Employee Satisfaction and
Engagement Process
Matt Fleming
President, MidwayUSA
Overview
1. Satisfying and Engaging Employees
is a Process (Handout)
2.
3.
4.
5.
6.
7.
8.
It’s EXTREMELY Important
It Requires Top-Level Involvement
It’s a Journey, not a Destination
Stay True to your Vision, Values and Culture
Find the Appropriate Balance
Take Swift Action
You can’t Communicate Enough
The Question
“What approach do you use to achieve and
maintain such high levels of Employee
Satisfaction and Engagement?”
The Answer
1. The Employee Satisfaction and Engagement
Process
2. What we’re doing today (The 90-Day Cycle)
3. What we’ve tried and not liked
a) The 1000-page report
b) Little Top-Level Involvement in the Process
c) Not enough Communication
The Process
1. Set the Direction
1. Done Annually in January
2. Validate Mission Statement (Vision, Purpose, Mission and
Values) (Handout)
3. Validate Culture Statement (Handout)
4. Validate Employees as Key Stakeholders
5. Benchmark E-Sat and Engagement (Baldrige Winners)
6. Validate Employee Satisfaction as #2 Company Goal
(Handout)
7. Set the Employee Satisfaction Goal
8. Validate Company Strategies
9. Review Results and Goals
2. Design the Survey
1. Done Annually in January
2. Determine Employee Key Requirements
a)
b)
c)
d)
e)
Take a Zero-Based Approach
Ask Employees in Focus Groups
Remember the word “Key” (10 – 15)
Don’t forget about Culture (Alignment)
Can’t build your Survey until you have these
3. Build/Buy Align Survey
3. Communicate Survey
1.
2.
3.
4.
5.
6.
Why we have a Survey (Importance)
How the Process works
Our Goal
What we do with the Results
When, Where and How
Handout
4. Administer Survey
1.
2.
3.
4.
All Employees > 30 Days
Encouraged, but not Required
Invitation Letter has URL and Login
Set up Common Workstations for Employees
without Workstations
5. 1-Week to take Survey
6. It’s important
5. Receive/Analyze Results
1. “The Results Are In” Communication
a)
b)
c)
d)
e)
Receive 1-Week after Survey Ends
Communicate Results to SLT
Communicate Results to Organization
Post Results on Intranet
Includes Segmentation
2. Identify “Topics for Focus”
a) Low Scoring Questions for each Department
b) Low Scoring Areas for the Organization
6. Conduct Focus Groups
1. Assemble Focus Groups
a)
b)
c)
d)
Focus Groups for each Work Group (8)
Send Invitation Letter
Email Plan to Organization
Employees selected for Focus Groups get Input from
Peers and serve as their Representatives
2. Have a Clear Agenda (Handout)
3. Focus on Processes and Policies, not Complaints
4. Lead and Teach when Appropriate
7. Take Action
1. Review/Synthesize Focus Group Results
a) Top-3 Ideas from each Group
b) Top 5-10 Ideas for the Organization
2. Communicate Results to Organization
3. SLT Reviews Focus Groups Results in Quarterly
Workforce Focus Meeting
4. SLT Creates and Prioritizes Action Plans
5. Departments Take Responsibility for Executing Action
Plans
6. Also Consider other Listening Posts (HR Analysis
Matrix, Innovation, Direct Feedback, etc.)
8. Communicate Improvements
1. Communicate what Action Plans are added
to Strategic Plan, Department Plans, etc.
2. Communicate Timing of Action Plans
3. Communicate and Celebrate when
Improvements are made
4. Address the Tough Topics
Review, Improve and Repeat
Process
1. Validate Alignment of Process to Vision,
Values, Culture and Direction
2. Discuss Improvements to Process based on
alignment and Employee Feedback
3. It’s a continuous cycle of listening, learning
and improving
Employee Satisfaction & Engagement
(Total Company)
100%
Results
Better
90%
80%
Percent Score
70%
60%
50%
40%
80%
82%
81%
2009
2010
2011
90%
90%
90%
2013
2014
2015
84%
30%
20%
10%
0%
MidwayUSA
Goal
2012
NBRI Average
Baldrige Best Practice
Baldrige Average
Take-Aways
1.
2.
3.
4.
5.
6.
7.
8.
Our Approach (the Process)
It’s Extremely Important
Must have Top-Level Involvement
It’s a Journey, not a Destination
Stay True to your Vision, Values and Culture
Find the Appropriate Balance
Take Swift Action
Communicate!