1. Lenovo Listens Manager Training Step 2: Interpret and Communicate Results1

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

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

13. 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

14. 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

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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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