Matt FlemingPresident, MidwayUSA

Employee Satisfaction and Engagement Process

1. Satisfying and Engaging Employees is a Process (Handout)

2. It’s EXTREMELY Important3. It Requires Top-Level Involvement4. It’s a Journey, not a Destination5. Stay True to your Vision, Values and Culture6. Find the Appropriate Balance7. Take Swift Action8. You can’t Communicate Enough

Overview

“What approach do you use to achieve and maintain such high levels of Employee Satisfaction and Engagement?”

The Question

1. The Employee Satisfaction and Engagement Process

2. What we’re doing today (The 90-Day Cycle)3. What we’ve tried and not liked

a) The 1000-page reportb) Little Top-Level Involvement in the Processc) Not enough Communication

The Answer

The Process

1. Done Annually in January2. Validate Mission Statement (Vision, Purpose, Mission and

Values) (Handout)3. Validate Culture Statement (Handout)4. Validate Employees as Key Stakeholders5. Benchmark E-Sat and Engagement (Baldrige Winners)6. Validate Employee Satisfaction as #2 Company Goal

(Handout)7. Set the Employee Satisfaction Goal8. Validate Company Strategies9. Review Results and Goals

1. Set the Direction

1. Done Annually in January2. Determine Employee Key Requirements

a) Take a Zero-Based Approachb) Ask Employees in Focus Groupsc) Remember the word “Key” (10 – 15)d) Don’t forget about Culture (Alignment)e) Can’t build your Survey until you have these

3. Build/Buy Align Survey

2. Design the Survey

1. Why we have a Survey (Importance)2. How the Process works3. Our Goal4. What we do with the Results5. When, Where and How6. Handout

3. Communicate Survey

1. All Employees > 30 Days2. Encouraged, but not Required3. Invitation Letter has URL and Login4. Set up Common Workstations for Employees

without Workstations5. 1-Week to take Survey6. It’s important

4. Administer Survey

1. “The Results Are In” Communicationa) Receive 1-Week after Survey Endsb) Communicate Results to SLTc) Communicate Results to Organizationd) Post Results on Intranete) Includes Segmentation

2. Identify “Topics for Focus”a) Low Scoring Questions for each Departmentb) Low Scoring Areas for the Organization

5. Receive/Analyze Results

1. Assemble Focus Groupsa) Focus Groups for each Work Group (8)b) Send Invitation Letterc) Email Plan to Organizationd) Employees selected for Focus Groups get Input from

Peers and serve as their Representatives2. Have a Clear Agenda (Handout)3. Focus on Processes and Policies, not Complaints4. Lead and Teach when Appropriate

6. Conduct Focus Groups

1. Review/Synthesize Focus Group Resultsa) Top-3 Ideas from each Groupb) Top 5-10 Ideas for the Organization

2. Communicate Results to Organization3. SLT Reviews Focus Groups Results in Quarterly

Workforce Focus Meeting4. SLT Creates and Prioritizes Action Plans5. Departments Take Responsibility for Executing Action

Plans6. Also Consider other Listening Posts (HR Analysis

Matrix, Innovation, Direct Feedback, etc.)

7. Take Action

1. Communicate what Action Plans are added to Strategic Plan, Department Plans, etc.

2. Communicate Timing of Action Plans3. Communicate and Celebrate when

Improvements are made4. Address the Tough Topics

8. Communicate Improvements

Review, Improve and Repeat Process

1. Validate Alignment of Process to Vision, Values, Culture and Direction

2. Discuss Improvements to Process based on alignment and Employee Feedback

3. It’s a continuous cycle of listening, learning and improving

Results

1. Our Approach (the Process)2. It’s Extremely Important3. Must have Top-Level Involvement4. It’s a Journey, not a Destination5. Stay True to your Vision, Values and Culture6. Find the Appropriate Balance7. Take Swift Action8. Communicate!

Take-Aways