Beyond Employee Engagement by Pi Wen Looi
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This document summarizes a presentation about measuring employee engagement and other key metrics to improve business results. The presentation discusses how the world of work is changing with increased stress, connectivity and skill gaps. It defines employee engagement and its relationship to discretionary effort, advocacy and business results. The presentation recommends aligning employee survey questions with business goals, including questions about enablers, linking survey results to performance metrics, and delivering insights to managers to enable action. A case study of the Great Lakes Bioenergy Research Center is presented.
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Beyond Employee Engagement by Pi Wen Looi
- 1. Small Business Best PracticesSeries Beyond Employee Engagement: Measure What Matters Most to Your Organization and Improve Business Results August 15, 2012
- 2. Agenda • Introduction • Presentation • Q & A Session 2
- 3. Introduction ExpertMetrix.com • B2B Marketplace for HR, IT and Business Process Services. • Helps businesses research service providers based on factors such as location, size, skills and track record. • Allows only legitimate and quality service providers in the marketplace. Novacrea Research Consulting • Specializes in employee surveys and action-planning facilitation. • Partners with HR leaders and executives to improve employee engagement, business processes, and business results. • Delivers employee survey results that propel your business forward. 3
- 4. Speaker Profile • Pi Wen Looi, PhD, Founderand Principalof Novacrea Research Consulting • An expert in employee survey design, employee engagement, and meeting facilitation • More than 15 years of experience in talent management consulting • Clients have included LSG Sky Chefs, DiversityInc, Eichstaedt&Lervold, LLP, Great Lakes Bioenergy Research Center, and Wellpoint 4
- 6. Logistics • Please go on MUTE during the presentation • For Questions • Select chat with Host and send your questions to ExpertMetrix • For Participation • Select chat with Everyone and type your answers in the chat box 6
- 7. Focus Today Employee Engagement Other Key Measures to Include Improve Business Results 7
- 8. The World of Work is Changing… Photo: Pi Wen Looi 8
- 9. We are super-connected and live in an always-on culture Photo: BIgstock 9
- 10. The economy is weak doing more with less Photo: Microsoft Office 10 and skill gapsremain
- 11. 41% Stressed! No Wonder… Source: American Psychological Association, 2012. Photo: BIgstock 11
- 13. 13
- 14. Employees are Planning to Leave Source: 1. Blessing White, 2011; n=11,000, global. 2.Corporate Executive Board, 2010. n=50,000 39% Percentage of employees likely to leave their company in the next 12 months1 25% Percentage of high-potentials who are likely to leave their company post recession2 Photo: iStockphoto 14
- 15. CEOs are worried about •Skill Shortages •Recruiting and Retaining High-Potential Middle Managers Source: PwC 15th Annual Global CEO Survey, 2012 Meanwhile, Survey Says… 15
- 16. A Strategy To Retain Talent and Improve Business Performance Employee Engagement Photo: Maria Boniza, Flickr 16
- 18. The Conference Board • An Employee’s Intellectual and Emotional Involvement with His/Her Job • Displays Discretionary Efforts What’s Employee Engagement? Gallup • Affirmative Answers to All Gallup’s Q12 • Involved in and Enthusiastic About their Work and Contribute to Their Organizations in a Positive Manner Photos: The thinker, by Sarah GF, Flickr. Hearts, Microsoft Office. 18
- 19. Are Your Employees Engaged? Photo: Bairis, Flickr 19
- 20. And Producing… Photo: Microsoft Office 20
- 21. Engagement Vision/Mission; Meaning Relationships with Managers and Coworkers Recognition and Acknowledgement Career Advancement Opportunities Learning and Development Opportunities Retention DiscretionaryEff orts Advocacy Employee Engagement Explained Key Drivers Observable Behaviors 21
- 22. Leverage Survey Insights to Improve Business Results Engagement Retention Discretionary Efforts Advocacy Business Results We Want to Go One Step Further 22
- 23. How?
- 25. Align survey questions with your business goals Align Photo: Microsoft Office. 25
- 26. Idea In Action Goal: Improve Customer Satisfaction After—Specific and Actionable I have the authority to go off-script if it enables me to effectively resolve client issues. Before—Generic I know how to resolve client issues. 26
- 27. Include questions about operations, processes, and resources Include Enabler Questions Photo: Marctbyrne, Flickr 27
- 28. Idea In Action Communication Process After—Specific and Actionable Communication from senior management is: • Timely • Easy to Understand • Honest Before—Generic Communication at Company ABC is transparent. 28
- 29. E.g., Customer satisfaction, retention of high- potentials, internal mobility, revenues, accident rates Link with Performance Metrics Photo: Microsoft Office. 29
- 30. Idea in Action Engagement Score High Potential Turnover Internal Transfer Employee Turnover Engineering 70% 2% 3% 5% Marketing 62% 10% 0% 15% Customer Service 58% 10% 30% 50% Research and Development 45% 5% 10% 2% Link Employee Engagement Results with Performance Metrics Sample data, for illustration purposes only. 30
- 31. Help your managers see where and how they can take action Deliver Insights Photo: Tony Cornish, Flickr 31
- 32. Idea in Action Deliver Insights How much do you agree or disagree that: Overall Division Total East Midwest Southwest West The new online collaboration system helps me do my job effectively. 51% 53% 41% 35% 75% My manager does a good job in encouraging collaboration across project teams. 52% 45% 36% 31% 65% I can easily find product information on our Company’s knowledge database. 58% 55% 80% 35% 60% The numbers shown are the percentages of employees who selected “Strongly Agree” or “Somewhat Agree” Sample data, for illustration purposes only. 32
- 34. • Align survey questions with your business strategy • Include enabler questions, be specific and relevant to business • Link survey results to available performance metrics (e.g., revenues, absenteeism rates, customer satisfaction, high-potentials turnover) • Deliver insights to managers, enable managers to take follow-up actions Beyond Employee Engagement 34
- 35. Case Study • Great Lakes Bioenergy Research Center (GLBRC) • Diverse Group of People • Not All Full-Time • Employee Survey • Focus on Four Key Areas • Establish Baseline • Follow-Up Action • Survey Results Feedback • Strategic Input for Ongoing Process Improvement • Re-evaluate Next Year Photo: Matthew Wisniewski, GLBRC 35
- 36. The World of Work is Changing… Photo: Pi Wen Looi 36
- 37. Measure What Matters Most, and… Photo: Bairis, Flickr Improve Engagement and Business Results 37
- 38. Q & A Session • One question per participant. • Announce your name before asking the question. 38
- 39. Thank you! • You’llreceive a copy of the presentation and this webinar recording in email. • Want to improve employee engagement at your company? Email Pi Wenat: piwen.looi@NovacreaResearch.com • Want to joinExpertMetrix? Sign up at www.ExpertMetrix.com • Find us on LinkedIn, Facebook, Twitter and YouTube.
Notes de l'éditeur
- Start from effective questionnaire design—align with business strategy and business goals, include enabler questions. Link your survey results with performance metrics, and deliver insights to your managers and help facilitate action planning at the departmental or team level.