What do you want from this session? - first timers to employee research? - some involvement – want to move forward? - experienced: looking for new ideas? Let’s look at how to jump the pitfalls And join the stars

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

2. Our conversation…
What do you want from this session?
- first timers to employee research?
- some involvement – want to move forward?
- experienced: looking for new ideas?
Let’s look at how to jump the pitfalls
And join the stars
Over to you….

3. Jump those pitfalls…
Building on rocky foundations….

4. Build on firm foundations
1. Identify the business need and potential benefits
2. Understand the research process for reliable results
3. Have a clear plan and schedule
4. Communicate purpose and action
5. Select the right methodology for your project

5. What is the most effective methodology?
Qualitative
Desk research
- focus groups
- in depth interviews
Quantitative
- telephone
- group self-completion
- postal
- online
Social media?

6. Where does social media fit in?
Informal
Increasing comfort with a wide range of social media
More joining communities with similar interests
Formal
Online communities increasingly used for external audiences
Potential for online communities internally – platforms exist
Great for instant impressions, feedback, sharing, discussion
But:
May not be representative of your organisation and could be
concerns about anonymity
Not a replacement but another tool

7. Qualitative research
provides:
• Opportunity to probe views
and opinions
• Deeper understanding
• Examples of experiences
• Discussion and testing of
possible solutions
Quantitative research
provides:
• Data in firm figures
• Analysis for additional
insights
• Focus on specific groups
• Baseline for tracking progress
• Opportunity to benchmark

8. BBC: why has readership of journal fallen and how
can it be improved?
Three stage qualitative approach
Focus groups to review current approach/content/design and
develop their own ideal issue
Redesign options tested to select best rated
After launch of new version focus group feedback
Action: changes to approach increased readership significantly
and gained credibility
Qualitative solution

9. Financial organisation: where to focus our
communication investment?
Online questionnaire to all staff covering:
- overall information rating
- key topics (business strategy, customer and competitor news)
- sources (detailed for intranet and e mails)
- credibility and trust
- upward and lateral
- senior and line manager
- tone/approach (relevance, clarity, spin vs. substance, timely)
- line manager section: confidence, sufficient support
Quantitative solution

10. So where do we focus our efforts?
Key driver lever Current performance
58%
Data analysis reveals key drivers
These are
where
you need
to focus
for most
impact on
Internal
communication
So improving
your
performance
in these key
areas
will also
improve
communication
47%
Open and honest
Fast and timely
Feel part of X
Understand business
70%
Key issues updated
53%
42%

11. Jump those pitfalls…
Building on rocky foundations….
Not clearly linking with business strategy

12. Linking with business strategy
1. Involve CEO and senior management from the start: what tops
the corporate list?
2. Identify the burning – and up coming - issues
3. Talk to colleagues, functions, line managers
4. Look for ways to define return on investment

13. Rentokil Initial: can performance be correlated with
employee engagement?
Working with Hay Insight, employee survey data was linked to 15
months of KPI’s
Teams with top-quartile gross margins had higher:
- enablement by +8%
- engagement by + 5%
For every 1% enablement gross margin would rise by0.45%
Action: clear levers identified for achieving higher margins and
lower employee turnover
Linking with return on investment

14. State of Georgia Government: aim to create a
customer focused culture
Most important strategy was to involve employees at all stages
Links recognised between high-performing workforce and quality
service
Pilot group key approaches: annual survey, peer interviews,
ideas for improvements, employee led implementation phase
Action: promote training, structured dialogue, recognition
programme. Result: overall satisfaction up by 16pts, recognition
up 54pts, role expectation clear up 21pts.
Links with customer initiatives

15. Virgin Atlantic: how to keep key cabin staff recruits?
Frontline cabin staff vital to brand image: investment in
recruitment and training
Two year dip with above average attrition rates
Mood barometer of telephone interviews to track joiners at key
milestones to find where initial enthusiasm undermined
Action: interventions addressed the issues resulted in a
measurable reduction in attrition
Retaining valuable staff

16. Jump those pitfalls…
Building on rocky foundations….
Not clearly linking with business strategy
Keeping the same old employee survey

17. Retailer: why are ideas and innovation stifled?
Leading retailer losing market position
Reasons for lack of innovation sought: focus groups/questionnaire
Major gap between directors aspirations and staff reality
Senior directors Staff
Thought leaders Safer to let competitors go first
Aim for long-term growth Work to short-term imperatives
Customers first Priorities are shareholders
Dare to be different Dependent on traditional brands

18. Jump those pitfalls…
Building on rocky foundations….
Not clearly linking with business strategy
Keeping the same old employee survey
Analysis paralysis – not telling the
organisational story

19. Said to be
the world’s
worst
Power
Point
Slide…
Don’t be too detailed - look for main themes

20. It’s a goldmine! Data into management information
Identifying
trends
Our research
Giving
perspective
Models
for new
insights
Supporting
engagement
Segmenting
audiences
Revealing
drivers for
impact
Look for trends and relationships

21. Look for ways to tell that organizational story
Openness
& honesty
Concern for
employees
Reliability
Identification
Perceived
business
effectiveness
organizational
trust
Job
satisfaction
Competence
IABC Trust model gives meaning

22. Jump those pitfalls…
Building on rocky foundations….
Not clearly linking with business strategy
Keeping the same old employee survey
Analysis paralysis – not telling the
organizational story
Failing to deliver action

23. Developing – and delivering action
1. Take time to understand and interpret the data
2. Recognise the various responsibilities
3. Identify clear – achievable - action points
4. Have an agreed plan, accountability, timing and assessment
5. Make the results part of organisational life and constantly
communicate progress, success stories and “way to go”

24. Join the stars…
Built on firm foundations for reliable,
valuable management information
Aligned with the business
Not afraid to step outside the box
Identified action to bring business benefits
Tell the organizational story

25. Summary
Remember:
You communicators are the best people to tell
that organizational story!
Copy of this presentation at Susan’s website: www.commevaluation.com