1. Lenovo Listens Manager Training Step 1: Understand the Report
For Global HR 1

2. Objectives Lenovo Listens
Survey Overview and Participation Rate
Linkage to OHRP
Your Role as a Manager
Key Dates
Manager Training: Step 1: Understand the Report
Navigate the Sirota Tool
Understand Report’s Structure & Components
Identify Themes & Patterns
Next Steps

3. Engagement = Productivity … Commitment … Retention
Why an Engagement Survey?
Engagement = Productivity … Commitment … Retention
Engagement
Commitment
Commitment to Job
Commitment to Lenovo
Commitment to Manager
Commitment to Team
Intent to Stay
Effort
Retention
Performance
Adapted from Corporate Leadership Council, 2004

4. What Lenovo Listens Measures
Standard Factors of Engagement
The Lenovo Way +

5. Participation and Impact
Number of Respondents: 17,466 employees
Participation Rate Goal: 75% Actual Goal Achieved: 84%
Findings will impact …
Manager Training Curriculum (e.g.
Individual Development Plans/OHRP Discussions
Organization and Team Action Plans to address Engagement, Productivity & Retention

6. 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

7. 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 7

8. Key Dates JULY 13 Overall Lenovo results delivered to LEC JULY 22
You are here
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
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

9. 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. 9

10. Understand the Report Navigate the Sirota Tool
Central location for reports, training and resources
Understand the Report’s Structure and Components
Definitions, key metrics and indices
Identify Themes and Patterns
Overall strengths?
Areas for improvement?
Note: Partner with your Manager and HR to understand broader organizational results
How do my results fit in the broader context? S T E P 1
Understand the Report

11. Manager Central
from ‘Lenovo Listens 2011’ website to Managers containing link to site, and log on credentials for access to results in Report Library

12. Report Library DR
Your Report Library will contain your results in HTML, PDF and PPT formats.
Also displayed, if applicable, will be Item Detail for Direct Report Managers with managers reporting to them with minimum of 5 respondents.

13. Understand Report Terminology
Item
… refers to a Survey question
Sample item: Q1. “I am proud to work for Lenovo.”
Dimension
Sample dimensions:
Perform As We Promise
Compensation/Recognition
Work Content & Clarity
Career
… refers to a group of items that
comprise a common theme

14. Understand Report Chapters
Purpose
Audience 1
Engagement Dashboard
Big Picture
All Managers 2
Dimension Summary
Internal Comparisons 3
Key Driver Matrix
Survey Questions Related to Engagement
ED Level & Above 4
Item Detail: Uniquely Scaled Items
Deeper Insights into Manager’s Group
All Managers ED Level & Above
Item Detail: For Direct Report Managers
Direct Report Managers 5
Written Comments
Qualitative Data 6
Action Priority Grid
Integration and Shift to Action

15. Chapter 1: Engagement Dashboard
Name and total number of respondents (Anyone below you in your organizational hierarchy)
Green, people who strongly agree & the number of respondents, to yellow – neutral, people who neither agree or disagree, to red – those who strongly disagree
Top Three Highest Scoring Items: Most favorably rated items
Bottom Three Lowest Scoring Items: Most unfavorably rated items
Bottom Three Areas of Concern Compared to Your Function
Top Three Strengths Compared to Your Function
Management Index: Perceptions of immediate manager or aspects of Survey manager has influence over.
A (+) indicates item that is considered a ‘towering strength;
A (-) indicates item is an ‘opportunity for development’.
Engagement Index: This is an indicator of employee pride, commitment and satisfaction with Lenovo.

16. Engagement Dashboard:
For Managers ED and above
Key Drivers of Engagement: This score, and items listed, reflect those items most strongly related to the Engagement Dimension and have the most impact on employee engagement levels.
1616

17. Management Index
… Measures the perceptions of the immediate manager or aspects of the Survey that the manager has influence over.
The following questions are part of the Index … Q#
Dimension
Management Index
Q32
Affiliation
My manager inspires me to do my best for Lenovo.
Q43
I have confidence in the overall effectiveness of my immediate, direct line manager.
Q33
Benefits & Work-Life
My manager supports my efforts to manage my work and personal life.
Q35
Career
I receive ongoing feedback that helps me improve my performance.
Q42
My manager and I have meaningful conversations about the next step in my career / professional development at Lenovo.
Q34
Compensation/ Recognition
I understand how my performance is evaluated.
Q37
I receive recognition when I do a good job (e.g., acknowledgement, verbal appreciation, formal recognition, etc.).
Perform As We Promise
My manager effectively removes barriers to ensure we are successful.
Q21
Plan Before We Pledge
In my functional team, we adequately plan by setting clear priorities for what needs to be done.
Q40
My manager effectively transforms goals into specific actions.
Q38
Practice Improving Everyday
I feel encouraged to come up with new and better ways of doing things.
Q41
Prioritize Company First
My manager does a good job setting goals and giving direction to help me prioritize my work.
Q27
Work Content & Clarity
I have the authority to make decisions that improve the quality of my work.
Q29
I am appropriately involved in decisions that affect my work.
Q31
I can see a clear link between my work and Lenovo’s objectives.
Q36
My manager is available to me when I have questions or need help.

18. Chapter 2: Dimension Summary
In this chapter you will find the percent favorable, neutral and unfavorable score for each dimension measured on the survey.
A “dimension” refers to a group of items that comprise a common theme.
In addition to Employee Engagement and Management Indices, Dimensions are grouped into 2 areas:
‘The Lenovo Way’ … Perform; Plan; Practice; Prioritize
…and ‘Employee Value Proposition’ comprising the Affiliation, Benefits & Work Life, Career, Compensation/Recognition, and Work Content & Clarity Dimensions.
Also shown is a marker indicating overall percent favorable for your function or geography.

19. Chapter 3: Key Driver Matrix
For Managers ED and above
… Shows which items are most strongly related to Engagement dimension, and how your group scored on those items. This matrix is meant to help you identify and prioritize areas you may want to focus on in your action plans.
Opportunities with Limited Growth Potential: Areas where you are not performing well – score less than 75% favorable--but you are doing better than others in your organization.  
Strengths to Maintain: Areas in which you are performing well--your score is greater than 75% favorable--AND you are doing better than others in your Function/Geo.
Y-axis tells how each item compares to results from your function or geography. Items falling in top half scored above function/ geography average, those falling in bottom half are less favorable than function/geography.
Strengths with Potential for Improvement: Areas in which you are performing well—your score is greater than 75% favorable--but you are not doing as well as others in your organization.  
Areas of Concern: Items you are not performing well: score is less than 75% favorable-- and not doing well compared to others. Note: Items falling in this quadrant are potentially best place to begin when considering actions to take
X-axis represents items according to the manager’s team favorability score, with items scoring at least 75% falling on the right side and items scoring less than 75% falling on the left side. 19

20. Chapter 4: Item Detail
Report Owner’s Name
# of Survey Respondents
% of respondents that agreed with this item or dimension
% of respondents that neither agreed nor disagreed
% of respondents that disagreed with this item or dimension
Item Q# & Text
Chapter Name
Managers receive benchmark comparisons for their results to other managers inside Lenovo at Band Level.
Dimension Name
Datalines:
The top bar represents total Lenovo data;
The second bar represents total function or geography data;
The grey shaded bar represents the manager’s data;
The bar below the manager’s name represents the manager’s direct reports only data;
Note: If the direct reports have managers reporting to them, that data is displayed in the “Item Detail for Direct Report Managers” section.
A (+) before an item indicates a ‘towering strength
A (-) an ‘opportunity for development’.
A indicates the item is a Key Driver of Employee Engagement.
Difference scores in triangles indicate significant increase (triangles pointing up) or decrease (triangles pointing down) between your score and comparison group’s score:
NOTE: To ensure confidentiality, if difference between response count for Rollup (direct + indirect reports) and response count for Direct Report Only is less than 3 people, the Direct Report Only line is suppressed and not shown in report.

21. For Managers ED and above
Chapter 4: Item Detail
For Managers ED and above
Chapter Name
Item Q# & Text
# of Survey Respondents
% of respondents that agreed with this item or dimension
% of respondents that neither agreed nor disagreed
% of respondents that disagreed with this item or dimension
Report Owner’s Name
ED & Above receive benchmark comparisons for results to global norm, and for managers whose organizations sit primarily in one country, a Country norm is provided.
Dimension Name
A (+) before an item indicates an item that is considered a ‘towering strength; a (-) before an item indicates that item is an ‘opportunity for development’. A indicates the item is a Key Driver of Employee Engagement.
Datalines:
The top bar represents total Lenovo data;
The second bar represents total function or geography data;
The grey shaded bar represents the manager’s data;
The bar below the manager’s name represents the manager’s direct reports only data;
Note: If the direct reports have managers reporting to them, that data is displayed in the “Item Detail for Direct Report Managers” section.
Difference scores in triangles indicate a significant increase (triangles pointing up) or decrease (triangles pointing down) between your score and the comparison group’s score:
NOTE: In order to ensure confidentiality, if the difference between the response count for the Rollup (direct + indirect reports) and the response count for the Direct Report Only is less than 3 people, the Direct Report Only line is suppressed and not shown in the report.

22. Chapter 4: Item Detail Direct Report Managers
In order to ensure confidentiality, if the total responses for manager’s dataline, minus sum of responses of subgroups, is less than 3 people, then subgroups are suppressed and do not appear in the report.
Click on each direct report to see item detail for that department.

23. Uniquely Scaled Items
This section includes items that may not pertain to a dimension or items scaled differently than those shown previously. For that reason, we have provided them in a separate section.

24. Chapter 5: Written Comments
Communications
Work-life balance
Written comment reports are produced if 10 or more employees responded to a write-in question.
Total positive and negative comments are shown grouped by comment category.
An excel file, linked to the comment table, lists actual comments written, and number of times a category was selected for coding.

25. Chapter 6: Action Priority Grid
This chart tells you how your work group scored on all survey items and are displayed according to their level of percent favorability (below 55% favorable; between 55% and 74% favorable; 75% favorable and above) and how well your group scored on each item compared to your function or geography overall.
Each item falls within one of 4 action priority quadrants: Strengths to Maintain, Strengths with Potential for Improvement, Opportunities with limited growth potential, and Areas of Concern.
Opportunities with limited growth potential (upper-left hand box) represent areas in which you are not performing well (score is less than 55% favorable) but you are doing better than most managers in your function/geography overall. However, others are also not performing well (scores are also below 55% favorable), so this is an area that can be further investigated to see why most managers are struggling.
Strengths to maintain represent strong areas in which you are performing well (score is greater than 75% favorable) and you are doing better than others in your function/geography overall. Good job, keep it up, and share best practices with others.
Strengths with potential for improvement (lower-right hand box) represent strong areas in which you are performing well (score is greater than 75% favorable) but you are not doing as well as others in your function/geography overall.  Gather best practices from others to further strengthen these areas.
Areas of Concern represent items in which you are not performing well (score is less than 55% favorable) and you are not doing well compared to others in your function/ geography overall, so there is room for improvement. Identify managers doing well in these areas to learn what you can do to improve your performance.

26. 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 26

27. 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
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

28. Manager Training You are a leader and driver of change at Lenovo
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
You make Lenovo Listens come to life…
You are a leader and driver of change at Lenovo
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. 28