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How to Engage Your Employees Via Surveys

Date post: 10-May-2015
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A great presentation from my colleague, Jack Kennedy.
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The Current State of Employee Surveys and Keys to Implementing an Effective Survey Process Employee Surveys: Pitfalls and Promise
Transcript
Page 1: How to Engage Your Employees Via Surveys

The Current State of Employee Surveys and

Keys to Implementing an Effective Survey Process

Employee Surveys:Pitfalls and Promise

Page 2: How to Engage Your Employees Via Surveys

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Today’s Business Today’s Business SituationSituation

Complexity

Rapidly changing competitive environment

Re-organizations, mergers, acquisitions

Emphasis on business processes as key to competitive advantage

Interdependence — need for cross-functional, cross-boundary problem solving

HR needs to add value

Page 3: How to Engage Your Employees Via Surveys

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PremisePremise

In order to succeed in today’s environment, organizations must: Communicate the organization’s vision, values

and objectives to all employees

Engage the workforce behind the priority objectives of the organization

Build commitment in the workforce in order to retain key employees

Page 4: How to Engage Your Employees Via Surveys

How Surveys How Surveys ContributeContribute

4

Assess Employee

Engagement

Assess Employee

Engagement

Institutionalize Values

Institutionalize Values

Predict Readiness to Change

Predict Readiness to Change

Identify BarriersIdentify Barriers

Build Ownership for Outcomes

Build Ownership for Outcomes

Track Progress

Link toBusinessOutcomes

Link toBusinessOutcomes

Page 5: How to Engage Your Employees Via Surveys

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How Surveys How Surveys ContributeContribute

Provide organizational assessment

Create a catalyst for change

Provide structure for problem identification and action planning

Encourage accountability

Build teamwork and commitment

Open lines of communication

Page 6: How to Engage Your Employees Via Surveys

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Employee Perceptions Employee Perceptions are Linked to Business are Linked to Business OutcomesOutcomes

Employee opinions and customer satisfaction− Schneider, Parkington & Buxton (1980)− Schneider & Bowen (1985)

Employee opinions and business performance− Tornow & Wiley (1991)− Wiley (1991)

“Lagged” effects and causation− Ashworth, Higgs, Schneider, Shepherd & Carr (1995)− Rucci, Kern & Quinn (1998)− Wiley & Brooks (2000)

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The Link is IndirectThe Link is Indirect

Employee impact on quality/customer service

Impact of employee engagement directly on business performance

Quality/service impact on business performance

+

+ +

+

Employee Data

Employee Data

Customer Data

Customer Data

Financial Data

Financial Data

Page 8: How to Engage Your Employees Via Surveys

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Conclusions from the Conclusions from the LiteratureLiterature

Employee and customer satisfaction are strongly and positively linked

A leadership value-system that emphasizes product quality and customer service is fundamental to this linkage

Practices derived from this value system include:− Providing employees with the necessary support, resources & training

− Involving them in decisions that affect their work

− Empowering them to do what is necessary to meet customer expectations

Employee retention is positively related to customer satisfaction

Quality and customer satisfaction have long-term, positive relationships with customer retention, market share and profitability

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Conclusions from the Conclusions from the LiteratureLiterature

Certain practices that increase short-term sales and profits may do so at the expense of employee and customer satisfaction

Investment in practices that support quality, employee and customer satisfaction is a long-term business strategy, not a quick fix

Page 10: How to Engage Your Employees Via Surveys

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Evolution of Employee Evolution of Employee SurveysSurveys

TopicsTopics MoraleMorale

PurposePurpose AssessmentAssessment Problem-solvingProblem-solving

Information flow

Information flow UpwardUpward Multi-directionalMulti-directional

ScopeScope Broad, longBroad, long Short, focusedShort, focused

Action responsibility

Action responsibility ManagementManagement EveryoneEveryone

TodayTodayPreviouslyPreviously

EngagementEngagement

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The Survey ProcessThe Survey Process

Linking the Survey to StrategyLinking the Survey to Strategy

Data CollectionData Collection

Value-Added Data AnalysisValue-Added Data Analysis

UtilizationUtilization

Follow-up

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Linking Surveys to Linking Surveys to StrategyStrategy

Successful surveys are action-oriented and focus on issues clearly related to the organization’s success Clear priorities and agenda

Limited survey scope

Behavior/outcome-oriented questions− Ensure that the data reflect employees’ actual experiences

Focused at multiple levels− Responsibility and authority can be pushed to the lowest

appropriate level

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Data CollectionData Collection

Successful surveys are action-oriented and focus on issues clearly related to the organization’s success Process clearly communicated to all employees

− Steps− Dates− Expectations

Appropriate administration process and technologies

Limited administration period− Frequently determined by administration process

Rapid data turn-around− “Survey data are not fine wine -- they don’t get better with age”

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Value-Added Data Value-Added Data AnalysisAnalysis

Key-driver analysis: Employee Engagement

0.22

0.32

0.28

Clear Strategic

Vision

Clear Strategic

Vision

Opinions Are Valued

Opinions Are Valued

Development

Encouraged

Development

Encouraged

Employee Engagement

Employee Engagement

Page 15: How to Engage Your Employees Via Surveys

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Value-Added Data Value-Added Data AnalysisAnalysis

Strategic Priority Analysis

Impact on Employee Motivation

Em

plo

yee

Favora

blility

HighLow

High

Key Strength Areas

Key Strength Areas

Critical Improvements

Critical Improvements

Performance

Recognition

Leadership

Culture

Development

Strategy & Values

Comm.s• Reward

• IT

Working Environment

• Line Management

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Value-Added Data Value-Added Data AnalysisAnalysis

Linkage Research

Integrating and correlating survey data with other important organizational data

Goal is to identify elements of the work environment that “link” to key organizational outcomes (e.g., customer satisfaction, quality, turnover, etc.)

The stronger the linkage between employee survey results and measures of organizational effectiveness, the greater the value of the survey

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Value-Added Data Value-Added Data AnalysisAnalysis

Linkage Research Linkage research is difficult to do well

− Need a fairly large number of similar units (e.g., branches, stores, etc.

Linkage research may change priorities− Typically focus on lowest rated issues/topics− Linkage research helps focus on empirically-identified “predictors”

of organizational outcomes

Content affects the likelihood that results will predict outcomes

− Survey measures of “Organizational Effectiveness” more likely to link to outcomes

− Traditional “Employee Relations” topics conspicuously absent

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UtilizationUtilization

The most critical step...

The most critical step...

The transition from collecting data to actually doing something about it

“Survey Data Never Changed Anything”

The transition from collecting data to actually doing something about it

“Survey Data Never Changed Anything”

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UtilizationUtilization

“Surveys are like hand grenades. Once you pull the pin,

you really have to do something with them!”

“Surveys are like hand grenades. Once you pull the pin,

you really have to do something with them!”

Or, put another way:

Page 20: How to Engage Your Employees Via Surveys

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UtilizationUtilization

Communicate resultsCommunicate results

Understand the dataUnderstand the data

Prioritize issuesPrioritize issues

Transition to actionTransition to action

“This is what you said.”“This is what you said.”

“Tell us what you mean.”“Tell us what you mean.”

“We can’t fix everything. What’s important?”

“We can’t fix everything. What’s important?”

“What are we going to do about it?”“What are we going to do about it?”

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UtilizationUtilization

Feedback and Action-Planning Model

Takes place at multiple levels− Company/business unit− Function− Work group/department

Managers trained to conduct meetings

“Trickle-up” of issue specifics

Employees involved in developing & implementing actions

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Follow-UpFollow-Up

Feedback and Action-Planning Model

Ongoing monitoring of action-implementations

Continuous communication linking actions to the survey process

Make surveys a regular part of your business measurement

Surveys are not opinion polls. Surveys are not opinion polls. They are a process!They are a process!

Surveys are not opinion polls. Surveys are not opinion polls. They are a process!They are a process!

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Best Practices in Best Practices in SurveysSurveys

Line ownership of the process

Executive buy-in and commitment

Focused on strategic/operational issues

Integrated with other organizational processes

Accountability for action

Communication, communication, communication

Page 24: How to Engage Your Employees Via Surveys

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Survey PitfallsSurvey Pitfalls

Unclear survey objectives

Insufficient planning/resources

Poor questionnaire design

Inappropriate administration methodology

“Paralysis by Analysis”

Failure integrate link survey with standard business practices

Lack of accountability for survey-based improvements

Poor follow-up communication

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Contact InformationContact Information

For more information, please contact:

Jack Kennedy

Executive Director

Half Moon Consulting

[email protected]

(914) 923-5051


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