engagement survey crash course 2 day workshop involved in a survey process describe the survey &...

Engagement Survey Crash Course

2 Day Workshop

Organizational Attitudes & Survey Development

Who are we?

What are you excited to learn today?

What is most important for you

to learn and apply?

… and a fun surprise!

DAY 1 DAY 2 M

OR

NIN

G

True Value of Employee Engagement

and a Healthy Culture

The Secret to a Flawless Employee

Engagement Survey Program

Leader Development & Accountability

Strengthening your EVP, Employee

Lifecycle through Engagement

Using Engagement to Double Your Retention

Savings & Other Linkage Analyses

Engagement as the Key to CX/CE Success

Design Your New, Improved

Engagement Program

AF

TE

RN

OO

N

Pulsing Strategy: Sustaining

Employee Engagement

Jumpstarting Leader Buy-in and Be-in

Continuous Improvement

and Agility Lifestyle

1:1 Consulting – All About You

Diversity and Inclusion

Individual Consulting Sessions (Complimentary)

The Value of

Employee Engagement


3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm

1.00cm 3.70cm 6.40cm 9.10cm 11.80cm 14.50cm 17.20cm 9.90cm 22.60cm 25.30cm 27.99cm 30.69cm 32.85cm 30.16cm 27.46cm 24.76cm 22.07cm 19.37cm 16.67cm 13.98cm 11.28cm 8.59cm 5.89cm 3.19cm

Content Bottom

Content Top

Heading Baseline

Left Margin Right Margin

Copyright © 2018 Kantar TNS Employee Insights

All Rights Reserved 2870 Taking Engagement to the Next Level

What does it mean to you?

How have you defined it in the past?

How have you seen senior leadership

understand and/or use Engagement?

What questions do you have

about Engagement?

Employee Engagement

5

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Kantar TNS Engagement Model

6

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Affect

• I am enthusiastic about my job. (Vigor)

• I am proud of the work that I do. (Dedication)

Cognitive

• The conditions at my company

make me want to work here

for a long time. (Intent/Want)

• The company shows me that

my contributions are valued.

(Trust/Security)

Behavioral

• The company inspires me to

perform at my best. (Discretionary)

• I would recommend my company

as a great place to work.

(Recommend)

TNS Engagement Model

7

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




They are more likely to...

• Go above and beyond the requirements of their jobs

• Have a positive impact on their clients' satisfaction

• Stay with the company

Work groups with higher results on engagement factors have... • More flexible workforce

• Fewer excuses toward change

• Willingness to take on new challenges & improve processes

• More consistent responses to Basic, Intermediate, and Advanced factors

• Higher service/product quality

Employee Engagement

Why is it important? Engaged employees are intellectually and emotionally committed to the organization and their jobs.

8

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Employees with lower engagement are four times more likely

to leave their jobs than those who are highly engaged.

Operating margin was 2.1% in low engagement companies versus

3.75% in high engagement companies; net profit margin was

-1.38% in low engagement companies versus 2.06% in high

engagement companies.

Study of 23,910 business units compared top quartile and bottom

quartile engagement scores and found:

Those in the bottom quartile:

Averaged 62% more accidents.

Averaged 31% – 51% more employee turnover.

Those in the top quartile:

Averaged 12% higher profitability.

In companies who administered an employee engagement

survey, 27% of managers never reviewed the results at all,

and 52% reviewed the results but took no action.

The Business Case for Engagement

9

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




SAMPLE PROXIMITY MEASURES

Ratio of acceptances to offers

Meaningful turnover stats for key employees/work

groups

Change in employee engagement based on survey data

Improvement in customer satisfaction measures

Narrowing of skills gap between where staff is and

where staff should be (based on defined competencies)

Productivity improvement

Bench strength / succession planning

Increase in suggestions, participation on teams,

employee referrals

How do you know if Engagement

levels are improving?

10

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




The People Side:

Everyone has

a role to play!

Taking Meaningful Action Requires

Commitment

Enterprise

Responsible for:

Providing

resources—

human, technical,

and financial

Establishing

a culture of

engagement

Senior

Leadership

Responsible for:

Providing overall

direction, vision,

and removal of

barriers

Reinforcing values

and direction

Leading action

planning

People

Leaders

Responsible for:

Creating a local

environment so

engagement can

happen

Align to leadership

and the enterprise

Leading team action

planning through

oversight of creation

and implementation

of the team’s action

plans

Employees

Responsible for:

Participation in and

helping to develop

and implement the

team’s action plans

Creating an Engaged Workplace

11

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Creating a Culture of Engagement

Culture of Engagement

Senior Leadership

Immediate Supervision

Communications

Metrics/ Rewards

Involvement Set the tone and

model what is

important to the

organization

Organizational communications set

expectations about what is important

to the company’s success

What is important to the

organization is

communicated &

reinforced by what gets

measured at the

organizational level and

how individual metrics are

linked to rewards

Immediate supervision

is the most salient

form of modeled

behaviors to most

team members

The degree of team

member involvement

support and reinforce

an organization’s

culture

12

The Secret to a Flawless

Employee Engagement

Survey Program

Experience with Surveys

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Provide an overview of a time you

were involved in a survey process

Describe the survey & the process

your organization used

Evaluate the survey & the process

your organization used

Provide 1-2 recommendations

for improving the experience

The Survey Process Your Experience

15

Purpose and Pooling of Resources

Strategy and Planning

Communication Survey Design

The WHY?

Survey Development

The Secret to a Flawless Employee Engagement

Survey Program

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Identify strengths & opportunities

for improvement

Monitor trends

Predict

Provide information for a new CEO

Get the pulse of an organization

After an M&A- explore culture

Just to do it... CYA!

When should they NOT?

Why? What are the weak links?

Purpose: Why/When should

Organizations Conduct

Employee Surveys?

17

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Surveys as Warning

Indicators

Program Evaluation

Employee Engagement

Leading Indicators Single Issue

Surveys Across Organizations i.e., workforce trends

Types of Surveys

18

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Identify the key stakeholders

across the organization

for interviews

Identify survey champions

Direction & leadership around

survey process

Importance of survey to key

business initiatives

Pooling of Resources

19

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Include managers & employees across

organizational functions (not just HR):

Responsibilities of the Committee include:

Providing input and making recommendations

on key decisions (e.g., timeframes, specifying

reporting group and data reports, and optional/

client-specific questions).

Recommending strategies for communicating

the results to employees.

Involving managers and employees in the

planning, administration, and follow-up

activities of the

program help build employee commitment

to the survey process.

Form a Survey Committee

20

“Conducting a survey effort is like embarking on a journey.

Before you start, you must choose a final destination”

“The survey process is a means to an end,

not the end in itself”

- Church et al




The WHY?

Survey Development


Survey Program

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




What is the purpose of the survey?

What are the expected outcomes

of the survey?

Who will be involved in the survey?

What will be the content of the survey?

How and when will data be collected?

What will the final reports look like?

How will the data be reported out

and by whom?

What steps will be taken as a result

of the survey?

Questions/Issues to Consider

in the Planning Process

23

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Identify general problems

within the organization

Identify specific problems

within the organization

Disengaged employees

Unionization

Warning Indicators

24

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




How will the organization be coded /

database structured for meaningful

reporting?

How will the survey results roll out?

Will roll out & action planning be top

down, bottom up, etc.?

Will employees be included in action

planning?

What metrics/measures will survey

results be tied to?

Plan With the End in Mind

25

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Organizations are not static and have

many competing initiatives that are

interdependent

In order to change one area, other

areas must be considered and possibly

changed as well

Cannot conduct a survey without

concern for other variables in the

organization

Build it in and around the reality

Integrate into

Existing Initiatives

26




The WHY?

Survey Development


Survey Program

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Before the

Survey

During the

Survey

After the

Survey

Communication Strategy

28

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




The what that is communicated (content)

How it is communicated (processes)

Who does the communicating (roles)

CPR MODEL

29

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




9. Action plan progress is communicated on a regular basis ~ always linked back to employee survey input

8. Various communications linking positive changes to key business initiatives

7. Employees receive feedback on key results (venue varies)

6. The results are being reviewed by senior management ~ stay tuned

5. “Thank you for your participation” after close of administration

4. E-mail reminders to boost response rate

3. Information about confidentiality & administration logistics is communicated

2. The survey process is discussed during staff meetings

1. CEO announces commitment to conduct a survey


30




The WHY?

Survey Development


Survey Program

Engagement

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Gather preliminary information about important issues

Identify key issues by summarizing and integrating data from needs analysis.

Discuss your findings with stakeholders survey committee

Define the construct and draft the survey

Pilot test the initial version

Factor analysis & item analysis

Survey Design Process

32

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




1. Dimensions / constructs

2. Items

3. Rating Scales

4. Demographics

5. Reporting Units

6. Survey Index

7. Open-ended Comments

Structure of Surveys

33

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Pay

Benefits

Working Conditions

Fair treatment

Opportunity for Advancement

Example:

Issues Important to Unions

34

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Diversity Program

Training Programs

Work-Life Balance

New Performance Management System

Example:

Program Evaluation

35

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




“I intend to stay with this

organization for the next

6-12 months”

“I would stay with this organization

if I was offered comparable pay in

another organization.”

NPS/eNPS

Example:

Employer of Choice

36

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Pride

Satisfaction

Commitment to Organization

Would Refer Friends & Family

for Employment

What are common drivers of engagement?

What are macro-drivers of engagement?

Core:

Employee Engagement Index

37

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Measure alignment

with business

strategies and focus

on efforts that will give

the company a

significant competitive

advantage

Focus on the most

important drivers of

key organizational

outcomes and

employee

loyalty/engagement

Drivers Unique to the Organization

Work Environment/Cultural Attributes

Drivers Common to Most Organizations

Inspirational Leadership

Engagement

or

Productive

Energy

Measured as

a strong

motivation

to exercise

discretionary

effort

Senior Leaders Supervisors Co-Workers

Organizational

Outcomes

• Greater client

satisfaction

• Increased

productivity

• Increased

innovation

• Improved work

efficiency

• Higher retention

rates

• Better financial

performance

• Mission

• Alignment

• Co-Workers

• Development

• Opportunities

• Work Itself

• Work/Life

Balance

• Communication

• Quality

• Effectiveness

• Resources

• Service Climate

• Innovation

• Accountability

• Integrity

• Employee Relations

• Rewards

• Recognition

• Fairness

• Openness

• CSR

• Company

Reputation

Survey as a Business Tool

38

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




1. Link the employee survey results &

improvement to Leader/Manager

performance appraisals & compensation

2. Link the survey results to organizational

performance metrics

3. Link the employee survey results

to customer satisfaction or

profitability……if possible

4. Conduct surveys on a regular basis

Best Practices

39




The WHY?

Survey Development


Survey Program

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Reliable (internal consistency)

This method correlates items from the

same category between each other.

Look at factor loadings

Cronbach´s Alpha – what is an ideal

value?

Valid (construct validity)

Well designed Items

Reading level and wording appropriate to

population

What Makes a Good Survey?

41

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




What Method Is Better?

Qualitative Pros • a source of rich

information

• uncovers hidden

data

Qualitative Cons • difficult and costlier

to gather and analyze

• difficult to present

results

Quantitative Pros • easier to gather

and analyze

• easier to

present results

Quantitative Cons • answers only

what you ask

• no probes or

expansions

42

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Clear & concise wording

Free of jargon

Most questions should be specific & actionable

Wording appropriate for audience & industry

Surveys should take around 20-25 minutes to

complete

Surveys should be less than 100 questions

Include 3 – 5 questions per category

Survey Design Tips

43

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Avoid words that evoke strong

associations, can be biasing, etc.

Avoid double-barreled questions

Avoid leading questions

Avoid negatively worded questions

Examples of each?

Survey Design: What to avoid

44

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Most companies want external norms

By industry

Fortune 100

Country

High Performance

Internal Norms

Overall company

Business units

Current to previous

Structure: Norms / Benchmarking

45

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




COMMON PAIN POINT: WRONG CONTEXT

HOW TO DISTINGUISH YOURSELF AMONG THE COMPETITION

69%

60%

Overall Favorability Very

High

Very

Low

Group

Size

Top

Quartile

Bottom

Quartile

77%

Use these groups to calculate

Internal Best-in-Class Internal Best-in-Class

46

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Most common demographic questions:

Should demographics be optional or

mandatory?

Should demographics be reported across

the organization or by a large grouping

such as country?

Do you recommend NOT reporting

demographics by department?

Must I make sure categorical groupings

do not overlap (i.e., age, tenure)?

Design Demographics

47

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Strongly Agree, Agree, Neither Agree Nor Disagree, Disagree, Strongly Disagree

Very Satisfied, Satisfied, Neither Satisfied

Nor Dissatisfied, Very Dissatisfied

Very Great Extent, Considerable Extent,

Moderate Extent, Limited Extent, Very Limited Extent

Much Better, Somewhat Better, About the Same,

Somewhat Worse, Much Worse

Very Good, Good, Fair, Poor, Very Poor

Very Often, Often, Sometimes,

Occasionally, Rarely

Certainly, Probably, Not Sure, Probably Not,

Certainly Not

Most common rating scales

48

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Part 1:

Gather into 4 groups

Review survey items from handout

Identify good, poor, bad items and how to improve or what is strong about them

Part 2:

Combine into 2 large groups – share what you found for the items

Part 3:

Select a construct

Practice writing 10 items for that construct

Activity: Critique of Survey Items

49

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Are comments verbatim?

Will names be expunged?

Will high risk items be flagged?

What level should the comments be

reported at?

Who sees the comments?

How should the question be worded

Should the comments be content coded?

Should comments be distributed when

survey reports are distributed?

Open-ended Comments

50

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Create categories that align with survey

design

Converting qualitative data to quantitative

data

use frequencies and percentage of

responses

one respondent can address several

categories

Content Analysis: Coding Responses

Plus: Text Analytics

51

Leader Development

and Accountability

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Obtain a meaningful response rate

Incentives & friendly competition

Strong representation from all employee groups

Close administration in 2-3 weeks

Make the survey administration convenient for all participants

Communicate response rates throughout the administration period and encourage managers to meet response rate goals

How have you seen these applied/reinforced in the past?

Survey Administration Goals

53

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Paper

Check boxes, write comments

Requires data entry & transcription

Optical Scan Forms

Requires set up fee

Internet/Web Surveys

Phone (IVR)

What benefits or problems do you see with any of these approaches?

When would you use/avoid any of these?

Types of Survey Administration

54

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Missing surveys?

Technology problems?

Missing data ?

Low response rate ?

Reversed items ?

Damaged /mis-marked Scantron Forms

What others?

Admin/Collection:

Sources of Error

55

DAY 1 LUNCH

Pulsing Strategy:

Sustaining Employee Engagement

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Employee Pulse Survey Strategy

Follow-up

Survey

Performance

Indicator

Survey

Snapshot

Survey

All Employees Targeted

Employees

Randomly

Selected

Employees

Daily Bi-annually Quarterly

180 Survey

Items and 45

Categories

1 Survey Item 12 Items and

Two Categories

Outcome:

Employee

Engagement

Item

Key Drivers:

Recognition,

Wellness, and

Customer

Service

Outcome:

Employee Net

Promoter Score

Outcome:

Employee

Engagement

Key Drivers:

Organizational

Effectiveness

and Customer

Service

1

2

3

4

5

Establish the end goal • Follow-up Survey

• Snapshot Survey

• Performance Indicator Survey

Determine pulse sampling strategy • All Employees

• Randomly Selected Employees

• Targeted Employees

Outline the frequency of pulse surveying • Daily

• Weekly

• Monthly

• Quarterly

• Bi-annually

Select the number of survey items • 1-15 Items

• 16-30 Items

• 30+ Items

Define the survey content • Outcome Variable

• Key Driver Categories/Items

• Open-ended Questions

58

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Mini Quarterly Pulse Employee Engagement Survey of all Groups

PARTICIPANTS: Can include all employees or select groups

Key Features • Includes some Anchor survey items

• Includes full organizational structure and historic data

•Contains common system support features and guides

Key Benefits •Provides leaders quarterly engagement updates at all levels in structure

•Focus leaders on select topics

Low Scoring Group Pulse Survey

PARTICIPANTS: Low scoring groups based on Anchor scores

Key Features • Includes all Anchor survey items

• Includes select organizational structure and historic data


Key Benefits •Provides lower scoring leaders engagement updates

•Turn low or average performing groups into high performing groups.

Adhoc OnDemand Pulse Survey

PARTICIPANTS: Can include all employees or select groups ie: New hires, exit or others

Key Features •DIY – Easy to set up and view real time results

•Supports many types of surveys - Employee Engagement, Exit, Onboarding


•Custom survey templates and reports are available

•Rollup reporting is available

Key Benefits •Local leaders and HR business partners lead the process

•They select the survey items, types of surveys and act on the results

•Support larger company wide programs

Service QC

Pulse Survey

PARTICIPANTS: Can include all employees or select groups

Key Features •Brief 3-minute survey conducted each quarter

•Real-time dashboard reports for 500 King County groups.

•Combines customer data and employee engagement data in one report

•Action planning module tracks progress

Key Benefits • Improve customer service, technical support quality and employee engagement at the same time.

•Forecast potential service quality issues via predictive analytics and correct them before major problems occur.

•Teach leaders and senior leaders how to use quarterly customer and employee data together for problem solving and action planning.

•Share high performing data and best practices to provide real world examples and techniques.

•Use existing customer service data to reduce costs and close the action planning loop.

•Turn low or average performing groups into high performing groups.

Sample Pulse Surveys to Improve

Employee Engagement, Retention and Service

59

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Giving ownership to leaders requires

behavior change

Invest in a listening strategy to check and

adjust for continuous improvement

Provide a path for leaders to drive results

Have confidence in your progress

Giving ownership means resources

are in better balance (not just an HR

initiative)

HR free to focus on other strategic priorities

Systemic survey results and actions

Developing attractive and adaptive culture & teams

Lifecycle data and predictive capabilities

Kantar TNS Insights

60

Jumpstarting Leader Buy-In:

Data Tells a Compelling Story

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Overall Report

A report of all employees from the entire

organization with major group breakouts

Roll Up Reports – major breakouts

Combines two or more departments/

divisions of employees

Group Report – no breakouts

responses of employees from a single

department or work unit

Survey Report Definitions

62

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Overall results and descriptives

Participation

Total favorability

Other indices

Category Scores

Item Scores

Comparison Groups

Internal Reporting Group – departments,

divisions, business units, the overall

company

External Reporting Group – industry norm

High performance norms

Survey Report Parts

63

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




What is important

What do you start with?

How should it build?

What is included and how/where

Charts

Tables

Graphs

Other criteria (e.g. guides)

Interpreting Survey Results

64

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Descriptive statistics are the basic

measures used to describe survey data.

They consist of summary descriptions of

single variables (also called “univariate”

analysis) and the associated survey sample

Not used to test any hypothesis

Are we curious about other types

of analysis?

Driver/Regression analysis

Impact analysis

Correlations

Linkage and Modeling

Descriptive Data

65

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Correlational analysis, unlike impact analysis,

uses every individual’s response separately

Correlations range from -1 to 1; where 1

means two variables are perfectly positively

related (they move upwards and downwards

together) and -1 means they are perfectly

negatively related (as one goes up the other

goes down and vice versa); 0 means that

they are pretty well randomly disinterested in

each other (i.e., independent of one another)

Correlation

66

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Pros

Uses most of the information in our data.

Always in the same units (-1 to 1)

Cons

Slightly more abstract. Harder to show

graphically (but can be done simply if

necessary)

Correlation

67

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Similar to correlation, regression refers

to a family of techniques that have different

assumptions about the data. It tries to do

something additional; it tries to find the

best combination of variables to predict

an outcome.

Impact analysis and correlation analysis

look at the relationship between every

survey question and engagement (or any

other outcome) separately and we look

for those with the strongest relationship

Regression looks for the best weighted

combination of variables (generally the

best weighted linear combination of

variables in terms of predicting your

outcome measure)

Regression Analysis

68

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Pros

It sounds intelligent and difficult and

sophisticated. For very large samples

it can be academically interesting

Cons

Employee datasets are usually highly

multicollinear which is bad for regression

techniques in particular

Regression Analysis

69

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Analyses: Our defaults are 70 or more

(typically 100) for regression, and

25 to 69 for correlation

Catagories vs. Items for Driver Analysis:

Reliable and valid categories

- ok for driver analysis

Otherwise, look to items for analyses

When Do You Use Each?

70

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Levels of Delivery:

CEO and Executives

Divisions

Departments

Work Groups

Many times the data/results you present will

be different for executive, managers, and

employees

Consider it a working session – discuss the

results, root causes and recommendations

Report Roll Out Process

71

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Present in a simple, straight-forward manner

knowledge of stats not a pre-requisite

Do not present the data as if you have all the answers

A conceptual model is often useful for presenting the results

Share results with CEO & top executives first and then “roll out” or cascade (time lag)

This is changing with real-time reporting and continuous listening….

You define “best practice”

Balance of what works and what you are able to do (technology, buy-in, etc.)

Best Practices

72

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Tell a story with the data – everything you

share is part of a story whether you

intend or not

Presentation plus working session

Who delivers?

Advantages/disadvantages of external

consultant vs. internal sponsor

Incorporate both text & graphics into your

presentation

Determine the style of your CEO and

team (i.e., high level results, between

department variances)

Tell a Story – Always

73

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Start with big picture and then drill down

Category / Dimension ranking

Rank % favorable from high to low (absolute number)

Relative Comparisons (previous year, norm, whole company, division)

Drill down to item level (absolute & relative)

Highest rated

Lowest rated

Key items within categories

Summarize key comment themes for categories

Suggested actions

Data Interpretation

74

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Executive Summary

Background of the Process

Category Results

Item Results by Category

Demographic Summary

Written Comments

Recommendations/Next Steps

Summary

Appendices

*Note: Additional sections may be included in a

formal technical report (e.g., method of

development, SMEs included, ect.).

Common Executive Report

Sections

75

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Scorecard views comparing divisions,

geographies and key functions on

major survey categories or key

business metrics

Reports highlight gaps from internal

and external benchmarks (industry

specific or “best companies” norm

Positioned within a model

(engagement, service profit chain)

High level view of key employee

segments

Feedback: the Executive Level

76

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Concrete data for action planning at

local level

Highlight key results like large changes

over time or large changes from

internal/external benchmarks with easy

to understand symbols (i.e., red flag)

Provide managers with thought starters

to ask themselves to understand the

“why” behind the responses

Provide “best practices” for the

opportunities to help jump start the

action planning

Feedback: the Management Level

77

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Overview of results in company newsletter

with letter from CEO

Video, web or podcast of CEO sharing key

results

Town Hall meeting with CEO and senior

managers sharing results and answering

questions

Special publications

Again, this is the traditional, “cruise ship”

package

Communicating Results

Company Wide

78

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Organizations need more than just

numbers!

Provide the "critical few" issues that

have the greatest impact on

employee engagement (or whatever

outcome you are hoping to achieve).

Provide a comparison of engagers or

dis-engagers for a particular

organization

Variations for normative benchmarks

or historical benchmarks

Avoid descriptive data dumps

79

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Differences between employee

demographics (e.g. age, tenure,

gender) and issues within employee

subgroups such as divisions, units,

geographic entities, etc.

Correlations between employee

engagement and other key business

drivers such as customer

satisfaction, turnover, safety

measures, etc.

Avoid descriptive data dumps

80

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




% Favorable, Unfavorable, Neutral

Means

Top 10/Bottom 10

Comparison to Normative Data

Trend Data (from previous surveys)

Percentage Change

Demographic Cuts

Comment Themes

Common Data Presented

81

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




From descriptive to predictive

(as we have seen)

Usually takes the form of:

Linkage Research

Key Driver Analysis

Quad Chart Analysis

These are the “So what”

of your story

Survey Statistics & Reporting

Has Changed

82

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Taking Meaningful Action

Proceeding from action planning to

taking meaningful action is a journey

Actions are most successful when team

members are part of the action

This process begins with leaders

understanding the survey results

and business needs, and continues

as they bring others along with

them to understand

their vision

For Commitment and

Communication to be

Sustainable, Involve Employees

Leaders communicate survey results and vision for action, making others aware of foundational information

Leaders continue to communicate how the actions will impact team members and begin to work on first steps

Leaders begin to communicate how action plans will impact team members personally (What’s in it for me?)

Team members respond to receiving communication and action from leaders by participating in the process

Team members begin to see how they benefit from the action plans through regular check-ins with leaders and other stakeholders

Team members and leaders both benefit from meaningful action and build confidence, supporting a culture of Engagement

83

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Key Points:

1. Review purpose of engagement survey from

employees’ perspective.

2. Sharing results is a time to listen, not defend.

3. Be receptive to all employee feedback.

Take Time for Reflection –

Reach Up and Down

A Best Practice:

Before sharing results with their

team, ask/instruct each manager

to talk with a more senior leader

to get their perspective on the

results and ideas for taking

action.

Have each manager ask him/herself,

“What might I be saying or

doing, or not saying or

doing, that is showing up

in my group’s engagement

results?”

To provide an opportunity to honestly share how they feel about work, with the hope their feedback will help to create a more engaging work environment.

84

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




The Symptom The 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 employees what to do about the results.” Under-relying on team members

“Employees will tell us what to do about the results.” Over-relying on team members

“I have an open-door policy…from 7:00 to 7:30 every

Tuesday morning.” Not being open to feedback

“I saw action…right before I took the next survey.” Waiting too long to take action

There are Common Barriers to Taking Meaningful Action

85

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




1. How engaged are team

members?

2. Where should we focus

efforts to most enhance

engagement?

• Engagement Scores

• Distribution of Engagement

• Favorable scores on six

engagement items (percentage of respondents

selecting “Agree” and “Strongly

Agree”)

• Strengths and Opportunities

(advanced analyses of your

scores, normative data, and

comparison data helps you

focus on what will make the most

impact)

• Results for each survey item

with comparisons to benchmarks,

if applicable

• Comments

Before reviewing

your results, be

aware that the

Survey answers

two core

questions:

To answer these

questions,

information is

derived from:

Planning is One Step to Moving Beyond Barriers To Take Action

86

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Engage Employees

Improve Organizational Performance

Survey Results

Analyze Results

Solicit Feedback

Recognize Issues

Select & Prioritize Actions

Implement Actions

Monitor Process

Add & Follow Up

Drive Account-

ability

Communicate

Communicate

Action Planning Process

88

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Who

• Action Plan Owner

• Action Team Member

• Functional Leader

What

• Actions

• Behavioral terms

• Very Specific

How

• Resources Needed

• Success Indicators

• Barriers

When

• Start / Completion dates

• Revision dates

• Notes

Where

• Team level?

• Business level?

• Enterprise level?

Although reviewing results and action

planning can be approached from many

different ways, there is a general progression

to follow to ensure consistency and

completeness of your efforts.

Begin meaningful actions by considering

these 3 steps :

Gain Insights and Direct Your Focus

Share Results with Your Team

Finalize and Implement Action Plans

Begin Planning by Gaining Insight

and Directing Your Focus

89

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




1. Gain insights and

Identify Potential Action

Priorities

There is a natural tendency

to focus on areas of opportunity

and improvement instead of

areas that are already strong.

In general, you should consider

identifying at least one area

of strength as a point of focus

to recognize the strength and

challenge the team to make

it even stronger.

Begin Planning by Gaining

Insight and Directing

Your Focus I understand how the work I do contributes

to the overall goals of [the company].

Senior Management gives employees a clear

picture of the direction [the company] is headed.

Senior Management shows by its actions that

total quality is a top priority at [the company].

I feel my immediate supervisor takes an active

interest in my skills and career development.

The people I work with cooperate together

to get the job done.

Sufficient effort is made to get the opinions

and thinking of people who work here.

My job makes good use of my skills and abilities.

My supervisor does a good job of

coaching/guiding me.

People are treated with respect here,

regardless of their job.

90

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




1. Disseminate results to leaders in the

organization in top down manner

2. Request leaders review, share & select

2 or 3 actions

3. Communicate total results throughout

the organization and action process.

4. Communicate work group action plans

to management & employees

Recognize internal best & share

best practices

Monitor the process & follow up

for success

Communicate progress

lessons learned

Traditional: Cascade down from

First-Line Managers to Employees

91

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




1. Why do employees feel this way? What causes the opinion?

2. Whom does the issue affect?

3. When does this occur?

4. What is the impact of the performance on the group?

5. What are ideas or recommendations on how this issue can be addressed

Identifying the Root Cause:

The 5 Whys

92

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




1. WHY

2. WHY

3. WHY

4. WHY

5. WHY

6. WHY

Root Cause Analysis

What can I do?

What if I don’t have all

the information?

How do I align with

other messages?

93

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




1. Consider a problem you are facing in a project at work.

(Pick one from the group) Work in your team to identify a

problem you see emerging

2. Write down the specific problem. Writing the issue helps

you formalize the problem and describe it completely. It

also helps a team focus on the same problem

3. Ask Why the problem happens and write the answer down

below the problem

4. If the answer you just provided doesn't identify the root

cause of the problem that you wrote down in step 1, ask

Why again and write that answer down

5. Loop back to step 3 until the team is in agreement that the

problem's root cause is identified. Again, this may take

fewer or more times than five Whys

The 5 Whys: Activity

94

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Debrief

How did it go? Do you felt you

reached the root cause?

How well would this translate to your

work team?

The 5 Whys: Activity

95

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Actions Taken:

Asked 2 key questions related to action

planning

Last year my group’s survey results

were shared with us.

Based on the results, my work group

has taken action.

Based on responses to these questions

classified work groups into 4 categories

Gaining Buy-In for

Action Planning

Results were

shared,

Action was

taken

Results were

Shared,

action was

NOT taken

Results were

NOT shared,

action

Was taken

Results were

NOT shared,

Action was

NOT

Taken.

96

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline





Cascade

Opportunities/

Methods Stakeholders 1. 2. 3. 4.

1.

2.

3.

4.

Key Messages Platform

1. I heard you

2. I care & I promise to do something

3. You will be involved and we will check in regularly

97

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




The Engagement Results to Action

Framework

Online Action Planning

Pre-populated Action Planning Templates

and Recommended Actions

Online Storage, Search and Retrieval of

Action Plans

Customized Best Practices Consulting

How are these becoming

more or less helpful?

Action Planning Technology

98

At the top of each flip chart,

write one of the following:

Ways to increase employee

participation in action planning

Ways to help managers understand

and take action on their results

Ways to communicate actions

taken because of the survey

Gallery Walk Each of you will get the

opportunity to contribute

to and learn from others

regarding each of these topics.

When we give the word, get

up and walk over to the chart

you would like to consider first.

You and others will have

7 minutes to discuss the topic,

and record ideas and tips that

people have found useful. Try to

record the name of each person

sharing an idea/tip so people

can follow up with them later.

Then we will rotate tables

(3 times)

Questions?

Engagement Survey Crash Course

2 Day Workshop

Organizational Attitudes & Survey Development

Recap from yesterday –

any lingering questions or concerns?

What was the best thing you learned yesterday?

What are you most excited to learn about today?

DAY 1 DAY 2 M

OR

NIN

G

True Value of Employee Engagement


The Secret to a Flawless Employee

Engagement Survey Program

Leader Development & Accountability

Strengthening your EVP, Employee

Lifecycle through Engagement

Using Engagement to Double Your Retention

Savings & Other Linkage Analyses

Engagement as the Key to CX/CE Success

AF

TE

RN

OO

N

Pulsing Strategy: Sustaining

Employee Engagement

Jumpstarting Leader Buy-in and Be-in



1:1 Consulting – All About You

Design Your New, Improved

Engagement Program

Build Communications, Change

Strategy That Tells Your Story

Plan Leader Development

to Take You to 2020!

Strengthening Your EVP:

Employee Lifecycle through Engagement

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




What is your Employee Value

Proposition?

What does it inform?

How do you know it is working?

Employee Value Proposition

106

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Analytics Across the Lifecycle

Always start with a question, problem, or decision – never a process

PERFORM

DEVELOP

ENGAGE

ATTRACT SELECT SEPARATE ONBOARD

How many qualified

applicants applied

for job XYZ?

Which applicant is most

likely to be a high

performer if selected?

Which onboarding

technique should

we implement?

Why are some

employees disengaged?

Which PMP should we

implement to maximize

performance?

What percentage

of employees are

high potential?

Why do

employees

voluntarily leave?

107

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Gold Thread – Engagement

Any others?

Group Activity:

List as many milestones in the employee

lifecycle as possible and identify what value

is delivered to them and to the organization


108

Using Engagement to

Double Your Retention Savings &

Other Linkage Analyses

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




What is push dynamics?

What is pull dynamics?

Drivers of retention evolve over time

What are some current drivers of retention?

Retention drivers may vary by job type or

level

Employee Retention & Push-Pull

Dynamics

110

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Similar to Driver Analysis, but uses more

than one data source

Clients often use them to prove ROI for

survey

Tied to talent outcomes, business

outcomes, etc.

How have you seen these used?

Linkage/Modeling

111

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




One item of an employee survey is known to be

highly correlated with employee retention.

Issues which seem to predict retention are

statistically identified

An employee survey from 2015 is combined with

customer survey data from 2017. Using the

same methods, we can try to find the employee

survey items (or categories) which best predict

customer satisfaction or loyalty

Using an enrollment database and student

survey data, along with any of the techniques

listed above, predicting retention and academic

achievement based on student satisfaction, SAT

scores, high school GPA, age, and other factors.

Linkage/Modeling Examples

112

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Statistically, there are many important

issues to consider with regard to linkage

analysis

Most of the time, people use cross-

sectional data - different locations or people

- at the same time

Some try to have the predictors from one

year and the outcomes from a later year,

but this is not always possible, and is only a

partial answer in any case

Careful! Can lead to making many

assumptions about causality

Linkage/Modeling – Timing and

Samples

113

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




A summary of the presence, direction

(positive/ negative), and strength of

relationship between various sets of

measures

A map detailing the relationships among

variables (e.g. customer, process,

employee, and/or financial measures that

are supported by the data)

Estimation of the financial returns of

undertaking various (customer and

employee centric) initiatives

Linkage/Modeling Deliverables

114

Engagement as the

Key to CX/CE Success

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




What are some survey

dimensions/constructs?

What do the items look like?

Your Boss Says,

“Let’s do a service

culture survey.”

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Shift way from a silo perspective of

employee surveys: from morale to

INTERNAL service quality

Focus on the link between satisfied

employees, excellent service and customer

satisfaction.

Focus on service industries & front-line

employees

Frontline employee perceptions of service

highly correlates with customer satisfaction.

Paradigm Shift

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Employee perceptions of the practices,

procedures, and behaviors that get

rewarded, supported, and expected

with regard to customer service and

customer service quality. The

perceptions that customer service is

important to management will also

contribute to a strong service climate.

Focus on the frontline employee and

the internal service and support they

receive.

How frontline employees see their

service climate is close to how

customers see the service climate.

Climate for Service Ties

to Customer Satisfaction

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Can be a construct/category in an employee

survey.

Can be the focus of an entire survey: 2

Examples

1. QC Check

2. Survey respondents are asked to rate

other departments that they depend on

for delivering quality service.

Internal Service Surveys –

Ties to Cooperation

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




High Tech call centers are often

used for data collection

Sampling is a complex issue

Bias is a huge issue

Stakeholders: CEO & line managers

HR not involved

Employee buy-in not important

HR needs to be more relevant

Differences: Market and

Employee Research

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Customer satisfaction & loyalty surveys

Survey panels (consumer packaged goods,

appliances, cars, banks)

Point of purchase

Product development

Market segmentation

Political polls

What are some parallels to

employee attitudes/behaviors?

Customer / Market Research

CX Conference

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Our brain works by retrieving memories, processing

and adapting them

Emotions are stimuli which help our brain

sort relevant and non-relevant information

Emotions during each transaction therefore

play a huge role in shaping our memories

Behavioural Economics supports the importance of emotions

in customer interactions

123

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




A growing problem for the future

30%

...of US customers rate

their brands as truly

customer centric

91%

of CEOs believe

customer centricity

is essential to driving

business growth

125

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Brand purpose

Can your brand answer these questions?

WHAT

does our brand stand for?

WHY

would people buy our products

and not our competitors’ products?

126

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Making it as easy for

the customer as possible

Making customers feel

valued and important

Activate moments that matter, be ruthless in the moments you choose

Going beyond fulfilling

service standards

127

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Human capital

86%

…of customers said

they would pay more

for a better service

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




The stakes are big

1% churn reduction:

$ 22m in net profit

1% conversion effectiveness:

$ 1,104m in revenue

1% satisfaction change:

$ 706m in profitability

130

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Your roadmap to a customer-centric company culture

1. Have a clear destination in mind

2. Bring the voice of the customer in the organisation

3. Give your staff the authority to take own decisions

4. Let your CEO be the “ignition spark” of this new culture

Your customers will feel the difference, your CFO will feel it too!

131

Satisfaction is not Loyalty

Transaction Based

Fluctuating

Short-term

Attitudinal

Relationship Based

Relatively Stable

Long-term

Purchase intent, value

perceptions, overall

attitudes & advocacy

Paradigm Shift

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




What are parallels to employees at work?

Satisfaction Driven by:

Reliability of Service

Responsiveness of Staff

Empathy of Staff

Communications

Courtesies

Competence of Staff

Drivers of Satisfaction & Loyalty

Loyalty Driven by:

Product Quality Perceptions

Competitive Pricing & Cost of Ownership

Brand Reputation & Image

Service Experiences & Culture

Handling of Problems

Account Relationship

133

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Profit And

Growth

Customer

Loyalty

Customer

Satisfaction

Satisfied,

Loyal,

Productive

Employees

Internal

Service

Quality

Employee Service-Profit Chain

Foundational Study (1998)

Workplace Design

Employee selection

Training

Rewards & recognition

Tools for service

Retention

Repeat Business

Referral

134

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Employee and customer satisfaction are linked

A leadership climate for customer service and

product quality is a necessary element of this

relationship

Empowerment is essential to the strength of the

relationship

Employee retention is directly related to customer

satisfaction with quality

Short term “fixes” tend to reduce this relationship

Investment in practices that support quality and

employee/customer satisfaction over time is a long-

term investment

This system reinforces itself over time

Linkage Research Model

135

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Leadership Practices

customer orientation

quality emphasis

employee training

involvement/empowerment

Employee Results

information/knowledge

teamwork/cooperation

overall satisfaction

employee retention

Customer Results

responsive service

product quality

overall satisfaction

customer retention

Business Performance

sales growth

market share

productivity

long-term profitability

ELAPSED

TIME

WORK

CHARACTERISTICS

136

CX and Engagement –

Theory Match

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Research Performed by Millward Brown

Brand promise is what organizations commit to deliver to the consumer if

their product/service is chosen and used. If the organization can fulfill their

promise, brand equity is strengthened.

Brand equity is the ability of brand associations to predispose people

to choose it over others or pay more for it, both now and in the future.

Therefore, holistic brand equity measurement systems must have measures

of each of these three areas:

1. Consumers’ predisposition to choose the brand more often, delivering

income through extra volume.

2. Consumers’ predisposition to pay more for the brand,

delivering income through charging higher prices.

3. Consumers’ predisposition to stick to the brand or try

it in future, indicating lower risk and likely future growth.

A brand is simply an imprint

(a set of associations)

in the mind of a person.

138

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




1. Consumers feel an affinity for them

2. Consumers think they perform well to meet their needs

3. They are seen as unique

4. They are dynamic – set category trends

5. They are top of mind to consumers

It really boils down to:

1. Meaningful: A dimension dominated by affinity and meets needs, so

indicates the extent to which brands build an emotional connection and

are seen to deliver against functional needs.

2. Different: A dimension dominated by unique and dynamism (setting

trends), so indicates the extent to which brands set themselves apart

from the category, by offering something others don’t –intangible or

tangible– and by leading the way.

3. Salient: A dimension dominated by top of mind awareness, so

indicates how quickly and easily the brands come to mind.

Most successful brands share

the following…

139

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Exploring Brand

Meaningful Different Salient

BRAND

Trying to Drive

• Emotional Affinity

• Meets Needs

• Reflective

thoughts that help

decision-making

• Delivering a brand

benefit that others

don’t

• Stand Out

• Attractiveness

• Awareness

• Availability

(top of mind)

• Rational

Connection

• Power

(selling more)

• Premium

(selling at a higher

price)

• Potential

(selling again in the

future)

140

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




One Impacts the Other:

Engaged employees can have a

positive impact on an organization’s

ability to deliver their brand promise

to consumers.

Kantar TNS Hypothesis:

How Employee Engagement

Works with Brand

141 E

xte

rna

l B

ran

d

Engaged Employees

Deliver Brand

Promise

Higher Business

Performance

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Employees are an important factor that

determines the manner in which customers

perceive the brand of the organization.

For employees to be able to have a positive

impact on customer perceptions, two things

are needed from employees:

1. A keen understanding of the brand

2. Engagement, or in other words, the

motivation, drive, and desire to be able to

deliver that brand experience to

customers.

How does employee engagement

impact brand?

142

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Builds relationships with customers

Solidifies brand equity

Increases spend per customer

Reduces costs

Increases productivity

Ramps up innovation

Reduces absenteeism

Reduces waste

Employee Engagement isn’t

about Favorability, it’s about

Business Growth & Profit Margins

143

Ground-breaking Research

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Kantar TNS Client Case Study

Kantar TNS and Millward Brown

Study Design

1. Kantar TNS and Kantar Millward Brown decide to explore

2. Identify shared clients

3. Compare/Combine/Learn from sharing data

4. Identify and understand similarities and relationships in the data

5. Determine next steps and how we can bring value forward to our clients

145

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Kantar TNS Client Case Study – What is driving brand?


Makes me feel

like a valued

customer

Is a brand I trust

Faster service than

competitors

Routinely exceeds

customer expectations

Has an appealing

loyalty and rewards

program

Future

Purchase

Preferred

Caters to the needs

of my group

Is a leader

in the business

146

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Kantar TNS Client Case Study – What drives what is driving brand?


Is a brand I trust

Routinely exceeds

customer expectations

Puts me in control of

my experience

Has friendly and

knowledgeable

employees

Offers high quality

products

Has convenient

locations

Has an easy

process

Future

Purchase

Preferred

Makes me feel

like a valued

customer

Caters to the needs

of my group

Faster service than

competitors

Has an appealing

loyalty and rewards

program

Is a leader

in the business

147

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




In a recent study, it was determined that “having friendly

and knowledgeable employees” was the single largest

indicator of whether customers “trust” the brand.

Also “exceeds customer expectations” and “having

friendly and knowledgeable employees” were the top two

indicators of whether customers felt “valued.”

• “Having friendly and knowledgeable employees”

provided a 5% lift in brand equity with customers

• Friendly employees, exceeding expectations and

customer service are category decision-making

staples that affect repeat loyalty.

The Key is to Build Brand &

Employee Engagement

Employees need 3 things to successfully deliver the brand:

1. Brand alignment

2. Brand awareness

3. Engagement

148

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline





Engaged employees can have a

positive impact on an organization’s

ability to deliver their brand promise

to consumers.



Works with Brand

Ex

tern

al

Bra

nd

Engaged Employees

Deliver Brand

Promise

Higher

Business Performance

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline






Works with Brand

Ex

tern

al

Bra

nd

Internal Brand

Engaged Employees

Deliver Brand

Promise

Higher Performing

Culture

Higher Business

Performance


Engaged employees can have a positive impact

on an organization’s ability to deliver their brand

promise to consumers.

Think About Them Together:

Consumer buy-in to brand is a similar model to

employee engagement at work.

Employees can buy-in to an organization’s

internal brand (think about employee value

propositions) similarly to how consumers buy-in

to a classic brand.

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Employees make determinations and have

connections to their work just like customers.

They are the internal consumers of the

organization.

• Increasingly, organizations must create,

and fulfill, attractive value propositions for

employees; essentially answering “why

should I work here?”.

• If organizations can create a positive

employee experience, they benefit from

engaged workforce and being regarded

as an employer of choice.


151

Internal Brand

Engaged Employees

Higher Performing

Culture

New Offering

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Exploring Brand


BRAND

Trying to Drive


• Meets Needs

• Reflective

thoughts that help

decision-making


benefit that others

don’t

• Stand Out

• Attractiveness

• Awareness

• Availability

(top of mind)

• Rational

Connection

• Power

(selling more)

• Premium


price)

• Potential


future)

153

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Kantar TNS Model of Employee Engagement

154

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Bridging to Brand Engagement

Head Heart

Hands

155


BRAND

Trying to Drive


• Meets Needs

• Reflective

thoughts that help

decision-making


benefit that others

don’t

• Stand Out

• Attractiveness

• Awareness

• Availability

(top of mind)

• Rational

Connection

• Power

(selling more)

• Premium


price)

• Potential


future)

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Likely to recommend to others

Likely to continue doing business

Overall satisfaction

Loyalty Index

156

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Net Promoter Score (NPS)

Developed by Fred Reichheld, NPS is based on

the fundamental perspective that every company's

customers can be divided into three categories:

Promoters, Passives, and Detractors. By asking

one simple question — How likely is it that you

would recommend [Company X] to a friend or

colleague?

Net Promoter

157

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Based on a single survey question

High Net Promoter score impacts revenue

in a positive way

Use as external benchmark

Embraced by companies world wide as a

metric

What about eNPS?

Net Promoter

158

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Measures the impact a brand advocate has

on promoting the brand.

A strength is “When surveyed about their

degree of advocacy, consumers widen their

perspective to consider things such as:

• the competitors within the market

• the perceived value of the brand’s

product or services… offering a more

complete view of the purchase decision.

Advocacy

159

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




The customer’s willingness to recommend

the brand to a friend puts his own reputation

on the line, demonstrating loyalty for a brand

that has earned his trust.”

- Smith and Jones, Advocacy Index

Weakness

Advocates may not be current customers

Size of fan base is difficult to quantify

A fan is not necessarily an advocate

Advocacy

160

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




An emotional connection or strong positive

feeling toward a brand

Minor violations of dissatisfaction do not

have a negative impact on brand

strength

Positive impact on revenue / profits

Increase in customer advocacy.

What are some examples of companies

with strong brands?

What brands are you loyal to and why are

you loyal?

Brand Loyalty &

Customer Advocacy

161

3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




New technology makes it possible to

directly measure customer feelings &

purchase intent

Can now study the response of a product,

brand, advertising campaign by:

Reading the brain (circuits firing,

neurochemicals)

Measuring physiological responses (e.g.

eye movements, blood flow)

Neuroscience & Behavioral

Research

162

Millward Brown: The Power

of Being Meaningful

https://www.millwardbrown.com/insights/point-of-view/power_of_being_meaningful/default.aspx




3.16cm

4.75cm

6.34cm

7.93cm

9.52cm

11.11cm

12.70cm

14.29cm

15.87cm

17.00cm


Content Bottom

Content Top

Heading Baseline




Emotions and rationality influence buying

behavior

TV commercials are expensive and not as

effective as previously thought

Focus groups don’t work for market

research

How consumers say they feel about a

product, service or advertising is subject to

mental filtering & may be different from

what their brain directly reports

Some Factoids

164

[email protected]

847 438 5878

[email protected]

847 726 4682

Let’s Say in Touch!

mailto:[email protected]



engagement survey crash course 2 day workshop involved in a survey process describe the survey &...

Documents