Employee Engagement: You Can’t Buy it, But You Can Certainly Sell ItSue LaChanceDirector of Organizational and Leadership Development, Constant Contact

we tend to do things a bit differently…

…and we get results.

Our WhyAlign employees with the CTCT

mission, vision, purpose and culture

Drive employee engagement and success

Foster a great place to work and to grow

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Results: In the last 3 years

More than doubled the size of the company (>1300 ee’s)Employee referrals hired 45%Employee engagement participation 93%Employee engagement index 89%YOY Revenue growth

http://seostatic.tmp.com/job-images/5478/success-vid-large-2.jpg

Assessing our baseline:2014 Employee Engagement Survey

It’s coming…

• Enhance Employee/Career Development • Striving for 100% participating in 2014 Employee Development Plans (EDP) – on pace! • Created the Career Development Toolkit (20 tools) available in UltiPro• Offered 8 career development workshops• Livestreamed reknowned guest speaker, Dorie Clark, author of Reinventing You• New hire focused on Career Development starting in May!

• Focus on Employee Retention• More training opportunities available than in year in past history!• HIRES training (106 attendees this year) focused on hiring right in the first place• Conducting semi-annual Talent Reviews to track and develop talent at all levels

• Improve Access to Competitive Intelligence • Introduced “Competitive Corner” – 4 livestreamed sessions in 2013/14• Hired Fang Lu – Sr. Manager of Competitive Intelligence• Strategic Leadership Group (SLG) focused Q1 meeting on competitive landscape

• Improve Communication of Corporate Strategy• Rebuilt Corporate Strategy deck and Exec Team shared 5 live sessions (one recorded on Livestream for 24/7 viewing/refresher)• Strategy messaging wrapped into 2014 Kickoff meeting

Your 2013 EES Requests – Our delivery….

CTCT 2014 Employee Engagement Survey - External Comparisons

At the category level, little significant movement from 2013

Performance remains strong against the High Performance norm despite some gaps in Customer Focus, Career Development and Retention

• For reference: The 2013 Towers Watson U.S. High Performance Companies Norm contains data from over 140,000 employees in 20 organizations that perform better than industry average on ROIC and/or net margin (sample companies include Amgen, McKesson, Coach, Biogen Idec)

Constant Contact 2014

vs. Constant Contact 2013

vs. TW 2013 U.S. High Performing

Norm

(1,217) (999) (141,856)

Sustainable Engagement 89 -1 +3

Management 87 0 +6

Communication 86 +1 -1

Customer Focus 83 -2 -6

Empowerment 83 0 +3

Cust. Sat. Linkage 83 0 n/a

Company Image* 82 n/a n/a

Rewards 80 +1 +9

Collaboration 79 +1 -1

Leadership 77 +6 n/a

Training 75 +2 -2

Change Management 74 +1 n/a

Innovation 69 0 +3

Career Development 64 +3 -6

Retention Item 69 +2 -4

Colored cells indicate a statistically significant difference*New category with one historical item and one new item – no category average comparison available15

What is Driving Engagement at Constant Contact in 2014?Employees who are favorable on these topics are more likely to be Actively Engaged

+26

vs. Constant Contact

2013(N=999)+1

-3

-1

-2

-1

-149. Our staff effectively provides education and coaching to our customers to help make their company’s marketing efforts more successful.

29. This organization helps our customers to be more successful.

19. I am empowered to do what needs to be done to meet customers’ needs.

33. This organization is truly customer oriented.

52. When I have issues with my work schedule, I can usually discuss it with my manager and make an adjustment if needed.

CUSTOMER FOCUS

44. My Manager does a good job of encouraging teamwork.

MANAGEMENT84

91

85

91

2014 Scores

Customer Satisfaction

Linkage

Customer Focus Sustainable Engagement

Management

Driver Categories

Driver Strengt

h

12

316

83

83

People-centric senior leadership

Having a manager that cares

“Culture eats strategy for breakfast, technology for lunch, and products for dinner,

and soon thereafter everything else too.” -@BillAulet

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People-centric senior leadership

Having a manager that cares

Flexing our schedules…

People-centric senior leadership

Having a manager that cares

“…come attend this session of Constant Conversations led by Bill Kelly, Revenue and Billing Manager.  He has chosen Simon Sinek’s “Great Leaders Make you Feel Safe” to view and discuss.  This is a great way to get you thinking about how you and your manager can better interact, work together and develop a deeper understanding of each other’s work styles.” 

Employee invite - $0 TED talk - $0 Snacks (optional) - $100 Engagement Impact – Priceless

Program on Business and Strategy Objectives

Stronger, more effective PBS experience with integrated learning Higher visibility within CTCT due to nature of Action Learning assignments Manageable time commitment Use of internal experts leverages their teaching talents and builds

stronger, sustainable internal learning networks Cross-functional teams partnering on existing work = “learning without

borders” Continued attention on getting close to customers Real-time results of research contributions Reinforcement of commitment to grow our own leaders

Teachbacks – our secret sauce

Be a local hero – teach back Deeply engage your learners Opportunity for employees to practice

“public speaking” skills Exponentially grow the impact of

professional development

People-centric senior leadership

Having a manager that cares

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Early ExperienceEngaged

Employee At RiskIntroduction

Employee Lifecycle Management

Manager Ownership… from “hello” to “goodbye”

MGM

T@CT

CT

One pageNo ratings

People-centric senior leadership

Having a manager that cares

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