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Creating and Maintaining an Engaged Team
A Program for Managers Engagement cannot be improved through university initiatives, perks, or rewards and recognition. To engage individual contributors there needs to be a purposeful relationship and dialogue between that individual and his or her manager. Do you feel equipped to hold such conversations? Performance management dialogue is challenging enough. Now you ask team members to find high satisfaction at work, and provide long-term visibility on career options in the face of ambiguity in the business. In this session we want to give you the opportunity to understand the importance of engagement to your teams, what the drivers and influencers of engagement are, and then – to think through how to create and maintain engagement.
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1. What is Engagement and Why it Matters
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Misconceptions of Employee Engagement
x Misconceptions of Employee Engagement Engagement is enough Employees don’t want to be engaged It is possible to create an ideal working environment Fear promotes engagement It’s HR’s job Paying more increases engagement Once engaged, always engaged It’s the same as satisfaction and/or happiness Intimidation is effective Improving engagement is costly (From: We’ve come up with some misconceptions (falsehoods) of engagement. Do you agree? Click through them. (for the bolded ones towards the end, SAY some of our personal favorites…..) Bottom line: You can’t manufacture employee engagement with gimmicks – at least not in a sustainable, long-term way. That’s because true happiness and engagement comes from a mindset of personal accountability. (nurture or nature?) When an employee views the world through the lens of accountability, he/she recognizes her own power to affect her circumstances. He/She sees themselves as an architect of her life, not a victim. And that mindset buffers her against all the frustrations of living in the real world, enabling her to strive for success despite the circumstances – and take responsibility when her efforts fall short. (relate this back to leaders needing to be in the right frame of mind to be successful.) Managers are fully responsible It’s all about hiring engaged employees Those who stay are more engaged Engagement is a fad, and does not matter because _____ will never change It is possible to make everyone happy
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Why Engagement Matters
x Why Engagement Matters (Handout link in PG: ) Tell group you will now show a short (4 min) video that will give them a summary of what engagement is and why it matters. Refer group to their PG – the chart closely follows the video they are about to see. SAY As you watch and listen, jot down some key points. (click on link to start video; enlarge to fill screen)
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Your team: How many paddlers? How many passengers?
Anyone sinking the boat? Debrief the video: what words did you hear: give, above and beyond, mutual commitment, drive, discretionary effort, trust in management – competence, integrity. A LOT OF EMPHASIS ON THE MANAGER Do you have a better idea why engagement matters? Some ideas: The more engaged your workforce, the more capacity it has to deliver on your organizational goals. High employee engagement drives discretionary effort, innovation, customer loyalty, quality, productivity, profitability and retention of top talent. Ask a dozen people why they do the work they do and you will get a dozen different answers. Yes, most people will say they work for the paycheck. Dig a little deeper, however, and you’ll find other, more personal reasons for getting up in the morning and going to a job. REFER TO THE OPENING QUESTIONS: WHY DO YOU STAY AT PENN? Full engagement depends on individuals having a thriving personal connection with their work and a belief that they have a promising future in their organization. ASK: think about your team: how many paddlers, passengers, anyone sinking the team?
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10 Ways to Spot an Engaged Employee
x 10 Ways to Spot an Engaged Employee Engaged employees are: Obvious Authentic Receptive Involved Proactive Energized Achievers Advocates CEOs – Chief Engagement Officers In demand Now that you’ve seen the video and have a better idea what engagement loos like, ask how they can spot an engaged staff member. They don’t wear a big “E” on their shirts! FLIP Chart responses. Then reveal the ones on the slide.
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Employee Engagement Defined
x Engagement Satisfaction “Employee engagement is about employees’ commitment and connection at work …[what, who and what conditions] are motivating them to work harder.” “Job satisfaction refers to how employees feel about their compensation, benefits, work environment, career development and relationship with management.” If you are engaged, you are most likely satisfied with your job. But, if you are satisfied with your job, you are not necessarily engaged. Review definition of engagement vs. that of satisfaction. Read the two statements. Engagement influences how hard someone will work and how long they will stay with an organization. 2011 Employee Job Satisfaction and Engagement Report by SHRM
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2. Identifying Qualities of an Engaged Leader
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x High-performing employees need quality leadership
Leaders have a direct effect on employees’ wellbeing and performance This wellbeing – a feeling of being safe and valued – drives how hard an employee intends to work. Leaders play a pivotal role in creating – or destroying – an employee’s sense of wellbeing through their interactions, expectations, and behavior. So, if you want high-performing employees, you need quality leadership. If you want employees who consider the needs of the company and customers before their own, you must first hire leaders who put employees first. From: Cornerstone on Demand, Inc. csod-cp-leadership
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Manager Engagement – Where are YOU?
x ASK: where are you on this graph? Review different job levels and engagement. Note: Professional employees are defined in Aon’s database as non-hourly, non management individual contributors.
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Did You Know... DISCLAIMER: Managers may not realize that they themselves are not engaged! Review the slide. Remember the gorilla?? Source: Aon Hewitt.
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x What Are We Missing? Watch and keep a silent count of the number of passes of the ball made by the people in white shirts. In a moment, you will watch a short video in which six people-three in white shirts and three in black shirts-pass basketballs around. While you watch, you must keep a silent count of the number of passes made by the people in white shirts. SHOW VIDEO. Who saw the gorilla stroll into the middle of the action? This experiment reveals two things: that we are missing a lot of what goes on around us, and that we have no idea that we are missing so much! You think, how could something so obvious go completely unnoticed? But when this experiment was done at Harvard University several years ago, half of the people who watched the video and counted the passes, missed the gorilla. It was as though the gorilla was invisible. Refer to question 4 in “Setting the Scene” – AKS how engaged did you rate yourself? Would your staff members say the same? TRANSITION TO ENGAGEMENT - what can we do to protect ourselves against this effect? We need sort of "x-ray vision" into your own minds, with the ultimate goal of helping us to notice the invisible gorillas in your own life in our jobs. (This experiment is from Daniel James Simons, prominent experimental psychologist, University of Illinois)
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7 Keys to Help YOU Stay Engaged
x Self-Awareness Focus on perspectives Seek grow opportunities Offer constructive suggestions Coaches need coaches Keep a positive attitude—“Attitude of gratitude” Energy source Talking points for each key Before you can talk about others engagement, remember that it all starts with you. Make a conscious choice to become engaged in your work. Be honest with yourself about your level of engagement. It’s ok if you have become disengaged. It happens. It is tough to remain energized when you have heard NO to often, but keep challenging yourself and others. The following points are ways to reengage yourself Do a good job. Complete your work on time and with enthusiasm. Go above and beyond what's expected of you by suggesting areas of further work on the project. Step up to the plate for every duty you're tasked with; being dependable is a starting point to being engaged. Volunteer for leadership positions. Work on office committees during your own time or as part of your day-to-day tasks. Getting involved with areas which move the company forward, even if they fall outside of your regular job description, demonstrates your commitment to the company's success. Offer to take on additional training if it can help you do your job better. It’s about making a business case of what’s best for Penn, your department, your supervisor and You. Tell your supervisor about ideas you have to make your work more efficient. If it involves a new piece of equipment or supplies, demonstrate how the added cost will pay in terms of your productivity. Involve your finance people early on so they can help share your story. You do not have to be in this alone. Have a support system of peers who you can exchange stories and share ideas with. This network will ultimately help you be more effective and get work done. Keep a positive attitude. Express optimism and good humor at the workplace; refrain from complaining. This is not only professional; remaining positive will help you to enjoy your work more and become more engaged. How can you expect your employees to be positive and have energy when you don’t? Engagement will require an increased amount of energy and effort on your part. Without the real desire to put this effort in, engagement will be difficult. Energy can come from promoting the organization at work and in your day-to-day life. Share the company's vision and values in your conversations with co-workers and customers. Being an advocate for the business is a way to feel good about the job you do and the positive results that come from your engagement in your work. Bottom line, keep in mind why you wanted to work at Penn in the first place. Education, Research, Interdisciplinary Collaboration and Global Impact – This is why Penn exists. This why we all have a job.
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3. The Leader’s Role in Creating and Maintaining Engagement
While it is ultimately an employee’s decision whether or not to be engaged, leaders create the working and cultural conditions in which employees are recognized and valued, and feel challenged by their work. Leader’s play an integral role in both creating and maintaining engagement.
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Two General Challenges
x Employee Retention Employee Productivity The cost of replacing a worker is significant, for example: An employee with a salary of 30K costs 41% of the annual salary to replace An employee with a salary of 70K costs 175% of the annual salary to replace Under poor managers, workgroups are an average of 50% less productive and 44% less profitable than well managed groups. - HR Focus Approximately 33% of employees rate their bosses or supervisors as fair to poor HR Planning The slide shows how retention and lack of engagement (through decreased productivity) impact managers and their schools and centers. Read text: Retention Read text: Productivity Powerful statistics!!! At Penn, the perception may be that we do not have a “retention” problem. People often comment that people Never leave. But people do leave, Penn’s turnover is a little of 9% a year between voluntary and involuntary separations. When I was in training for branch tellers, turnover rate was typically around 70%. Now Penn does not experience a problem of this level, but people do leave and the question is are our most engaged, best performers leaving? Now we do not have statistics on how productive Penn is, but if we benchmark ourselves against our peers in higher Ed or the Ivies are we always leading the industry? Are we always the most creative? Info. Compiled by Corp. Leadership Council , 2005
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Engagement is Rooted in Commitment
Two types of commitment: Rational commitment—the extent to which staff believe that managers, teams, or organizations have their best interests in mind (financial, developmental, or professional) Emotional commitment—the extent to which staff value, enjoy, and believe in their jobs, managers, teams, and organizations Commitment focuses on and is derived from: Day-to-day work The team The direct manager The organization Commitment influences discretionary effort (performance) and intent to stay (retention) Review: Types of commitment (head and heart) Commitment focuses and origins Influences – performance and retention (refer to previous slide)
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Engagement Cycle: Head, Hand, Heart
One mistake organizations make is when they consider employee engagement as a destination. It is nothing of the sort. The reality is that engagement is an ongoing cycle. [You may relate to the saying, “Happiness is not a destination – it’s a mode of travel”] You can be said to be ‘engaged’ when 3 factors are at work together: ✓ Your Head is engaged on the task. In other words, you are concentrating on the task in hand and have a good understanding of it. ✓ Your Heart is engaged on the task. When your Heart is engaged you want to complete the task you are working on, and you want to do more tasks of that kind. ✓ Your Hand is engaged on the task. When your Hand is engaged on the task your body physically commits to doing that task, and often forms a habit of doing it repeatedly.
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Where to Focus Efforts x 2013 Engagement Survey Data Not Engaged
ASK: where would you focus your efforts? NOTE that the navy blue on the chart is Penn; grey is the university norm and burgundy is PA/NJ/NY area After some discussion, advance animation. There may be some disagreement. Then us the golfing analogy: If you, a beginner golfer improves 10% - not much difference. BUT, if a professional golfer improves 10% - there is a huge difference. Get moderately and highly engaged on board and have them help you with the others. Your most engaged have influence and you need to first focus your effort on them. 2013 Engagement Survey Data
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Disclaimer: The Poor Performer
x Leaders can do everything “right” and not create an engaged culture – employees have a role Employees’ engagement is complicated and involves five aspects of their life: career, relationships, health, finances, and spirituality. Don’t confuse disengaged employees with poor performance! How can you tell the difference? Organizations can’t create employee empowerment, employee motivation, or employee satisfaction, engagement is up to your adult employees who make decisions and choices about how involved they want to be at work. There are many aspects of a person’s life that is involved on how engaged someone is. So, be aware of the difference between a disengaged employee and a poor performer! ASK: How can you tell the difference?
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4 Reasons Why People Fail
People fail because they lack one of the four things: Skill – Have they been trained to do the job? Knowledge – Are expectations and consequences clear? Resource – Does the person have what they need to do the job? Motivation (or Will) – What have you done to motivate the person? People don’t wake up and say that they are going to perform poorly! There are reasons why people fail. Review. Source: Engaged Leadership, Clint Swindall
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4. Discover Actions to Create Engagement
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Engaged Leadership | 12 Lessons
x Motivational Inspiration Must make sincere efforts to recognize and inspire staff. Make people want to achieve the vision. Directional Character Core Organizational Vision and Buy-In Direction is typically set by the C-suite. Managers have the responsibility of establishing buy-in. Idea is to get everyone to agree and feel part of the bigger picture -> “Consensus”. Team Develop the team to realize the vision. There are three aspects to engaged leadership : Directional leader Motivational leader Organizational leader Read as each appears. Source: Engaged Leadership, Clint Swindall Success with Engaged Leadership is less about what you know, and more about what you do. Source: Engaged Leadership, Clint Swindall
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Lessons for Directional Leadership
Recruit support from the highly engaged This group is critical to success -> typically carry much of the workload and have influence over those in the middle. Prepare the organization for change. Need to go into it united as a team. Let them know how they contribute. Need to communicate expectations and consequences. Constantly communicate progress. How we are doing in pursuit of vision. Read slide. Source: Engaged Leadership, Clint Swindall
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Lessons for Motivational Leadership
5. Lead with positive motivation Give employees something to run towards. Celebrate small successes. We often do not celebrate enough. Encourage life balance for all employees. Work with staff when they need it. Be careful not to make decisions based on what someone did for you. Create a fair work environment. Be consistent (and fair) in the consequences you give. 5. Give example of a parent using positive versus negative reinforcement (p88 in the book) Source: Engaged Leadership, Clint Swindall
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Lessons for Organizational Leadership
x Lessons for Organizational Leadership Organizational 9. Identify and position the appropriate talent. Responsibility to develop the team so that the organization is bigger than certain employees. 10. Build a bridge between the generations. We all grew up at different times and our values are different. Need to adjust to that and not allow generational differences to get into the way. 11. Move toward real empowerment. For this to work, need to have a culture that allows people to fail without the fear of being knocked down. Employees need information in order to take on more responsibility. STOP solving all of their problems – coach them instead to build independence. 12. Establish a strategy to maintain success. “Succession Plan” – have a responsibility to ensure life goes on without us, and that the good work is carried on Read slide. Source: Engaged Leadership, Clint Swindall
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Character Core x Character Core It’s a bad assumption that character does not matter – even here at Penn Either you have character or you do not – there is no on off switch Leaders are faced with options and opportunities every day and make decisions based on a set of values Those decisions are either ethical or not Ethics is not a business issue, it’s a personal issue Employees watch their leaders more than leaders realize. Congruency is KEY. People may not consciously choose to be unethical, but it happens. Here is what Clint Swindall from Engaged Leadership says: (page 205) There is no way to separate your private life from your professional life when it comes to character. You either have it or you do not PERIOD. You cannot turn it on or off. We make decisions based on values, if you don’t have those values in your personal life, you certainly don’t have them in your professional one either. (Still not believing it?) It’s about business ethics. When we look at stories like Enron, WorldCom, Martha Stewart Living, Bernard L. Madoff Investment Securities we realize that companies do not make bad decisions – PEOPLE make bad decisions. People can lack personal ethics this is character core. Source: Engaged Leadership, Clint Swindall
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Activity: Actions to Improve Engagement
x In your table groups, brainstorm ways you can create/improve employee engagement in your school or center. Be prepared to share your ideas! Everyone is different and reward & recognition is not the same for every staff member. Different types of workers demand different engagement strategies. This takes effort. You, the manager, need to find solutions Distribute handout ideas after this activity.
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5. The University’s 2013 Engagement Survey
In February of 2013, Penn conducted an engagement survey. Aon Hewitt was our consultant. Some of you may have seen the results. WHY do we do surveys? What this does is create a baseline measurement of staff engagement to serve as an internal benchmark for future surveys, communication, and strategic priorities. Better understand the current levels of engagement Determine what is driving staff engagement at penn by understanding the employment experience Use the results (what we are doing well – what we could be doing better) Provide clear feedback of survey results. HIP POCKET: #: 6704: FT, PT; not including temporary or seasonal staff, excludes those in a CBA. 66% response rate – close to Aon’s 65% response rate for those doing a survey the first time – in line with other institutions. # providing comments: 2996 – 67%
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Engagement: Drivers of Behavior
x Engagement: Drivers of Behavior Engagement Drivers Engagement Behaviors OPPORTUNITIES TOTAL REWARDS PEOPLE WORK QUALITY OF LIFE INSTITUTION PRACTICES ENGAGEMENT Work tasks Sense of Accomplishment Resources Work Processes Innovation SAY Work/Life Balance Policies/ Practices Managing Performance Organizational Reputation Diversity Safety Brand Alignment Senior Leadership Supervisor Coworkers Valuing People Customers STAY NOTE: We didn’t survey pay and benefits/ Physical environment; don’t survey what we can’t do anything about. Aon Hewitt’s model and survey construct were designed to help Penn determine the aspects of your staff’s work lives that have the greatest effect on engagement. Aon Hewitt ‘s engagement model for Penn is based on measuring: 3 Behaviors (Say, Stay, Strive) that, combined, tell us how engaged Staff are at Penn; and 20 engagement Drivers that helped inform our understanding of the engagement levels measured. The Drivers are the levers that clients can pull to directly cause more engagement, and in turn, stronger business results. Knowing that engagement is strongly linked to performance and that none of us are equally motivated by the same factors, we’re also keenly interested in finding out what’s driving staff engagement at Penn. Aon Hewitt’s analysis of these areas is what provides Penn guidance on key action areas requiring attention and improvement. Analysis of these 20 engagement driver survey items helps us answer the question: Where should Penn focus its efforts to most improve engagement? We used this model and approach to collaboratively design a survey instrument with Penn. STRIVE Recognition Learning and Development Career Opportunities Source: Aon Hewitt
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Placing Penn’s Engagement Score in Context
Penn Overall (64%) Univerisites Norm (61%) Tri-State Regional Norm (61%) US Best Employer Norm (83%) The overall engagement score for Penn is 64%, meaning that 64% of staff at Penn meet the threshold for being considered engaged and are helping to contribute positively to organizational performance. Point out on slide where others fall in the chart. Hip Pocket: Range Details These ranges describe Engagement as it relates to organizational performance, not individuals or attitudes. High-Performance—Employee Engagement levels contribute to higher than average organizational performance Indifferent—Employee Engagement levels do not substantially impact organizational performance Serious/Destructive—Engagement levels are likely to negatively impact organizational performance
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Engagement Drivers—Areas for Follow-up Action (Key Driver Analysis)
x Penn Overall – Areas to Improve Career Opportunities Managing Performance Work Processes Innovation Aon Hewitt Universities Rank: 1 Aon Hewitt Tri-state Rank: 1 Aon Hewitt Universities Rank: 2 Aon Hewitt Tri-state Rank: 2 Aon Hewitt Universities Rank: 4 Aon Hewitt Tri-state Rank: 5 Aon Hewitt Universities Rank: N/A Aon Hewitt Tri-state Rank: 3 Penn Overall – Areas to Sustain Sense of Accomplishment Customers Work Tasks Valuing People Simply knowing which the highest or lowest positive perception areas in absolute terms or even compared to Aon Hewitt’s norms does not tell the full story of what really drives engagement among Penn staff. Knowing that engagement is strongly linked to performance and that none of us are equally motivated by the same factors, Aon Hewitt performed key driver impact analysis on Penn’s actual data to uncover Improve and Sustain areas around engagement. This chart shows the results of that statistical analysis: The top 4 areas or “drivers” Penn should consider as a starting point for improving and sustaining engagement among Penn staff. The top 4 Improve areas shown – areas where perceptions at Penn are weaker -- would have the most upside or impact on improving engagement. The top 4 Sustain areas shown – areas where perceptions at Penn are stronger -- would have the most downside on inhibiting engagement if these areas were neglected. These results provide a useful and powerful analytical guide for determining focus areas that will help increase engagement among Penn staff. Aon Hewitt University Rank: 7 (tie) Aon Hewitt Tri-state Rank: 5 Aon Hewitt University Rank: 1 (tie) Aon Hewitt Tri-state Rank: 2 Aon Hewitt University Rank: 7 (tie) Aon Hewitt Tri-state Rank: 7 Aon Hewitt University Rank: 1 (tie) Aon Hewitt Tri-state Rank: 1 Aon Hewitt’s Rank is provided for comparison purposes. The number represents the ranking of this particular Improve or Sustain driver out of 17 (Tri-state) and 11 (Universities) total drivers in Aon Hewitt’s database.
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Group Poll What has been done at your school or center in response to the 2013 Engagement Survey results? Call to action!
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6. Developing a Plan for the Next Engagement Survey
The next step when you go back to your school or center is to assess your environment, have conversations with your staff members, then create a plan.
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Action on Top Drivers—Key Considerations
x When determining actions to take in order to increase engagement, consider these 3 key elements: More is not Necessarily Better Keep your Eyes on the Prize Don’t Neglect Successes More is not Necessarily Better: Initial actions should focus on a core of no more than 3 to 6 drivers. The higher number is appropriate when multiple drivers may work in synergy (such as Career Opportunities and Managing Performance). Keep your Eyes on the Prize: Primary focus should be placed on those drivers demonstrating the highest opportunity for improving engagement (the longest extensions to the right of Center). Positive improvements tend to have wider-reaching effects than maintenance actions. Don’t Neglect Successes: Attention should be given to those drivers demonstrating the highest “sustain” scores (the longest extensions to the left of Center). If these drivers are allowed to drop, they are most likely to negatively affect engagement, and the gains resulting from positive improvements may well be lost.
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Do’s and Don’ts Do Don’t
Spend time with the data to understand the “story” Communicate results as soon as you can (within timeline) Be honest and up front Enlist the help of others to take action and use the resources on the website Focus on a limited number of issue areas Dedicate time to presenting results in person to as many in your University as you can Don’t Jump to conclusions (or an action plan) too quickly Be defensive about the scores Be afraid to say “I don’t know” Try to address action planning—and implementation—on your own Take on too many priority areas, even if scores are low Search for the sources of disappointing data Next survey prep Keep the following in mind as you share results:
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Challenges of Post-Survey Results
x Challenges of Post-Survey Results Beware of these challenges as you seek to understand results and take action. Symptom Issue “I have only 17 more ways I’d like to run the analysis.” Analysis paralysis “We have selected 12 issues to work on.” Over-committing “Survey? Oh yes…I never heard the results.” Under-communicating “I’ve looked over the results for a whole 10 minutes…now I’m ready to action plan.” Jumping to action planning “We’ll tell staff what to do about the results.” Under-relying on staff “Staff will tell us what to do about the results.” Over-relying on staff “I have an open-door policy…from 7:00 to 7:30 every Tuesday morning.” Not being open to feedback Review challenges
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Preparing for the Next Survey
Put a plan together List ideas you have for when you get the results from the next survey. Set a date/time to meet and discuss the action items further. What things will you do to increase your engagement? Tip: Set SMART goals. Assess the engagement level of you and your team.
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