employee research jump the pitfalls and join the stars

Author of “Employee Engagement and Communication Research” www.commevaluation.com

Our conversation…

What do you want from this session?- first timers to employee research?

- some involvement – want to move forward?- experienced: looking for new ideas?

Let’s look at how to jump the pitfalls

And join the stars

Over to you….

Jump those pitfalls…

Building on rocky foundations….

Build on firm foundations

1. Identify the business need and potential benefits

2. Understand the research process for reliable results

3. Have a clear plan and schedule

4. Communicate purpose and action

5. Select the right methodology for your project

Qualitative- focus groups

- in depth interviews

Desk research

Quantitative- telephone

- group self-completion- postal

- online

Social media?

What is the most effective methodology?

Informal

Increasing comfort with a wide range of social media

More joining communities with similar interests

Formal

Online communities increasingly used for external audiences

Potential for online communities internally – platforms exist

Great for instant impressions, feedback, sharing, discussionBut:

May not be representative of your organisation and could be

concerns about anonymity

Where does social media fit in?

Not a replacement but another tool

Qualitative research provides:

• Opportunity to probe views and opinions

• Deeper understanding

• Examples of experiences

• Discussion and testing of possible solutions

Quantitative research provides:

• Data in firm figures

• Analysis for additional insights

• Focus on specific groups

• Baseline for tracking progress

• Opportunity to benchmark

BBC: why has readership of journal fallen and how

can it be improved?

Three stage qualitative approach

Focus groups to review current approach/content/design and develop their own ideal issue

Redesign options tested to select best rated

After launch of new version focus group feedback

Action: changes to approach increased readership significantly

and gained credibility

Qualitative solution

Financial organisation: where to focus our

communication investment? Online questionnaire to all staff covering:

- overall information rating

- key topics (business strategy, customer and competitor news)- sources (detailed for intranet and e mails)

- credibility and trust- upward and lateral

- senior and line manager- tone/approach (relevance, clarity, spin vs. substance, timely)

- line manager section: confidence, sufficient support

Quantitative solution

Data analysis reveals key drivers

These are where

you needto focusfor most

impact onInternal

communication

So improving your

performance in these key

areaswill also improve

communication

47%

Open and honest

Fast and timely

Feel part of X

Understand business

Key driver lever Current performance

70%

Key issues updated

53%

42%

58%

So where do we focus our efforts?



Not clearly linking with business strategy

Linking with business strategy

1. Involve CEO and senior management from the start: what tops the corporate list?

2. Identify the burning – and up coming - issues

3. Talk to colleagues, functions, line managers

4. Look for ways to define return on investment

Rentokil Initial: can performance be correlated with

employee engagement?

Working with Hay Insight, employee survey data was linked to 15 months of KPI’s

Teams with top-quartile gross margins had higher:

- enablement by +8%- engagement by + 5%

For every 1% enablement gross margin would rise by0.45%

Action: clear levers identified for achieving higher margins and

lower employee turnover

Linking with return on investment

State of Georgia Government: aim to create a

customer focused culture

Most important strategy was to involve employees at all stages

Links recognised between high-performing workforce and quality service

Pilot group key approaches: annual survey, peer interviews, ideas for improvements, employee led implementation phase

Action: promote training, structured dialogue, recognition

programme. Result: overall satisfaction up by 16pts, recognition up 54pts, role expectation clear up 21pts.

Links with customer initiatives

Virgin Atlantic: how to keep key cabin staff recruits?

Frontline cabin staff vital to brand image: investment in recruitment and training

Two year dip with above average attrition rates

Mood barometer of telephone interviews to track joiners at key

milestones to find where initial enthusiasm undermined

Action: interventions addressed the issues resulted in a

measurable reduction in attrition

Retaining valuable staff




Keeping the same old employee survey

Retailer: why are ideas and innovation stifled?

Leading retailer losing market position

Reasons for lack of innovation sought: focus groups/questionnaire

Major gap between directors aspirations and staff reality

Senior directors Staff

Thought leaders Safer to let competitors go first

Aim for long-term growth Work to short-term imperatives

Customers first Priorities are shareholders

Dare to be different Dependent on traditional brands





Analysis paralysis – not telling the organisational story

Said to be the world’s

worstPower

PointSlide…

Don’t be too detailed - look for main themes

Our research

Identifying trends

Giving

perspectiveModels

for newinsights

Supportingengagement

Segmenting

audiencesRevealing

drivers for

impact

It’s a goldmine! Data into management information

Look for trends and relationships

Openness

& honesty

Concern for

employees

Reliability

Identification

Perceived business

effectiveness

organizational

trust

Job satisfaction

Look for ways to tell that organizational story

Competence

IABC Trust model gives meaning





Analysis paralysis – not telling the

organizational story

Failing to deliver action

Developing – and delivering action

1. Take time to understand and interpret the data

2. Recognise the various responsibilities

3. Identify clear – achievable - action points

4. Have an agreed plan, accountability, timing and assessment

5. Make the results part of organisational life and constantly communicate progress, success stories and “way to go”

Join the stars…

Built on firm foundations for reliable, valuable management information

Aligned with the business

Not afraid to step outside the box

Identified action to bring business benefits

Tell the organizational story

Summary

Remember:

You communicators are the best people to tell that organizational story!

Copy of this presentation at Susan’s website: www.commevaluation.com

employee research jump the pitfalls and join the stars

Leadership & Management