A proven program based on Global best practice to improve staff satisfaction, retention and productivity to drive organisational improvement.

1. Engagement Survey
A proven program based on Global best practice to
improve staff satisfaction, retention and productivity to
drive organisational improvement.

2. Presentation Outline
 Employee engagement surveys:
 Our approach
 The business case
 “Your Say” Staff engagement & Feedback surveys
 Process
 Survey
 Reports
 How we would work with you
 Fee Structure
 Appendix – About us

3. What makes us different?
Our approach:
 Staff feedback programs should not be just surveys,
but part of a process of continuous improvement.
 Performance improvement is a “Journey” to
improve satisfaction and engagement, with the end
game improved business performance.
 The process must ensure high employee
participation through communication of results and
evident change.

4. What makes us different?
Our approach:
 Our measurement criteria are based on Global best
practice, using hard business drivers as well as traditional HR
and people KPIs
 We are content agnostic in our assessment tools - we don’t
insist on standard questions, just to preserve Global
benchmarking (a waste of time with Europe and the US economies
still performing so badly). Our on-line software is simply a
platform for clients to use their own design, content, KPIs,
rating scales and descriptors.
 We are very price competitive

5. What’s in it for Companies?
 Organisational Development:
It acts as a diagnostic tool to identify OD needs:
 Management Development:
 Talent management & Succession planning
 Leadership development
 Performance management
 People & Role development:
 Role clarity,
 Engagement & job satisfaction
 Personal development & Career management

6. What’s in it for Companies?
 Organisational Performance:
It acts as a diagnostic tool to improve business
performance:
 Measures Business Drivers:
 Innovation
 Customer focus
 Quality
 Process improvement
 “Coal-face” feedback:
 Verbatim comments,
 Unfiltered by managers. Avoids “The frozen middle”

7. The business case
 Organisations:
 Employee engagement critical to business success
 Increasing investment in engagement activities
 Searching for the best way
 “Best” Employers:
 What differentiates them?
 Strive for engagement
 Benefits of improved staff satisfaction

8. Global Trends are Changing …
Workforces are more diverse, mobile, connected and
in-demand than ever before …
Knowledge, skills and relationships are keys to
unlock future business success …
It is all about having the best talent…..
…….Satisfied, committed and engaged
…. Organisations need to be listening!

9. 70% of Business Leaders Believe
Employee Engagement is Critical to achieving
Business Objectives
30%
Agree
70%
Neutral or
Disagree
Source: CLC HR Engagement Research Survey, 2010
Sample = 3,954 Business Leaders

10. 44% of Organisations are Increasing their
Investment in Engagement Activities
9%
44% Increasing
47% Staying the Same
Decreasing
Source: CLC HR Engagement Research Survey, 2010
Sample = 354 organisations

11. 49% of Organisations
are Searching for the Best Way to Increase their
Engagement Levels
49%
24%
19%
8%
Starting Surfacing Searching Striving
Starting = trying to decide whether to invest in engagement efforts
Surfacing = looking for the right engagement framework
Searching = right framework but searching for improvement
Striving = right levels of engagement but searching to leverage for business impact

12. What Differentiates “Best Employers”
1. Explicit promise to employees and a maniacal focus on
fulfilling that promise
2. Stand by their talent management strategy even as times
get tough
3. Common messages to ensure alignment of strategy across
all levels of the business
4. Senior leaders remain actively involved in identifying,
recruiting, training and mentoring key talent
Best Employer Research for 2008
Hewitt Associates

13. “Best Employers” - Strive for Engaged Staff
How much people want to –
Business
Engagement and actually do -
Performance improve business results
Commitment How much people want to
improve business results
Satisfaction How much people like it here
Employee Research over Time
Research undertaken by Hewitt Associates

14. Benefits of Improved Staff Satisfaction
“Your Say”
survey
Employee Revenue
Retention Growth
Staff Customer Shareholder
Satisfaction Satisfaction Value
Employee
Profitability
Productivity
“Putting the Service-Profit Chain to Work”
Heskett, Jones, Lovemen, Sasser, Schlesinger
Harvard Business Review, Mar 1994

15. Goal Statement:
The aim is to become an “Employer of Choice”
through
improved staff engagement strategies
and measured by an
annual “Your Say” staff feedback survey.

16. Background to “Your Say”
“For knowing afar off the evils that are brewing,
they are easily cured.
But when they are allowed to grow
until everyone can recognise them,
there is no longer any remedy to be found.”
Machiavelli

17. Background to “Your Say”
 Annual on-line survey designed to monitor the level of staff
satisfaction
 Questions designed from a series of industry best practice
surveys
 Responses are anonymous and confidential
 Embedded in the overall employee engagement strategy
 Prompts discussion and feedback on key business issues
 Can be linked to the Talent Management process
 Launched 2006 in Asia Pacific; UK, North America 2009
 Great improvements delivered

18. “Your Say” – Not a Survey … it is a Process
1. 2. 3. 4.
Results
Run Survey Digest Results Disseminate Results
Received
10.
5.
Communicate
Key Milestones Discussion Groups
and Annual Process
Achievements
9. 8. 7. 6.
Track &
EG Discussion Complete Re-convene to
Communicate
Action Plans Firm Up Priorities
Progress

19. “Your Say” – Not a Survey … it is a Process
1. 2. 3. 4.
Results
Run Survey Digest Results Disseminate Results
Received
10.
5.
10.
Communicate Promote Kick-Off
Manage Plans to ensureNews?
Good/ Bad that
Drive Practice Sharing
Key Milestones Best for High Areas?
Communicate & cascade
Priority
Agreebeingcomplete
are and for
ActionsParticipation 3 weeks
completed Discussion Groups
and Survey openforActions taken
Key Facilitator/BUgreaterof push
Strive PlansProcess
Annual
Initiativesemployees to
Remind & Leader
Ensure Strong Facilitator
3-4 Actionsto ofof what is
and communicated
weeks produce
Achievements understandingactions, impact
form partpart for Talent
Can/be of individual
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Guide who / by meetings by
focus
May(whatagreement on high
reports
achievements scoresassign
driving
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goals Meetings
setting top and progress
priorities and
(don’t to see improved
to assume)
would like next survey
priorresponsibilities
9. 8. 7. 6.
Track & Complete
EG discussion Re-convene to
Communicate Action Plans Firm Up Priorities
Progress

20. ‘Your Say’ Track Record
 Running for five years
 3,460 employees across 11 countries
 Improvements supported by pro- 67%
active strategies Satisfied
Dec 10
 91% participation rate (2010) 70%
Asia-Pac
Satisfied
+ Nth America
Dec 09
60%
Asia-Pac
Satisfied
+ Nth America
55% Dec 08
Satisfied Asia-Pac
Dec 07
50%
Asia-Pac
Satisfied
Dec 06
Asia-Pac

21. “Your Say” – Survey outline
 Survey questions grouped into 4 core criteria to
provide focus, with:
 15 Key dimensions
 41 detailed questions
 On-line survey tool:
 Fully customisable: Can have own questions, descriptors
 Comments options: All questions, open-ended questions
 Customised respondent groupings/demographics
 Automated workflow: Emails, reminders, progress reports
 Extensive reports menu:
 Individual reports - charts and tables
 Organisational reports compare results across the
business

22. Key Performance Criteria and Dimensions
The 4 core criteria are defined by 15 dimensions. Each dimension is described by
41 questions with descriptors which provide the basis for the survey.
Values & Ethics Innovation
Corporate Communication & Business
Customer Focus
Environment Information Drivers
Growth Quality Processes
Management & Supervision Engagement
Job Satisfaction
Role Clarity
Management People Compensation & Benefits
Performance Culture
Career Opportunities
Valuing People Work/Life

23. Key Performance Criteria and Dimensions
Criteria Dimensions Questions Descriptors
Company Values are clear and well
Company Values
communicated
Values & Ethics
The company acts with integrity in its business
Acts with Integrity
dealings
The vision and future direction is clearly
Vision & Direction Is Clear
communicated
Communication
Open & Honest Communication Communication is open and honest
Corporate & Information
Environment I have easy access to the tools and information
Access to Tools & Information
to be effective in my role
We maximise our business opportunities by
Working Together
working together across the organisation
Our business is taking bold actions to build
Growth Taking Bold Actions growth strategies across the organization
We take environmentally aware actions in
Sustainability order to build a sustainable business

24. Key Performance Criteria and Dimensions
Criteria Dimensions Questions Descriptors
Good ideas are adopted here, regardless of
Good Ideas Adopted
who suggests them or where they come from
More Innovative Than
Innovation Competitors
We are more innovative than our competitors
Bringing New Ideas & Products We focus on growing our business by bringing
To Market new ideas and products to market
Customer Centric Customers are at the core of what we do
Business
Drivers We take quick action to resolve customer
Customer Focus Take Quick Action For Customers
problems
I get recognised for going 'above and beyond'
Going Above & Beyond
for the customer
Processes Benefit Customers Our internal processes benefit our customers
Quality Processes
Continuous Process We prioritise continuous process improvement
Improvement as a way of working

25. Key Performance Criteria and Dimensions
Criteria Dimensions Questions Descriptors
The Executive Group is an effective leadership
Executive Group
team
Management &
Group Leadership Team My group’s leadership team is effective
Supervision
My Manager My immediate manager is effective
I understand how my role contributes to the
Understand Business Goals
business goals
Role Clarity
I understand what is expected of me - my
Understand My Role
accountabilities are clear
Management High performance culture I work in a high performance culture
Performance Employees are held accountable for achieving
Held Accountable results
Culture
I receive regular performance feedback and
Performance Management coaching
Managers Respect Employees Managers here have respect for employees
Valuing People Hire Strong Talent This business hires strong talent
I am valued I am valued for my contribution

26. Key Performance Criteria and Dimensions
Criteria Dimensions Questions Descriptors
I would tell people that this is a good place to
Really Good Place to Work
work
I rarely think about leaving to work somewhere
Engagement Rarely Think About Leaving
else
I am inspired to do my very best work every
Inspired To Do My Best Work
day
I am empowered to make decisions and
Empowered To Make Decisions changes within the scope of my role
Job Satisfaction Role Is Challenging & Rewarding My role is challenging and rewarding
Enjoy Working Here I enjoy working here
Pay My pay is competitive
People Compensation &
Benefits My benefits are competitive
Benefits
Rewarded for high performance I am rewarded for high performance
Working here offers me the chance to grow
Chance To Grow
and develop
Career I receive the training I need to be effective in
Receive Training Needed
Opportunities my role
This organisation offers opportunities for
Career Advancement
career advancement
I have the flexibility I need to balance my work
Flexibility to balance
and personal commitments
Work/Life Considering everything, the workload here is
Workload Is Reasonable
reasonable.

27. Secure login + Home page

28. Personalised Introduction screen

29. 15 minute Survey Completion

30. Importance Weighting – Option
 Question level – Each individual rates both importance to
them, and performance, for each question

31. 5 Point Rating Scale
5 4 3 2 1
Very Satisfied Satisfied Neutral Unsatisfied Very Unsatisfied
Reports Look Like This
Overall Company 2011 60% 26% 14%
Overall Company 2010 55% 27% 16%
Department A 2011 63% 21% 16%
Department A 2010 63% 22% 15%
Department B 2011 52% 26% 21%
Department B 2010 47% 30% 23%
Department C 2011 67% 24% 9%
Department C 2010 62% 29% 9%
Department D 2011 64% 25% 11%
Department D 2010 43% 34% 23%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Satisfied Neutral Unsatisfied

32. Striving for Best Practice of 75% Satisfied
2 1

33. Example Reports - Department level
 Overall summary – Total + four core criteria

34. Example Reports – Department level
 Core criteria > Dimensions > Questions

35. Example Reports – Department level
 Dimensions - Ranking

36. Example Reports – Department level
 Question – Top Ten Ranking

37. Example Reports – Department level
 Question – Bottom Ten Ranking

38. Example demographic report
 Overall total > Core criteria > Dimensions > Questions

39. Example demographic report
 Overall total > Core criteria > Dimensions > Questions

40. Two-dimensional matrix
 Any combination of the 15 dimensions or 4 areas,
can be used in a two-dimensional matrix to map and
compare department scores.
 For example, at a high level the four groups could
be collapsed to two:
 Corporate environment + Business drivers
 Management + People
 Or any two dimensions, e.g.:
 Engagement
 Job satisfaction

41. Grouping of dimensions to sharpen focus
 Two-dimensional matrix - Example Department scores

42. Example trend report
 Overall total > Core criteria > Dimensions > Questions

43. Importance Weighting
 Importance to them, for each question – line chart

44. Importance Weighting
 “Top ten” – ranked by Importance to them,
4

45. Importance Weighting – Individuals
 Exception report – Shows both importance to them and
performance, for each question, as % score.

46. Partnering with Consultants
In working with consultants, our focus is on:
 Your People: We can provide training in the use of
the tool:
 Product champions: Your consultants, to assist with
sales and client demonstrations;
 In-house support: We can train an in-house person who
can generate reports;
 Delivery/implementation: We can train your consultants
in presenting and working with the results to identify key
needs, plan actions and run follow-up focus groups.

47. Business Model – Service options
 Outsourced Service – we provide:
 Initial consultancy to scope survey
 Website, survey set-up (Your branding)
 Survey administration, progress reports
 Full reports and summary presentation
 Supported Service – we provide:
 Initial consultancy to scope survey
 Website, survey set-up (Your branding)
 Survey administration, progress reports
 Administrator training for your internal report
production

48. Fees Estimate
 Fees are dependent on:
 Organisation structure – the number of reports required
(Company, Business Units, Departments/branches)
 Head count – the number of employees
 Full Service examples:
Organisation Structure Fees Example
Business Total
Participants Departments Total Fees
Units Reports
500 4 20 25 $ 20,000
1,000 6 40 47 $ 35,000

49. Fees estimate – options
 Matrix report
• Set up two-dimensions $250
• Additional reports $20 per business unit
 Importance weighting
• Set up $250
• Additional report $10 per department
$50 per business unit
 Implementation/delivery
Consulting / training
• Per day $2,500
• Per hour $300

50. Your Say – demo site
To access the example site, set up with importance
option to all questions:
 Go to: Your Say Example – Login
 Login as:
Organization: INSIGHT
User name: employee
Password: test1234

51. About the vendor

52. About the vendor
 Latham Consulting
 Has 10 years experience with on-line HR tools and works
in a support role in the SME and HR Consulting sectors.
 Experienced
 20+ years experience running market research
Companies in Australia, New Zealand and Asia
 Core competencies include data collection, survey
processing and feedback reporting, with an emphasis in
360 Feedback, customer, supplier, and employee,
performance, climate and satisfaction studies
 Channel Partner
 Provides consultancy, training, project implementation,
administration and support services for both the NGA.NET
and Decideware suites of on-line performance
assessment and benchmarking tools.

53. About the vendor
Web-based survey tools for business improvement
Product/Service People Customer-facing
 Supply chain  Performance management  Key Accounts
 Procurement  Talent management,  Channel partners
 Succession planning  Stores/franchisees
 Leadership 360
 Climate & culture
 Sales Insight
 Sales Force Accelerator

54. Introducing NGA.NET
 NGA.Net has acquired Acelero and the on-line HR
assessment tools used by Latham Consulting:
 Performance & Talent Management
 360° feedback assessment
 “Your Say” Staff engagement & feedback surveys
 Recognising the long history and expertise in these
tools, Latham Consulting has been appointed as
their channel partner for SME and HR Consultancies
for the NGA.NET suite of on-line HR assessment
tools.

55. Introducing NGA.NET
 NGA.NET designs and develops HR software products
that enable clients to connect, recruit and develop their
people
 It offers innovative tools for sourcing, recruiting,
scheduling, searching and managing talent
 Australian Government Endorsed Supplier status
 Used by 60% of the public sector
 95% of Federal Government e-Recruitment
 Works with one third of the total Australian
corporate e-Recruitment market
 95% client renewal rate:

56. On-line survey tool - Core features
 Fully customisable:
 Non-prescriptive, fully configurable, scalable and flexible
to suit individual requirements.
 Own questions and rating definitions
 Can easily replicate current:
 Staff engagement/culture surveys
 360◦ Leadership feedback surveys
 Flexible workflow:
 Provides upward and 360° feedback – up to 8 different
assessor groups, including self-assessment + aggregate
totals (if required);
 Automated email notification
 Tracking of survey completion
 Email reminders

57. On-line survey tool - Core features
 Superior features:
 “Importance” weighting question option allows scoring
of both “Importance” and “Performance”
 Comments for all questions, or sections
 Up to six open-ended comments questions
 Extensive automated reports menu
 Individual reports menu of charts and tables
 Organisational reports compare results across the
business

58. Users
End users of the 360° software, either via HR consultants, or
as direct clients, include:
Alsco Ernst & Young No1 Shoes
ARG Foxtel North Power
Becton Dickinson Hothouse Siemens
Blue Star ITNewcom Signature Security
Caltex KPMG Sydney IVF
Capricorn Mars Telecom NZ
CCH (Nth America, UK, Asia-Pacific) Masonic Homes Telstra
Cement Australia Mater Hospital Thales
City of Sydney McDonald's W2W Alliance
Constellation Wines Minter Ellison Water Corp
Deloitte Mitre 10 Westpac
Doral Nicol Robinson Halletts Workskil

59. Users
New Zealand users of the 360° software, for
organisational sales competency assessment, include:
3M Glengarry Hancocks Mountain Scene Newspapers
ABB Grand Hotels International Northern Outlook Newspaper
CablePrice Healtheries of NZ NRM
Deltarg Distribution Systems Heidelberg Orica Chemnet
Dulux Holcim Parker Hannifin
Energizer Hose Supplies Paslode
Eurotec Instruments Humes Pipeline Systems PBT Group
Fisher & Paykel Appliances Hynds Pipe Systems Pfizer
Fletcher Aluminium Insite Technology Rinnai
Fonterra Brands Intermed Medical Sanitarium Health Food Co
FreshFood Services Janssen Cilag SCA Hygiene
Frucor Beverages Lumley General Insurance Shell
Gallagher Group Merial Tidd Ross Todd

60. Organisational performance surveys
Performware™ is one of a suite of on demand, on-line business
applications based around decision making, performance
measurement and benchmarking; used under licence from
Decideware:
• Australian company, established 1999;
• Offices in Sydney, Canberra, San Francisco & London;
• Australian Government Endorsed Supplier;
• More than 12,000 licensed users at over 80 client sites on 4
continents.

61. Users

62. Contact us:
 Ron Latham
Ph: (02) 9959 3815
E: mailto:ron.latham@performware.com.au
 Website: www.performware.com.au

63. Engagement Survey
A proven program based on Global best practice to
improve staff satisfaction, retention and productivity to
drive organisational improvement.