(1) The document summarizes a presentation on the results of an employee opinion survey (EOS) conducted at a company. (2) It focuses on two key performance indicators (KPIs) - employee engagement and communication - that scored below targets. (3) Recommendations are made to develop long-term transformation plans, recruit employee task forces, and implement accountability measures to improve the KPIs through better communication and involvement of employees.

1. Feedback Session
Facilitated by the Performance Development
Team

2. Session overview/Flow
• Summary of of KPI Level results( KPI
Highlights)
• Focus Area KPIs, why the two? why is it
important for the site(5mins)
• Interesting correlations between results(3 mins)
• Way forward post-EOS(action plan)-5 mins
• Questions and Comments
Presented by Performance Development
Team

3. General overview of all KPIs
Reporting Group Headcount Surveys Overall Response
Competed Rate %
Fashion Emporium 5943 5252 88
Presented by Performance Development
Team

4. WHICH RESULTS ARE MOST
NOTEWORTHY FOR THIS SITE? ….
Presented by Performance Development
Team

5. …Based on the 3 goals set for the Employee 2 key Variables
Opinion survey(EOS), which are namely…. Analyzed…..
GOALS of the EOS
 Growth rate in favorability
RED* %Unfavorable
YELLOW* %Neutral
GREEN*%Favorable
 Top 10 Driver Items
Group “Best in class”
Presented by Performance Development
Team

6. Focus Area KPIs chosen
?
why these two….
Presented by Performance Development
Team

7. Why Employee Why
Engagement? Communication?
• KPI: Communication, identifies
• Employee Engagement is the key
each employees opinion on
purpose of the EOS Survey,
constructive two way
indicating that Job satisfaction,
communication, helping mangers
loyalty and willingness to be an
identify problem areas
advocate for the organization
specifically in effective
must be greatly compared,
communication of strategy or
analyzed and measured to meet
their perception to the current
the EOS goals.
organizational culture and
• Considering 75% of the leadership.
employees have worked for more
• Compared to any other KPI,
than 3 years it is vital for them to
Communication has two of the
have pride and commitment to
top 10 drivers ranked the least
their workplace in order to be
favourable by both the focus
willing to achieve strategies.
group and the comparison group.
Presented by Performance Development
Team

8. Focus KPI No 1: Employee Engagement
Based on growth in Favourability Results
Total Favorability 2011= 58% and Total Favorability 2010
=49%
Overall% favorability
Ranking of Survey Items 2010 2011 %
mostly falls between
( from highest to least favorabi favorabi growth
54-65% , which
favorable) lity(%) lity (%) in
indicates a great
favorabili
Potential Priority
ty
area
Overall , I am satisfied with 56 9
my Job at DHL 65
I am proud to work for 48 6060 12
DPDHL
I would recommend DPDHL 47 5656 9
as a great place
I really think about for a 45 52 7
52
new job with another
company outside DPDHL

9. Focus KPI No 2:Communication
Based on Favourability Results Top 10
Driver
Total Favorability 2011= 61% and Total Favorability 2010 =52% Items for
Ranking of Survey Items ( from highest to 2010 2011 % growth in the Focus
least favorable) favorability(% favorability favorability Group
) (%)
1. I receive the information and communication 62 71 9
I need to do my job effectively.
2. My direct supervisor ensures that I receive 57 65 8
important information for my work, which I am equals
unable to obtain myself.
3. Overall I am satisfied
with the information 51 60 9
sharing and the Lowest %
60
communication in my work Favorable
4. In DPDHL there is
area. 38 49 11 results
open and honest two 49
way communication. Presented by Performance Development
Team

10. Why is it important for the site?
Improved
Site
Managem
ent
These two KPIs must be highly considered to demonstrate where we stand in reference to:
(a) Their perception of working environment
(b) working conditions, development of a leadership culture
and (C) sustainable development
Based on the Goals set for the EOS, these two KPIs should be focused on in order to achieve
the goals

11. Interesting correlations between focus KPIs
140
120
100 FOCUS KPIs
80
%
Communication
60
40 Employee Engagement
20
0
Both KPIs, based on their
Average % Favorability Growth in Favorablity respective Survey
(btwn 2010-2011) questions grew in
Favorability at the rate of
Both KPI scores show majority average % favorability below 65%
implying that they are either Potential or obvious priorities that 9% between the year
the manager needs to focus on as an improvement area and 2010 and 2011.
create relevant action Plans for them.
4 Survey Items 3 Survey Items
Total 4 Survey Total 4 Survey
Questions Questions
Employee Engagement Communication

12. TAKING ACTION TO
IMPROVE EMPLOYEE
ENGAGEMENT
Presented by Performance Development
Team

13. Improving employee engagement should be treated as an organization-
wide concern , therefore, using the results from the EOS, we recommend
that…
(A) DEVELOP ORGANIZATIONAL
TRANSFORMATION PLAN.
The site Manager implements a
long-term organizational
Transformation plan focusing (B) RECRUIT EMPLOYEE-EMPLOYER
on training both top and middle TASK FORCES TO IMPLEMENT
level managers on how to deal TRANSFORMATIONAL PLAN
with poor morale and negativity Employees form Task Force focused
towards the organization and on finding solutions on the challenges
foster an environment of Affecting effective employee
commitment and loyalty from commitment to wards DPDHL . Also
all employees. conduct frequent inter departmental
evaluations to measure the impact of
the plan over time.
Presented by Performance Development
Team

14. • ALERT!!! Always remember…
THE EMPLOYEES MUST BE INVOLVED EVERY STEP OF THE WAY!!!!
Therefore,
ED
T COM MUNICAT
(C ). TARGE
MENT t to
COMMIT uous commitmen (D) INVOL
VE EVERY
how cont
in ent ONE !
S loyee engagem Do not to
simply del
ving emp hanges d
o n ot implemen e ga
impro that c tation to o te the
by recognize ht! disassocia
te from th
thers and
ernig a t y ou
h appen ov s know th Hold "upd e process,
loyee ate" meeting
Le t the emp m and ac
ting throughou s
to the t the year
are listening report to to
ack.
on th eir feedb the
the emplo
y ee
r p os sible, link the progre
ss of the a s on
Wheneve ns that are taken and to hel
p keep the
ction plan
ctio ey .
specific a dings o f the surv communic lines of
back to the fin ations ope
n.
Presented by Performance Development
Team

15. Taking Action to Improve
Communication
PROSUMER
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Team

16. Accountability is one of the most crucial ingredients when implementing any
Action Plans. Without accountability for implementing each Action step, little or no
organizational change will occur, therefore, we recommend that…
(A) DEVELOP A
STANDARDIZED
COMMUNICATION (B) APPOINT COMMUNICATION
STRATEGY STRATEGY DESIGNATE
The strategy’s Critical Success It is critical to create a
Factors, namely; open and communications strategy
honest to way designate(Individual Supervisor or
communication, centralised Task Force) responsible for
sources of information and implementing the communications
efficient channels of plan.
communication accepted They will monitor and quantify the
by all. progress and success of your Action
Plan by measuring employee
perceptions of the changes within the
organization.
Presented by Performance Development
Team

17. (D ) CELEBRATE GROWTH!
At the same time, it is important to
celebrate the achievement of
milestones in implementing Action
(C ) INITIATE OPEN FORUMS Plans. Regularly recognize the effort
Typically, this is conducted and good work that people put in to
through a follow-up, "post make change happen. Celebrate
wave" employee survey, results not only in employee
instituted between 12 and 24 communications but also by
months following the previous acknowledging achievements publicly,
survey. such as hosting a pizza party with the
Task Force or by finding ways to
incorporate these achievements
within your organization's Employee
Recognition Program.
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Team

18. QUESTIONS AND COMMENTS??
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Team

19. “Nothing is more discouraging to employees
than to be asked for their feedback and see no
movement toward resolution of their issues.”
Anonymous
Thank you for
Listening!
Presented by Performance Development
Team