looking at the start of any change initiative, creating a compelling business case to support change.
January 26, 2012

32. Your Presenter Matt Lauth Managing Partner Strategy Execution Advisors
Certified Business Coach
My name is Matt Lauth. I am the managing partner at Strategy Execution Advisors and I’ll be hosting today’s webinar.
Today’s webinar is being recorded and the presentation will be made available at the end of the webinar on our website.
To minimize background noise all phones have been placed on mute. Throughout the next hour, if you have a question or comment please submit it through the “Question” pane of the GotoWebinar application that is along the right side of your screen.

33. Voice of the Employee
Including the voice of your employees in your planning and operations goes a long way to establish a highly productive culture and profitable organization. During this webinar you'll learn:
1. Importance of employee satisfaction surveying.
2. How best to conduct the survey and when.
3. How to factor the feedback into strategy, planning and operations.
This is 1 hour of your time that will give you the information needed to implement a voice of the employee process within your organization.
I want to take a moment to review the goals I’ve set for today’s webinar. By the end of our 60 minutes I want you to come away with clear answers to the following:
1. Importance of employee satisfaction surveying.
2. How best to conduct the survey and when.
3. How to factor the feedback into strategy, planning and operations.

34. Poll Questions
Let’s take a quick pause….I’d like to get your input on a 4 poll questions related to the topic of voice of the employee….
Does your organization have a formal, defined way of getting the voice of the employee?
Is your approach done through , print, in-person or some other way?
What is the frequency of your approach?
What is the main purpose of your approach?
© Six Disciplines, LLC All Rights Reserved.

35. Opportunities to Listen
Employee Satisfaction & Loyalty
360 Degree Feedback
Performance Reviews/Appraisals
Brainstorming
Employee Involvement Program
1:1 and team interaction
There are multiple opportunities to ask for, and listen, to the voice of the customer.
Employee Satisfaction & Loyalty
360 Degree Feedback
Performance Reviews/Appraisals
Brainstorming
Employee Involvement Program
1:1 and team interaction
For today’s discussion, I’m going to focus on Employee Satisfaction & Loyalty surveys. This is often done annually and as part of annual planning process; although it can be done at anytime to get a baseline on satisfaction, loyalty, morale, culture and comment feedback.
© Six Disciplines, LLC All Rights Reserved.

36. What’s the importance? Consistent way to gauge satisfaction
Consistent way to gauge loyalty
Consistent way to assess culture
Consistent way to innovate/solve problems
Consistent way to aid planning
Key input to identify strengths & weaknesses
© Six Disciplines, LLC All Rights Reserved.

37. Key Principles Anonymous Objective Independent Durable & Consistent
Promote Participation
Results Shared
Part of a Larger Process

38. I want to first start by using this diagram to illustrate the “systems” we have in our organizations. I would assume that everyone on today’s webinar has automated systems for managing your accounting, customer relations, R&D, inventory, production and HR.
These are all necessary and have a significant impact on productivity. What I find lacking though in most organizations is a systematic approach to planning and connecting activities to plans. This is usually done in a fragmented way and often still done manually.
Because of this activities like employee satisfaction are not done, not done consistently or are not connected to a bigger purpose.
Employee satisfaction is important, and it’s extremely important during the annual planning process.
© Six Disciplines, LLC All Rights Reserved.

39. The Process
Let’s talk about the process….

40. A. Review Externals
B. Review Internals
C. Recap SWOT
D. Review Individuals
ANNUAL
(4-8 hrs., 6 weeks before year end)
(4-8 hrs., 5 weeks before year end)
ON-GOING
(4-8 hrs., 7 weeks before year end)
QUARTERLY & WEEKLY
(4-8 hrs., 4 weeks before year end)
A. Identify Misalignments
B. Align Processes
C. Align Policies
D. Align Measures
E. Align Technology
F. Align People
A. Define IPs Quarterly
B. Review IPs Weekly
C. Rate IPs Quarterly
D. Prioritize Daily
E. Monitor Measures
A. Brainstorm
B. 100-Point Exercise
C. Quick-ROI Analysis
D. 5-Step Problem Solving
E. Champion Your Ideas
F. Recognize Contribution
A. Review Externals
B. Review Internals
C. Recap SWOT
D. Review Individuals
A. Mission
B. Values
C. Strategic Position
D. Vision
E. Define VFOs
F. Agree What to Stop
A. Define Measures
B. Define Targets
C. Define Initiatives
D. Engage the Team
ANNUAL
(4-8 hrs., 7 weeks before year end)
Employee Satisfaction Surveying is part of reviewing the INTERNALS of the organization
The Six Disciplines Methodology shown in this diagram is a business building process to help organizations grow consistently. One key element of predictable growth is including the voice of the employee.
This can occur at multiple points in the process, but the an annual employee survey is part of Discipline VI, Step Back. The survey is part of the “Review Internals” step of discipline 6.

41. SWOT Statement
Having the voice of the employee is extremely powerful when crafting a SWOT statement. The SWOT statement summarizes the internal and external factors facing the organization.
The employee satisfaction survey serves as a great vehicle to help form the internal factors of “Strengths” and “Weaknesses”.

42. ANNUAL (4-8 hrs., 6 weeks before year end)
ON-GOING
(4-8 hrs., 7 weeks before year end)
QUARTERLY & WEEKLY
(4-8 hrs., 4 weeks before year end)
A. Define Measures
B. Define Targets
C. Define Initiatives
D. Engage the Team
A. Identify Misalignments
B. Align Processes
C. Align Policies
D. Align Measures
E. Align Technology
F. Align People
A. Define IPs Quarterly
B. Review IPs Weekly
C. Rate IPs Quarterly
D. Prioritize Daily
E. Monitor Measures
A. Brainstorm
B. 100-Point Exercise
C. Quick-ROI Analysis
D. 5-Step Problem Solving
E. Champion Your Ideas
F. Recognize Contribution
A. Review Externals
B. Review Internals
C. Recap SWOT
D. Review Individuals
A. Mission
B. Values
C. Strategic Position
D. Vision - Where
E. Define VFOs - What
F. Agree What to Stop
ANNUAL
(4-8 hrs., 6 weeks before year end)
Having this input is one key element leading into the discussion of strategy. In the Six Disciplines Methodology is this is Discipline I, Decide What’s Important.

43. Annual Planning Timeline
Measure/Grade Card
Workshop
Send Stakeholder
Surveys
Engage the Team
Meeting
Individual Plan
Finalization
Client Kick-Off
Meeting
Distribute Survey
Results
Initiative
Finalization Wk 1 Wk 2 Wk 3 Wk 4 Wk 5 Wk 6 Wk 7 Wk 8 Wk 9
Start Stakeholder
Survey Process
Alignment
Planning Session
(2 days)
Individual Plan
Workshops
Goals Statement
Finalization
Here’s the timeline I use.
The blue boxes along the left show the annual stakeholder survey activities.
A kick-off meeting gets everyone on the same page. The surveys are then drafted, reviewed and finalized. They are then provided to all the employees in either electronic or print format. The survey results are compiled into reports and provided to the organization leadership.
These activities ensure:
Anonymous – we do not know who provided what feedback.
Objective & Independent – someone from outside the organization is helping in the feedback process.
Consistent – the process, survey and reporting can be done consistently going forward
Finalize Stakeholder Survey Results
Initiative
Workshop(s)

44. Creating the Survey
Now let’s talk about the survey…

45. Survey Structure Leadership Strategic Planning Customer Focus
Measurement, Analysis and Knowledge Management
Workforce Focus
Operations Focus
Results
Information Technology Support
Integrity with Company Values
An employee survey can be longer and more detailed than a customer survey. The employee survey should cover these 9 areas:
Leadership
Strategic Planning
Customer Focus
Measurement, Analysis and Knowledge Management
Workforce Focus
Operations Focus
Results
Information Technology Support
Integrity with Company Values
© Six Disciplines, LLC All Rights Reserved.

46. Baldrige Criteria
The survey I use and recommend incorporates the thought-leadership of the Baldrige Criteria for Performance Excellence. Although the criteria is often thought of for big organizations, the principles and completeness is practical for any organization.

47. The ultimate question?
“How likely is it that you would recommend this company to a friend or colleague?”
Including the ultimate question allows an employee loyalty score to be established and baselined.

48. Segmenting Employees
1. Promoters are loyal enthusiasts who keep buying from you and urge their friends to do the same Passives are satisfied but unenthusiastic, who can be easily wooed by the competition Detractors are unhappy customers trapped in a bad relationship and they let others know it.
The response to the ultimate question will segment employees into 3 groups:
Promoters
Passives
Detractors
© Six Disciplines, LLC All Rights Reserved.

49. Net Promoter Score
The net promoter score is a system developed by Fred Reichheld and is detailed in his book, The Ultimate Question
The one, simple, ultimate question he recommends is
“How likely is it that you would recommend this company/product to a friend or colleague?”
The scale recommended is from 0 to 10, 0 being “not likely at all” and 10 being “extremely likely”.
During analysis of the results he scale is divided into three sections:
9 & 10s are called promoters
7 & 8s are called passives
And 0 through 6 are called detractors
The net promoter score or NPS, is calculated by subtracting the % of detractors from the % of promoters to get your NPS score.
© Six Disciplines, LLC All Rights Reserved.

50. Customize to fit your needs
1. Segment: location, job function, tenure, etc. 2. Add additional questions 3. Edit to fit your organization’s terminology.
4. Final review and approval by senior leader and/or leadership team.
The base survey should be tailored to fit your organization.
Additional demographic questions can be added to allow more detailed reporting. Examples that I often do are based around employee location, job function within the organization and tenure with the organization. The questions and responses need to be such that it would not be so refining that it would affect the survey being anonymous.
If there are other specific questions you want to add is fine. The one point of clarification is whether the questions should be part of the baseline survey or if they are just a 1-time question.
The survey is then reviewed by the HR team and senior leadership to ensure alignment.
© Six Disciplines, LLC All Rights Reserved.

51. Conducting the Survey
Now it’s time to share the survey with the employees.

52. Conducting the Survey
1. Leadership communicates the survey activity in advance so all employees are aware and expecting it. 2. Survey is sent electronically, via , to employees with work . The provides a link to the actual survey. 3. Employees without access are given printed surveys.
4. All survey responses are anonymous.
© Six Disciplines, LLC All Rights Reserved.

53. Compiling Results
After the agreed upon time has passed to allow survey completion, the survey results reports can be compiled.

54. Here are some examples of the information from the reports.
This graph shows the trending of the employee feedback around the 9 categories: Leadership, Customer Focus, Workforce focus, etc.

55. More detailed reports then show the compiled results on question-by-question basis.
The heat-map shows the areas of strength (green) areas of status quo (yellow) and areas of weakness (red).
This example shows that client used demographic questions to segment the employees by tenure and by job area or job function.

57. Hints & Tips

58. Barriers
Culture – not viewed as a priority, viewed as something “someone else” should do.
Expertise – don’t know where to start or what to do next.
Time – don’t have time to dedicate to it.
Money – too expensive.
Human Behavior – I want to but don’t!
There are many barriers to effectively doing customer satisfaction, loyalty and NPS scoring. Here are just a few of the barriers or reasons I’ve seen organizations not pursue finding their NPS:
Culture – not viewed as a priority, viewed as something “marketing” should do.
Expertise – don’t know where to start or what to do next.
Time – don’t have time to dedicate
Money – too expense
Human Behavior – I want to but don’t
© Six Disciplines, LLC All Rights Reserved.

59. Our Employee Survey Service

60. Employee Satisfaction & Loyalty Surveying
Compile list of all employees – anonymous, list will be used to know total to track response and send electronic surveys via .
Create the survey to be used –inclusive of operational needs, leadership needs, net promoter score and comment feedback.
Manage the survey and feedback process – objective, unbiased management and execution of the process.
Deliver comprehensive reports – executive level as well as detailed operational analysis of the feedback that can be trended over time.

61. Employee Satisfaction & Loyalty Surveying
Results
Loyalty and satisfaction report for employees
Net Promoter Score (NPS)
Statistical report identifying hot spots
List of detailed comments
Database of responses
Investments
2-4 hours of your time to review and prepare
2-4 weeks elapsed time
$1500 for standard survey service
What are the results?
Loyalty and satisfaction report for employees
Net Promoter Score (NPS)
Statistical report identifying hot spots
List of detailed comments
Database of responses
What’s the investment?
2-4 hours of your time to review and prepare
2-4 weeks elapsed time
$1500 for standard survey service
Additional fees would apply to:
highly customized surveys
printed surveys
surveys in multiple languages
advanced survey results reporting

63. Upcoming Webinars

64. For more information and to register, visit:
Upcoming Webinars
January 26th: Voice of the Employee
February 2nd: Executing Plans for Results
February 9th: 360 Degree Feedback
February 16th: Performance Reviews
February 22rd: Balanced Score Card
March 1st: Strategy Maps
March 8th: Value Stream Maps
March 15th: Succession Planning
March 22nd: Benchmarking Performance
March 29th: Quarterly Review Process
Here’s a list of the upcoming webinars. Today’s webinar, along with the PowerPoint presentation slides will be uploaded to our website and will be available by end of day today.
You can visit our website to learn more and to register. Past webinars have been recorded and are available on the website at the URL listed.
For more information and to register, visit:

65. You can visit our website to learn more and to register for upcoming webinars. Past webinars have been recorded and are available on the website at the URL listed.

66. Thank You! Matt Lauth mlauth@sxadvisors.com (419) 348-8046
Thank you for attending today’s webcast. Here’s my contact information, please contact me to discuss how we can help your organization. It’s fitting for any organization, regardless of size or industry.
Now let’s answer some questions.
REMINDER: STOP RECORDING
Survey Questions:
1. How would your rate your overall satisfaction with the webinar? Excellent, Very Good, Good, Fair, Poor
Would you recommend this webinar to a colleague? Yes, No
What could we do to make webinars like this more effective for you? Essay response
What topics would you like to see covered in future webinars? Essay response
Matt Lauth
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