People born after 1980 make up around 30% of the current workforce. Why is this important to HR? Because, this generation, these “millenials”, are very different from their predecessors. They expect everything to be online, on-demand and suited to their individual needs, and they expect to give and receive feedback all the time through a variety of different channels. By 2025, around 75% of staff will be “digital natives”. In this webinar, Questback – in association with Personnel Today – look at how traditional employee engagement surveys fail to deliver. We also examine how the way in which we collect and deliver feedback needs to evolve to adapt to the changing demographics of the workforce.

1. VersionQ32014,v2.3
Employee engagement
is evolving – are you?
Rob Moss!
Editor!
Personnel Today!
Luke Talbot!
Product Manager!
QuestBack!
Paul Barnes!
Managing Director!
QuestBack!
Francis Goss!
Commercial Director!
Grass Roots!

2. VersionQ32014,v2.3
TABLE OF CONTENTS
Millenials and Digital Natives
01
Annual Engagement Isn’t
Enough
02
The Business Driver
03

3. 1980-2000 (ISH)

5. VersionQ32014,v2.2
5
DIGITAL NATIVES
• Born into it
• Comfortable with all channels
DIGITAL IMMIGRANTS
• Crossed the chasm
• Forced into digital channels
DIGITAL VOYEURS
• Recognise shift to digital
• Not ready to be active yet
DIGITAL HOLDOUTS
• Resist shift to digital
• Ignoring the impact
DIGITAL DISENGAGED
• Understand digital
• Avoid engagement
• Often for privacy reasons

6. “1. Anything that is in the world when you’re born is normal
and ordinary and is just a natural part of the way the world
works.
2. Anything that's invented between when you’re fifteen and
thirty-five is new and exciting and revolutionary and you can
probably get a career in it.
3. Anything invented after you're thirty-five is against the
natural order of things.”
- Douglas Adams

7. 2014: 30%
2025: 75%
2020: 50%

8. TECH SAVVY AND INNOVATIVE EXPECT MEANINGFUL WORK CRAVE FEEDBACK
78% SAY INNOVATION
INFLUENCES EMPLOYER
CHOICE
78%
50% WOULD RATHER HAVE
NO JOB THAN ONE THEY
HATE
50%
MILLENNIALS NEED FEEDBACK UP TO
4 TIMES A WEEK
4per week

9. “Especially if you're a Boomer, take the amount of feedback
you would want, and then double it. Then double it again, and
you'll meet the Millennials halfway”
- Haydn Shaw, Huff Post Business 2014

10. THE ANNUAL
EMPLOYEE SURVEY
IS NO LONGER
ENOUGH…!

11. “Am I supposed to work as well or just give feedback to
Millennials?”
- Baby Boomer, 2014

12. VersionQ32014,v2.2
§ You only ask them once a year
§ ‘Engagement’ is measured
using specific questions that
aren’t tailored to your business
§ Asking without acting can be
worse than doing nothing at
all…
What are the issues?

13. VersionQ32014,v2.2
How to get ahead…
Employees evaluated on
the level of happiness
Employees take early,
proactive actions and
deliver with high exe-
cution speed on strategy
Employees aligned to
strategy able to respond
to opportunities and
threats in an agile way
Employees evaluated
along engagement model
with defined follow ups
SATISFIED
Tactical driven
ENGAGED
Response driven
MOBILIZED
Insight driven
AHEAD
Foresight driven
Tactical surveys
Calendar driven surveys.
Rigid, abstract and
somewhat removed from
real world.
More frequent, context
specific, shorter feedback
for meaningful, action-
able insights along the
year. Own the data, as it
is business context
specific.
Unified employee and
customer feedback linked
to business outcomes.
Foresight oriented
analysis
Minimum for
Millennials
PACESHIFT

14. VersionQ32014,v2.2
The corporate feedback lifecycle
Added value
Added value
# of
Talent
Time
Attraction Recruitment Engagement & mobilization
Target
group
Candidates
Employees
Talent win backRetention
High performers

15. WHAT IS DRIVING
THIS?

16. VersionQ32014,v2.2
…the CEO agenda
Financial Times, 2014 1020 CEOs, presidents and chairmen interviewed

17. Thank you
For more information, please
contact
luke.Talbot@questback.com
+44 7825 755 577
lat297
@theluketalbot

18. VersionQ32014,v2.2
Employee engagement
is evolving – are you?
Rob Moss!
Editor!
Personnel Today!
Luke Talbot!
Product Manager!
QuestBack!
Paul Barnes!
Managing Director!
QuestBack!
Francis Goss!
Commercial Director!
Grass Roots!

19. VersionQ32014,v2.2
4 Enablers of Engagement
1. A clear Strategic Narrative which links organisation
purpose and goals to an individual job
2. Engaging Managers who treat staff as people and give
them opportunities to develop
3. Employee Voice is listened to and acted on across the
organisation
4. Organisational Integrity - alignment of organisational
values and behaviours

20. VersionQ32014,v2.2
Transactional v. Transformational Engagement

21. VersionQ32014,v2.2
Transactional or Transformational Barometer…
1. Is employee engagement seen as the responsibility of an
engagement team, Head of Engagement or HR?
2. How often do you give your employees an opportunity to
feedback on their experience as employees?
3. Is there a culture of open, honest 360 degree feedback?
4. Are line managers given the tools to act on the feedback?

22. VersionQ32014,v2.2
Employee engagement
is evolving – are you?
Rob Moss!
Editor!
Personnel Today!
Luke Talbot!
Product Manager!
QuestBack!
Paul Barnes!
Managing Director!
QuestBack!
Francis Goss!
Commercial Director!
Grass Roots!

23. A fresh approach
to engagement

24. VersionQ32014,v2.2
BY
WAY
OF
BACKGROUND

25. VersionQ32014,v2.2
BY WAY OF BACKGROUND
Not someone
else’s questions
but ones that are
important to us in
our business.
A chance to
give real
views not just
numbers.
An approach
with less focus
on
the score.
Something
different to
keep action
planning fresh.

26. VersionQ32014,v2.2
26
o After 7 years, there were no more great leaps to be made.
o We had concerns over focus on “the score” versus tangible business benefits.
o Generic questions – tend to be based on general research across multiple sectors and business sizes to
determine a “magic formula” of what drives performance in organisations – something in reality difficult
to prove. (e.g. no customer questions).
o We wanted a practical action-oriented survey that, while based around classic proven engagement
drivers, would energise our people around our own business improvement priorities rather than generic
questions.
o So we developed YOURSAY.
THE QUEST FOR SOMETHING NEW

27. VersionQ32014,v2.2
27
1. Encourages verbatim comments to give us richer insight than pure “score focus”, and to ensure greater
authenticity.
2. Emphasis on authentic views to facilitate adult-to-adult conversations – (1) sentiment sliders not scores
(2) real language (3) larger team size reports (4) comms emphasizing real views (5) leader
accountability for delivering improvement SMART goals, not the “score”.
3. Teams get feedback reports much quicker so we expect this will inject a new energy into action
planning. Teams guided to put their key action plan into team SMART goals in online performance
journals to ensure improvement actions really happen.
4. Country/region-level insight reports a few weeks later allowing for organisational level actions on key
themes.
5. Businesses can use survey tool anytime.
5 BENEFITS

28. VersionQ32014,v2.2
28
With your mouse you can
move the slider up and
down along the scale
depending on how you
feel about the question
THE “SLIDERS”

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29
THE “SHOUT OUTS”

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30
Q1. The leaders in my part of our company regularly update us on
our overall business direction and plans.
Q2. I'm convinced our leaders are taking the right steps to make us
the best insurer in our market.
Q3. When our leaders say something is important for our business
to succeed, they also show this through their own personal actions.
Q4. In our team, everyone is really clear on our goals and plans.
Q5. I can see a direct link between my own goals and our business'
overall direction and plans.
Q6. Whenever we work with other teams or business areas
everyone is really clear on who is doing what, and it always goes
really smoothly.
Discuss with your leader what strategy and plans
are most relevant to you. For example if you work
in Canada in a claims role do you know what
Rowan Saunders is saying about the Canadian
strategy and most importantly do you know what
the focuses are in your department?
Are the people that run your business great role
models? For example if your leaders are saying
that a focus on customer is important – do they
show this by their actions too?
Can you see a link between what your CEO and
senior leaders say is the focus of your business
and what you actually do every day?
Where does your team rely on others to deliver
results? Where do you hand off work to other
departments? Is this really well coordinated, or
do things fall through gaps?
FOCUSYOURSAY Questions explained

31. VersionQ32014,v2.2
• "I completed mine this morning and thought it was an excellent way to capture how we are doing. well
done to all involved. adding real comments behind your "scores" means that it's easier to action plan
and address."
• "More relevant company orientated questions, less fluffy questions and generally a great opportunity to
shout out any improvements and also positive shout outs to feedback to the company as well,
therefore, whatever the outcome of the survey, it will be meaningful and relevant to what we need to
achieve in the long run. It was a good open talk this morning. Very pleased."
• “…..Just done mine and so much better than GES...thank you!!!!"
• "Completed my survey this morning on Chrome - all went through fine. Have to admit I was a bit put off
by the first question 'How are you feeling today?' It made my heart sink a bit as I was really hoping this
wasn't the level of questions we were going to be asked. But once I got into the survey, the questions
were more of what I was expecting and gave me ample opportunity to add comments. I'll look forward
to the results!"
YOURSAY DAY 1 FEEDBACK

32. VersionQ32014,v2.2
YOURSAY reports
PRIORITISE2
Some numbers (NPS)
Summary of sentiment
sliders
Shout-outs,
by category

33. VersionQ32014,v2.2
• Read through the
report
• Make notes on
your reflections
2. Share your
report
1. Download
your report
• Send it to your
team
• Book in an
“action planning
session” to
discuss it with
them
• Give them time to
read it
3. Get together with your team
• Discuss and
agree what key
themes are
emerging
• Prioritise them –
both problems to
address and
strengths to build
on!
….and over one or two sessions:
• Plan what you’re
going to work on,
developing clear
actions to solve
them
• Turn your actions
into 2-3 SMART
goals and
something you’d
like to “Shout Up”
to senior leaders
4. Follow it up
• Agree which
team members
will need to have
which SMART
goals
• Update your team
on progress
you’re making –
and encourage
them to do the
same!
• Regularly review
progress in team
meetings, 1:1s
5. Shout Up!
• Let our top
leaders know
what your team
can’t do by itself
• Help our Exec
team agree the
SMART goals
they’ll take
forward for the
whole business
ACTION PLANNING

34. VersionQ32014,v2.2
Yammer conversations
with senior leaders
Local pulse tool that all
businesses can use when
they wish at any time
Open challenge town halls
and presentations
Workshops to develop
actions for issues raised
with YOURSAY
EXAMPLES OF YOURSAY GOALS

35. VersionQ32014,v2.2
SO FAR SO GOOD

36. Thank you
For more information, please
contact
paul.barnes@questback.com
0207 403 3900

37. VersionQ32014,v2.2
Employee engagement
is evolving – are you?
Rob Moss!
Editor!
Personnel Today!
Luke Talbot!
Product Manager!
QuestBack!
Paul Barnes!
Managing Director!
QuestBack!
Francis Goss!
Commercial Director!
Grass Roots!