The Power of Employee Engagement
PeopleSurv – CANTO Survey Services
Presentation by Bill Davies
range of survey services
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Employee engagement
Customer loyalty / satisfaction
Membership census
Evaluation
Change
360° assessments
ENVISIONING ENGAGEMENT:
THE FIRST STEP FOR CHANGE
top reasons to focus on engagement
UK
Europe
US
All
regions
Employee
retention
49%
37%
56%
50%
Customer
satisfaction
47%
41%
46%
46%
Productivity
38%
33%
41%
38%
Great place to
work
31%
27%
35%
34%
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
our model has 5 key elements
Layers of Employee
Engagement
Pride &
Advocacy
View of the
future
Engaged in
strategies
Motivated to perform
Performance enabled
create a vision for the future
pride and advocacy
for the organisation –
recommendation as
employer & of its
products & services
alignment of role with
strategies, effective
leadership at all levels,
responsibility matched
with authority to act
having the essentials to be
able to perform,
effectiveness of key
working relationships,
development and support
Pride &
Advocacy
View of the
future
belief that the organisation
is pursuing the right
strategies to succeed in the
future
Engaged in
strategies
Motivated to perform
Performance enabled
prevailing culture,
involvement in decision
making, calibre of
colleagues, challenging and
fulfilling role, recognition
and reward
what matters to engaged employees?
US
UK / Europe
1. Improved my skills and
capabilities over the last year
2. Senior management is
interested in my well-being
3. Reputation of organization as
a good employer
4. I have the authority to make
the decisions I need to do my
job well
5. I am paid fairly and evaluated
consistently
1. Opportunities to learn and
develop new skills
2. Improved my skills and
capabilities over the last year
3. Reputation of organization as
a good employer
4. Input into decision-making in
my department
5. Organization focuses on
customer satisfaction
Source: Towers Perrin 2005 Global Workforce
Study
top 10 drivers of engagement
worldwide
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.
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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
We are not just concerned with how satisfied people are, but how
productive they are, thus creating value for the organisation
MEASURING ENGAGEMENT
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
benefits achievable
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.
risks
Cynicism
about
intent to
make
change
People
unaware of
cultural
expectation
s
Questions
poorly
thought
through
Questions leave
out major issues
No indicators for
action
good practice
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
many options
Survey employee
experience of
the company
Shorter survey –
e.g. Gallup
Q 12
Performance
based
questionnaires
Survey employee
contribution to
the company
OR
Tailored survey of
many factors
Strategic
engagement
survey
Engagement
subset of data
Feedback on
your issues
Other indices
included
question
areas
Gallup 12 questions
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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.
• It is clear what I need to
accomplish to be successful at
work
• I understand how my daily
activities align with the overall
objectives of my company
• My manager provides guidance
on setting professional
objectives
• When someone does not know
what to do in our company they
are quickly discovered and
helped “back on track”
• I would recommend my
company to a friend as a great
place to work
• When I do good work, my
achievements are recognized
• People in my company are
rewarded for doing good work
• My manager gives me regular
feedback that helps me succeed
at work
• I have the resources I need to
effectively get my job done
• If I were offered a similar job at
another company with the same
pay and benefits I would
probably stay in my current role
• I know what capabilities
are required to be
successful in my job
Capabilities Questions
• I understand the vision,
mission, and objectives of our
company
Engagement Questions
Alignment Questions
assessing levels of engagement
• Learning resources are
made available to me that
allow me to improve my
capabilities
• My manager helps me
understand where I can
improve
• Learning resources are
made available to me that
allow me to improve my
capabilities
• Decision makers in my
company put the right
people in the right roles
• My company takes career
development seriously
Success Factors
about PeopleSurv
• UK Based
• Established 10 years
• Latest technology
solutions
• Organisational
development
professional team
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
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
how to make it engaging
Options
• Census of everyone
• Pulse for temperature
check
• Series of short focused
surveys
• Frequency
Add a
fun
element
On line
Vary the
question
styles &
response
scales
Ask
questions
to reveal
action
Use textual
questioning
Trends
• Shorter surveys
• Topic specific
• Colloquial language
presenting the results
• Share results openly and promptly
• Demonstrate that action will be taken where improvement is needed
• Recognise existing strengths
Good Practice:
If bad news:
Delay
Invites suspicion &
mistrust
Suppressing bad
news will backfire
If no action, less
involvement next
time
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
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
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.
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Tracking tools available – e.g.
Success Factors, Sirota
Focus on behaviours, not numbers
Toolkit with template presentations
& guidance notes
Tailor to the team / division
benefits to the region
• Benchmarking information & statistics
across membership
– With commonality in questions,
benchmarking can be trusted
• Enables sharing good practice
benefits to your company
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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
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
our details
bdavies@peoplesurv.com
www.peoplesurv.com/canto
T:
M:
Address:
+44 207 720 1404
+44 7973 815966
Apex House
17 Caldervale Road
London, SW4 9LY
thank you
we look forward to working with you