how to use data to enhance employee engagement & well-being - adam dipaula (socialhrcamp...
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6th Floor, 543 Granville Street, Vancouver, BC V6C 1X8
sentisresearch.com
How to Use Data to Enhance
Employee Engagement & Well-
Being
November 26, 2016
Adam DiPaula | [email protected] | 604.566.8912
Adam DiPaula
Managing Partner
Sentis Market Research
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Landed in BC 25 years ago by way of Wisconsin and New Jersey
Graduate school at UBC in psychology, then headed for work in the private
sector
Managing Partner at Sentis − a company I founded in 2011
Sentis provides research and consulting services that help clients retain
and attract customers and employees
With advice from Rocky Ozaki, developed Starfiish – a people and culture
survey for the tech sector
Who Am I? What Do I Do?
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To offer some suggestions how survey data can be used to create positive change in the
workplace
Why?
It is now very easy to administer employee surveys – DIY, templated questions, etc.
Many organizations have some method of collecting employee feedback
Pain Point: How do we use the results to drive change?
Why Am I Here?
“The results look pretty positive, but we still have
pretty high turnover.”
“I know we should act on these results, but I’m not
sure where to start”
“We’ve been doing this survey for a while now. The numbers don’t change that
much.”
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Segmentation
Using the data to more effectively target investments in employees
Linking Customer & Employee Data
Bringing data from both sides of the relationship can boost employee engagement
Empowering Employees to Own Their Well-Being
Survey programs can be designed to make well-being part of the workplace culture
Three Approaches That Can Help
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Engagement
Someone who feels their work is valued by the
organization, feels proud to be associated with it, and
who acts in ways to further the organization’s
success
Segmentation
Engagement Index
Would recommend
Willing to go above & beyond
Feel my contribution is
valued
Intentions to Stay
Shorter-Term
Longer-Term
You can have engaged employees who do not
necessarily intend to stay indefinitely
Present Commitment
not
Indefinite Commitment
First: the difference between Engagement and Intentions to Stay
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Employers know that their workforce consists of employees who differ in their level of
engagement and intentions to stay
Often make the same kind of investment in each employee, regardless of the employee’s current
level of engagement with the organization
Why?
Keep a level playing field – everyone’s treated “the same” – “in our values”
Know that employees are triggered by different things (e.g., incentives,
opportunities) - but assume it may not be practical to develop HR management
systems tailored to different employees
Segmentation
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Segmentation: The Model
This segmentation model can help you determine where (and how) to invest – and where not to...
Two dimensions:
Shorter-Term Longer-Term
Fully Engaged
Less than Fully Engaged Length of Time Expecting to Stay
En
gag
em
en
t
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Segmentation: The Model
Shorter-Term Longer-Term
Length of Time Expecting to Stay
Fully Engaged
Engagement
Less than Fully Engaged
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Segmentation: The Model
Shorter-Term Longer-Term
Length of Time Expecting to Stay
Fully Engaged
Engagement
Less than Fully Engaged
Strivers Dedicated
Disgruntled Detached
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Segmentation: Descriptions
Dedicated (39%)
Your most ardent supporters
Believe strongly in the company’s direction and vision
Feel that they belong
“Servant leaders”
Strivers (9%)
Have high expectations but can be easily
disappointed
Striving to move to the next level, so can be impatient
and high maintenance
Most likely to occupy management positions
Detached (23%)
Going through the motions, but don’t see themselves
as part of the organization
Not interested in solutions to problems
Apathy coupled with tenure can make them a
particularly negative influence on impressionable staff
Disgruntled (29%)
View everything the company does through a cynical
lens
Feel slighted, unfairly treated, and isolated
Less likely to support direction company is taking
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Segmentation: Unique Triggers
Dedicated (39%)
Thrive on recognition of service
Embrace opportunities to represent the organization
Strivers
Crave recognition for performance
Need to feel challenged and inspired
Need to feel empowered to make discretionary
decisions
Detached (23%)Disgruntled (29%)
Crave recognition of their value
Want opportunities to grow and develop
May benefit from highly transparent advancement and
reward structures
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Identify problem departments or regions
Is it a matter of giving managers in those departments the tools/intel they need to manage
their unique group of employees?
Is it a matter of practicing “targeted attrition”?
Adapt segmentation approach in hiring/screening process
Example: Seeking Out the Strivers
Segmentation: Management Implications & Actions
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Employees
Happy employees are more likely to create positive experiences for customers
Unhappy employees are likely to do the opposite
Customers
Customer experience can have a direct impact on employee experience and engagement
Customers can inspire employees in ways managers can’t
“Outsourcing Inspiration”
Linking Customer and Employee Data
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The Problem
Employee and customer engagement measurement programs often operate in silos
Customer experience data for Department A goes to the customer experience folks
Employee experience data for Department A typically stays in HR
The Opportunity
Bringing the data together can produce significant benefits
More consistent service experience (reduced variability)
Superior financial performance in “fully-optimized” units or departments
Linking Customer and Employee Data
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Linking Customer and Employee Data
Cu
sto
mer
En
gag
em
en
t
High Employee Engagement & High Customer Engagement
High Employee Engagement &Low Customer Engagement
Low Employee Engagement &High Customer Engagement
Employee Engagement Index
Low Employee Engagement & Low Customer Engagement
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Linking Customer and Employee Data
Dept A
Dept B
Dept C
Dept D
Dept EDept F
Dept GDept H
Dept J
Dept K
Dept L
Low Employee Engagement
High Customer Engagement
High Employee Engagement & High Customer
Engagement
Low Employee Engagement & Low Customer Engagement
High Employee Engagement
Low Customer Engagement
Cu
sto
mer
En
gag
em
en
t
Employee Engagement Index
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Linking Customer and Employee Data
Dept A
Dept B
Dept C
Dept D
Dept EDept F
Dept GDept H
Dept J
Dept K
Dept L
These scores could be a reflection of
a strong product or service which is
carrying the departments, despite
lower employee engagement
This could be a reflection of
products or policies that do
not match customer needs
Cu
sto
mer
En
gag
em
en
t
Employee Engagement Index
Low Employee Engagement
High Customer Engagement
High Employee Engagement & High Customer
Engagement
Low Employee Engagement & Low Customer Engagement
High Employee Engagement
Low Customer Engagement
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Empowering Employees to Own Their Well-Being
Committed to helping employees become more mindful of their own well-being, how it impacts
their lives and what they can do to enhance it
What Vancity Had In Place
Long survey, administered annually, using traditional measures
Results arriving after the opportunity to make the best use of them
What Vancity Needed
A measure of engagement and well-being aligned with what the organization wanted to impact
Could be administered more than once a year without burdening employees
Results that could be quickly put in the hands of employees
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Empowering Employees to Own Their Well-Being
The Vancity Well-Being Measure
Workplace Engagement Factor
Relationships at Work
Company Pride
Opportunities for Growth & Development
Belonging & Inclusion
Meaningful Work
Personal Well-Being Factor
Quality of Life
Sense of Purpose
Connectedness
Resilience
Whole-Life Integration
Health
Financial Stability
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Empowering Employees to Own Their Well-Being
Sentis built an online reporting
site that gives employees
confidential, secure access to
their results within a few days
after the survey is completed
Interactive features encourage
sharing of resources and
experiences
6th Floor, 543 Granville Street, Vancouver, BC V6C 1X8
sentisresearch.com
Happy to Engage Further…
Adam DiPaula
D: 604.566.8912
M: 604.306.5633
https://ca.linkedin.com/in/adamdipaula
@Adamdipaula
@sentisresearch