1. The Power of Employee Engagement PeopleSurv – CANTO Survey Services
Presentation by Bill Davies

2. range of survey services
Employee engagement
Customer loyalty / satisfaction
Membership census
Evaluation
Change
360° assessments

3. ENVISIONING ENGAGEMENT: THE FIRST STEP FOR CHANGE

4. top reasons to focus on engagement
Other factors were profitability & discretionary behaviour (31%)
Employee advocacy 27%
Quality 23%
Talent acquisition 22%
Product & service innovation 13%
Profitability & discretionary behaviour (31%), Employee advocacy 27%,
Quality 23%, Talent acquisition 22%, Product & service innovation 13%
Source: Melcrum Publishing 2005
1000 respondents in 67 countries

5. our model has 5 key elements
Pride & Advocacy
View of the future
Engaged in strategies
Motivated to perform
Performance enabled
Layers of Employee Engagement

6. create a vision for the future
pride and advocacy for the organisation – recommendation as employer & of its products & services
belief that the organisation is pursuing the right strategies to succeed in the future
Pride & Advocacy
View of the future
Engaged in strategies
Motivated to perform
Performance enabled
alignment of role with strategies, effective leadership at all levels, responsibility matched with authority to act
prevailing culture, involvement in decision making, calibre of colleagues, challenging and fulfilling role, recognition and reward
having the essentials to be able to perform, effectiveness of key working relationships, development and support

7. what matters to engaged employees?US
UK / Europe
Improved my skills and capabilities over the last year
Senior management is interested in my well-being
Reputation of organization as a good employer
I have the authority to make the decisions I need to do my job well
I am paid fairly and evaluated consistently
Opportunities to learn and develop new skills
Improved my skills and capabilities over the last year
Reputation of organization as a good employer
Input into decision-making in my department
Organization focuses on customer satisfaction
So what do employees really care about? The 5 most important things to US employees to be fully engaged are …. 5, 4, 3, 2... And the most important, is how much you care about your employee’s well-being. One of the most important influencers of good performance is to ask for and act on feedback from employees. An employee survey is the perfect opportunity to do so.
In Europe, the list is only slightly different
Global Ranking
Opportunities to learn and develop new skills 1
Improved my skills and capabilities over the last year 2
Reputation of organization as a good employer 3
Input into decision-making in my department 4
Organization focuses on customer satisfaction 5
Source: Towers Perrin 2005 Global Workforce Study

8. top 10 drivers of engagement
worldwide

9. line of sight - a critical driver
8 factors that drive engagement* (for the individual)
Trust and Integrity
strength of working relationship with manager
nature of the Job
career growth opportunities
line-of-sight between individual performance and company performance
employee development
co-workers / team members
pride in the company
These four factors relate to line of sight and transparency to all
*Gibbons, J. (2006), Employee Engagement: A Review of Current Research and Its Implications, The Conference Board, New York, NY. 9

10. operational factors also impact
Operational Factors that Drive Engagement
Company performance
Customer focus
Innovation
Internal communication
Decision making process
Degree of internal flexibility
Degree of involvement, empowerment & accountability
Ease of interacting with company processes
Working practices
Company culture
These factors influence how things are done

11. We are not just concerned with how satisfied people are, but how productive they are, thus creating value for the organisation
MEASURING ENGAGEMENT

12. trends in measuring engagement
‘Employee opinion’ to ‘Employee engagement’
Review the drivers of engagement
Determine why before you decide what to measure
Internal benchmarking between depts and years
External benchmarking?
Focus on Action & Performance improvement
Question style makes the difference

13. benefits achievable risks Questions leave out major issues
People unaware of cultural expectations
Cynicism about intent to make change
Questions poorly thought through
Questions leave out major issues
No indicators for action
Define culture & signal aspiration to employees
Status review - drivers of engagement
Feedback process shows respect for peoples’ input
Signal & follow up intent to change
Survey itself is engaging.
Raise expectations for involvement & performance.

14. good practice Clear and ethical ground rules Focus on action planning
Robust data sample size
Not less than team sizes of 10 to protect confidentiality
Eliminate Bias
Select the sample with care
Avoid opportunities for managers to influence results
Clear and ethical ground rules
Construct and communicate to all
Focus on action planning
Show intention to improve
Ask questions of fact rather than attitude
e.g
I would like to meet my manager more often to discuss my performance and development
How often do you meet with your manager

15. many options Strategic engagement survey
Survey employee experience of the company
Shorter survey – e.g. Gallup
Q 12
Performance based questionnaires
Survey employee contribution to the company
Strategic engagement survey
Feedback on your issues
Tailored survey of many factors OR
Engagement subset of data
Other indices included

16. question areas

17. Gallup 12 questions I know what is expected of me at work.
I have the materials and equipment I need to do my work
At work, I have the opportunity to do what I do best every day.
In the last seven days, I have received recognition or praise for doing good work.
My supervisor, or someone at work, seems to care about me as a person.
There is someone at work who encourages my development.
At work, my opinions seem to count.
The mission or purpose of my company makes me feel my job is important.
My associates or fellow employees are committed to doing quality work.
I have a best friend at work.
In the last six months, someone at work has talked to me about my progress.
This last year, I have had opportunities at work to learn and grow.

18. assessing levels of engagement
Success Factors

19. about PeopleSurv UK Based Established 10 years
Latest technology solutions
Organisational development professional team

20. value of surveys Engages the audience
Encourages good business and management practices
Enables cost effective research
Includes all potential participants
Listen to feedback
Manages risk
Informs agenda for change

21. when designing your survey, consider...
What cultural behaviours do you want to have?
Set your vision for the future
What behaviours and actions do they care about?
What behaviours and actions do you care about?
What drives future growth and development in your business?
Survey these areas

22. how to make it engaging On line Add a fun element
Options
Census of everyone
Pulse for temperature check
Series of short focused surveys
Frequency
On line
Add a fun element
Vary the question styles & response scales
Ask questions to reveal action
Use textual questioning
Trends
Shorter surveys
Topic specific
Colloquial language

23. presenting the results
Share results openly and promptly
Demonstrate that action will be taken where improvement is needed
Recognise existing strengths
Good Practice:
Take a positive outlook – the process is about improvement so problems invited
Place the onus for improvement planning at all levels
Emphasise team solutions
Invest in selection, training & coaching
If bad news:
Be up front that problem exists
State a timeline for developing a plan rather than rush a solution
Consult with workforce where their input will improve results – win respect
Delay
Invites suspicion & mistrust
Suppressing bad news will backfire
If no action, less involvement next time
Story:
Bank of England first staff survey 1990s. Mgt failed to release the poor results. Temperature rose – prominent member of governing body wrote to the FT to reveal and protest about the standoff. Everyone agreed it was a very undesirable result.

24. action planning Key Issues Raised Actions they will take When Who
Comments & Review
Poor performance is let go
Explain performance standards to all
Review performance at each 1:1 meeting. State where it exceeds standard & where it does not -
Publicly recognise good performance
Dec 08
John C
Training received July 08.
Tracking tools available – e.g. Success Factors, Sirota
Focus on behaviours, not numbers
Toolkit with template presentations & guidance notes
Tailor to the team / division

25. benefits to the region
Benchmarking information & statistics across membership
With commonality in questions, benchmarking can be trusted
Enables sharing good practice

26. benefits to your company
Cost effective service
Professional guidance on process and follow up
Fully managed service
Assigned project manager
Secure hosting on PeopleSurv server
Response rate tracking and reporting
Comprehensive analysis of results
Summary report of findings and recommendations
Evaluation

27. PeopleSurv – CANTO Preferential rates for CANTO members
20% below market rates
Cost effective formats
Range of formats and question styles
Can be tailored, changed and added to

28. thank you we look forward to working with you
our details T: M: Address: Apex House 17 Caldervale Road London, SW4 9LY
thank you
we look forward to working with you