employee engagement specialist certification...

Session 9 Employee Engagement Specialist

Certification Program!

Balanced Scorecard and Communication Protocol

November 15, 2018

© The Employee Engagement Group. All Rights Reserved

Agenda8:00 – 8:15

o Review and discussion of pre-work and action plano Congrats! Assignment #3 (Communication Protocol) is cancelled

8:15– 8:30• Video examples

8:30 – 11:30o Building a Balanced Scorecardo Creating a Communication Protocol

11:30 - 12:00o Your Engagement Action Plano Pre-work for Session 10!

Break


# Date Topic Required Assignment

DueDate

1 3/23 Engagement at Your Organization2 4/27 Your Engagement Baseline

3 5/18 Creating your Employer Value Proposition

EVP Video OutlineEVP Final Video

6/1511/16

4 6/15 Innovation and Leading/Managing Change

5 7/20 Determining Priorities HIT Process 8/176 8/17 Engaging First Line Leaders7 9/21 Engaging the Generations8 10/19 Finding and Selecting Engaged

Employees

9 11/15 Balanced Scorecard and the Communication Protocol

EVP Videos Due

Communication Protocol

11/16

12/21

10 12/21 Effective Compensation and Reward P

EVP Videos will now be due 12/14 and we will waive the 3rd

assignment:Communication Protocol


Videos


Developing a Balanced Scorecard


Pre-Work • How are Messages from the CEO and Leadership Team

cascaded throughout the organization? Map out how messages from the Leadership team reach an entry level employee

o Who is responsible?

o What is the schedule?

o What means are used? (email, meetings, etc?)

o What is communicated? – what is considered ‘important?’


What in your life gets

measured?

What at work gets measured?


What is a Balanced Scorecard?A Balanced Scorecard:

• Is a concept and tools by Robert Kaplan and David Norton –debuted in Harvard Business Review in 1992

"The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events…. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation."

• Allows managers (and employees) to view critical operational factors and their inter-relationships with current and future performance in mind

• Provides focus on organizational vision and long-term success

-1


What is a Balanced Scorecard?

Adapted from Robert S. Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review (January-February 1996): 76.


Why Implement a Balanced Scorecard?• Links Company’s Vision, Strategy, and Results • Align organization strategy with the work people do on a

day-to-day basis – Line of Sight• Prioritize projects / initiatives

Balanced Scorecard Institute


A Case Study


As a reminder –

Achievement is an ENGAGEMENT DRIVER


Case Study –Why to Implement a Balanced Scorecard?

Employee survey results shown:• The company does not have:

o easily accessible datao communicate monthly progress to all o a culture of “stretch” goals

• Employees not aware of:o Company’s performance against Business Plano their own department or business’ performance to Plano their own performance against goals and objectiveso definition of “average” performance o the metrics of “high performers” Adapted from ENSR

balanced scorecard discussion


Exercise: What are you measuring?• What are you currently measuring at your organization?

• Should you be measuring other metrics? What are they?


The Development Process

Balanced Scorecard

• Cross-representation• Clear design and

functionality criteria • Include IT

• Defines the heart of the organization

• Focus on cause and effect relationships

• Pounds?• Inches?• Adjectives? • Time?• Profit?

Support and Commitment

from Top Management

Select your Design Team

Determine True Drivers of

PerformanceDetermine

Measurements

Create Definitions


Balanced Scorecard Data Breakdown Example


Balanced Scorecard Overall Data Example


Balanced Scorecard Graphic Display Example #1


Balanced Scorecard Example (Individual)

Scorecard for: Bob Johnson


Balanced Scorecard Definitions Example


Balanced Scorecard Example


Exercise: What does your scorecard look like??

Group A- 500 employee manufacturing firmGroup B- 125 employee hotelGroup C – 1,000 person multi-geography consulting firmGroup D- 75 person E-commerce startup


Exercise: What does your scorecard look like??Group A- 500 employee manufacturing firmGroup B- 125 employee hotelGroup C – 1,000 person multi-geography consulting firmGroup D- 75 person E-commerce startup

In your groups, design your scorecard:• What do you measure?• What graphics are used?• How is it made to be user friendly?

Report back and begin to determine what your scorecard looks like


To Buy or Build

Buying • Pros

o Off the shelf readyo Professional look and feelo May include design

support

• Conso Maintenance comes

from outsideo Difficult to customizeo Programming changes can be

expensiveo Needs tied to costs

Building– Pros

• Design and customize toyour specific needs

• Tie easily to your data• Changes done quickly at minimum cost

– Cons• Significant investment of IT

resource(s)• May not have the ‘professional

’ look and feel• Longer development time

Page 8-3


The Roll Out• Communication Plan (consider linking with your

Communication Protocol)• Hold line managers accountable • Avoid over-engineering• Include training sessions


Keeping it Vibrant

• Reference in CEO communication (part of your Communication Protocol)

• Use in quarterly operations review• Prominent place on intranet• Point employees there to answer their questions• Communicate positive trends visible on scorecard (and

negative trends as an “early warning system”)


Recommendations• Before anything else, seek management

buy-in!• Make sure someone owns it• Keep it simple and focused

o One screen / one page / graphics

• Make it relevant and understandable to allemployees

• Treat it as a learning tool – not a control tool!

“Organizations that have not involved employees have not achieved desired results”

- Valerie Pike


Communication Protocol


Goals of a Communication Protocol

• Establish Communication Expectations

• Build consistent messaging

• Create alignment with employees at all levels

• Create circular communication

• Build shared accountability (from the top to bottom)

• Reinforce a culture of achievement

• Minimize duplicate work

• Reinforce key messages “13 times”

• Leverage different communication venues and toolsPage 8-5


AchievementAlignment

Consistent Communication

Variety of Communication

Accountability

Creates Line of Sight

Bob Brustlin,

CEO of VHB


A Successful Communication Protocol• Begin by creating one presentation template from the

office of the CEO• Include the key elements of your strategic plan. Examples:

o Profito Growtho People (Engagement)o Etc.

• Support with a Balanced Scorecard• Link with your strategic plan and update annually• Post in all public areas• Give to all new hires

Page 8-5


To illustrate…

Message Who Delivers

Venue Audience Frequency

CEO

Next level

Next level


Communication Protocol Examples


Page 8-6 to 8-8


Examples: Strategic

Page 8-9 to 8-12


Examples: Tactical

Page 8-9 to 8-12


• Find a piece of flip chart paper

• Divide it as shown

Creating Your Communication Protocol MessageMessage Who

DeliversVenue Audience Frequency

CEO

Next level

Next level

Page 8-13 to 8 -16


Creating Your Communication Protocol MessageImagine you are sitting with your CEO and discussing communication messages to deliver to the organization:

• What are 4 key elements he/she would want to communicate?

• Through what venues should these be communicated?

• Who is the audience for each message?

• What’s the frequency for each message?


Look at the level below the C-Suite (this might be a director, division leader, or department head





• How does this tie to the message the CEO delivered?

Creating Your Communication Protocol Message


Look at the level below the Director, Division, Department (depending on your organization’s hierarchy)





• How does this tie to the message that has been delivered by the other levels?

Creating Your Communication Protocol Message


Thought-provoking questions…..

• How to ensure staff can alsocommunicate up?

• How will this tool build alignment?• How best to leverage social media• How will people delivering the

message be held accountable?• Is there a way to include customers?


Again, keep the protocol vibrant• Reference in monthly CEO communication

• Keep the same sequence

• Leverage the same template where andwhen possible

• Use social media in partnership with other forms

• Update annually

• Show communication graphically where possible

• Maintain ongoing communication via a balanced scorecard if possible

Page 8-17


Your Pre-work and Engagement Action Plan

Page 1


Although your Communication

Protocol Action Plan assignment is

no longer required, we encourage

you to still do one


Pre-work for Session 101. What % of your population is eligible for bonuses?2. What % of bonuses paid are based on qualitative and

what percentage are based on quantitative results?3. What types of ongoing recognition programs do you

have in your organization?4. Flow chart or outline your recruiting and hiring process5. Flow chart or outline your onboarding process6. Identify how you determine ‘cultural fit’ in an interview7. Bring a job description and a resume submitted for that

job to the next session


See you on December 21st in

Burlington!

Workbar

100 Summit Drive

Burlington, MA 01802

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