powerpoint presentation - employee engagement |...

11/21/2014

1

Welcome

Engaging Feedback Mechanisms

Creating a Balanced Scorecard

Agenda

8:00 – 8:25 – Agenda– Action Plan Review

8:25 – 8:45– Videos

9:15 – 11:30– Engaging Feedback Mechanisms– Creating a Balanced Scorecard

11:30 – 12:00– Assignments for Session 8– Pre-work for Session 9

Break

Assignment for Session 7• Select 3 – 5 people you work

with or know

• On the Engagement Assignment form, write down what you think their primary and secondary motivations are

• Ask each person to take the motivation self assessment

• Compare your answers to theirs

© The Employee Engagement Group All Rights Reserved

11/21/2014

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Videos


6

Engaging Feedback Mechanisms

77

Help Us

Innovate

Surveys

360’s

Idea Venues

Town Hall

Meetings

Performance

Appraisals

M-S-L

Review of Session #2 – Gathering Information

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88

Help Us

Innovate

Surveys

360’s

Idea Venues

Town Hall

Meetings

Performance

Appraisals

M-S-L

What Were Key Points?

9

You Have Information, Now What?

High Impact Teaming (HIT)

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The “HIT” Process

A. Where are we now?

B - Where do we want to be?

D - How do we get there?

= Idea

= Impediment

High Performance Plan

C - What are the impediments?

(and what is REALLY working?)

E – Building The Plan

Page 8-2

Building the Action Plan

Date:

Metric Area Opportunity Identified Specific Action Results Expected Responsible

Person

Timetable

Action Plan for Building a High Performance TeamTeaming Partners:

Note in this space any incentives associated with accomplishment of particular opportunities and related actions or any overall incentives:

Action Plan for Building an

Engaged Culture

Idea Priority Matrix

C(may or may not

be worth it)

A(do it!)

XB

(no pain, no gain)

high

high

low

low

impact

co

st

(tim

e/r

eso

urc

es/m

on

ey)

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The Current State

A - Where are we

now?

B - Where do we want

to be?


= Idea

= Impediment





Your Case Study• Each person will have a

sheet of flip chart paper

• Divide your flip chart into

6 areas

• Working with a partner

you will:• Complete the exercises

individually (with your

organization in mind)

• Discuss results with your

partner

• Be prepared to report

back to the group

A. - Where are we today?

On your flip chart, make a list of 5 – 7 statements

that describe your current state

What is your Current State?

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Tools to Identify the Current State

Tuckman Team

Development

Great Ten Leadership

Team Assessment

Five Dysfunctions of a TeamPatrick Lencioni

SWOT Analysis

Pages 8 – 3 thru 8 – 13

Tools to Identify the Current State

Employee Engagement

Benchmark Data

Balanced

Scorecard

Pages 8 – 3 thru 8 – 13

Start with the End in Mind….

A - Where are we now?

B - Where do we want to be?

D- How do we get there?


C - What are the

impediments?


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B – Where do we want to be?

Fast forward five years.

Your organization has just won

the Fortune 100 Best Places to

Work award!

As the leader of the effort, you’ve

been asked to give the acceptance

speech at the awards dinner.

On your flip chart, make a list of 4 – 6

specific actions or initiatives for your

speech that led to your success

C - Identify Impediments to Success

(and What Is Working?)

A -Where are we

now?

B - Where do we want to

be?




(and what is REALLY Working?)


C – Identify Impediments to Success(and successes to leverage)

On your flip chart, make a list of the:

• Impediments that are keeping you from

success – what’s keeping you from

receiving an award?

• Successes that you should leverage

going forward – what’s working now?

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Discuss and Agree on Topic Areas

On your flip chart, list what you believe are the top 3- 4 topics that need to be addressed.

D – Identify Solutions/Strategies

A -Where are we

now?

B -Where do we want to be?

D –Part 1

What do we do to get there?


C -What are the impediments?



Focusing on What and How

to do something different is

REALLY hard.

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Find your Big Hairy Audacious Nudge

We all have two Cognitive systems

– Automatic

• Uncontrolled

• Effortless

• Fast

• Unconscious

• Skilled

– Reflective

• Controlled

• Effortful

• Slow

• Self-aware

• Rule Following

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Examples our two systems

– Examples of Automatic

• Fahrenheit Temperature

• Tiger’s golf game

• 2+2= ?

• Checkers

• Politician to vote for

– Examples of Reflective

• Celsius Temperature

• Bob’s golf game

• 854 X 9 + 145 = ?

• Chess

• Someone to marry

Nudge Examples

Nudge Examples

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Nudge Examples

Nudge Examples

What other “nudges”

have you seen?

Other Nudges?

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D – Part 1 - What do we do to get there?

Focus on:

- What to do

On your flip chart, make a list of solutions to

overcome the obstacles and improve the

successes

As you develop your solutions, come up with at

least one nudge that will help you move

forward.

D – Identify Solutions/Strategies

A -Where are we

now?


D –Part 2

How will we do it?





D – Part 1 - What do we do to get there?

Focus on:

- How will we do it

On your flip chart, make a note of specifically

how you will implement each solution.

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E – Building the Action Plan

A -Where are we

now?


D -How do we get there?





E – Building the Action Plan

C A

X B

Date:


Person

Timetable


Note in this space any incentives associated with accomplishment of particular opportunities and related actions or any overall incentives: Page 8 - 14

Idea Priority Matrix

C(may or may not

be worth it)

A(do it!)

XB

(no pain, no gain)

highhigh

low

lowimpact

co

st

(tim

e/r

eso

urc

es/m

on

ey)

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The Voting

Page 8 - 15

Keep it

Simple and

Execute

Flawlessly

Elements of Successful Action Plan

Building the Action Plan

Date:


Person

Timetable


Note in this space any incentives associated with accomplishment of particular opportunities and related actions or any overall incentives:

Action Plan for High Performing Team / Business

Page 8 - 20

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Are there things you should STOP doing?

“I am as proud

of those things

we don’t do, as I

am of those

things

we do !”

HIT - Next Steps

– Draft Action Plan will be sent to team for further refinement, including:

• Opportunities and actions identified

• People responsible

• Results expected

• Timeframe

– Suggest monthly thereafter – Follow up communication to gauge progress

– In 12 Months, consider follow up meeting

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50

Developing a Balanced Scorecard

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 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


Page 8-21



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.

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“Balance” comes from the ‘cause

and effect’ nature of the tool

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?

– Link’s 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


The Development Process

– Get enthusiastic support and commitment from top management

– Carefully select the design team• Cross-representation

• Get your IT support on board early

– Determine what the true drivers of performance are• Enlightening process

• Defines the “heart” of the organization

• Focus in on ‘cause and effect’ relationships

– Determining how to measure (would you like that in pounds, inches, pieces or adjectives?)

– What are the design and functionality criteria?

– Create consistent definitions


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Exercise: What are you measuring?

Discuss what is important to measure at your company and how you want to display the measurements.

What are some of the engagement metrics you thought of including?



Balanced Scorecard Data Breakdown Example


Balanced Scorecard Overall Data Example

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Balanced Scorecard Graphic Display Example #1


Balanced Scorecard Graphic Display Example #2


Balanced Scorecard Example (Individual)

Scorecard for: Bob Johnson

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Balanced Scorecard Example





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To Buy or BuildBuying

– Pros

• Off the shelf ready

• Professional look and feel

• May include design

support

– Cons

• Maintenance comes

from outside

• Difficult to customize

• Programming changes can

be expensive

• Needs tied to costs© The Employee Engagement Group All Rights Reserved

Building

– Pros

• Design and customize to

your 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

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The Roll Out

– Communication Plan (consider linking with our

Communication Protocol)

– Hold line managers accountable

– Avoid over-engineering

– Include training sessions


The Maintenance – Yes, There are Costs

– On-going investment will be different in

every

organization

– In case study company’s case:

• Manual HR and H&S input each month (sometimes a bottleneck)

• Delays from chasing and “normalizing” international data

• Data still requires QA by knowledgeable person to ground-truth

– Constant communication and integration with internal

processes

– Ongoing IT support and maintenance to keep it fresh


But ideally, the benefits greatly outweigh the costs

Recommendations

– Before anything else, seek management buy-in!

– Make sure someone owns it

– Keep it simple and focused

• 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

Page 8 - 22

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77

Assignment

Assignment

© The Employee Engagement Group

All Rights Reserved

– Use the HIT process to evaluate and determine needs

• Be sure to use the Idea Priority Matrix to evaluate the best ideas

– Discuss implementing or improving a balanced scorecard in your organization with a senior leader

• Determine if a balanced scorecard is right for your organization

or

• Evaluate the balanced scorecard you currently use and suggest improvements

79

Pre-work for Session 9

Effective Reward Programs

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Pre-work for Session 9

© The Employee Engagement Group

All Rights Reserved

• What % of your population is eligible for bonuses?

• What % of bonus is based on qualitative results? Quantitative results? How are these measured?

• What types of ongoing reward / recognition programs do you have for everyone in your organization?

81

Thank you

See you on December 12

Effective Reward Programs

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