Best Practices in Measuring and Improving Employee EngagementSean Fitzpatrick

HRPA

Sample Clients & Benchmark List

Technology/ Media Government Healthcare/ Pharma

Financial Services Education/Other Employee Awards Programs

Measuring Engagement

Heart Hands

Logical Emotional Behavioral

Head

There’s a Proven Link Between Engaged Employees and Profit

BUSINESS EMPLOYEES38% Higher Customer Satisfaction Perform 20% Better

22% Higher Productivity 87% Less Likely to Leave

27% Higher Profits

Engaged Employees

Happy Repeat & Referral Customers

Increased Revenue & Profits

“Too often we measure everything and understand nothing. The three most important things you need to measure in a business are customer satisfaction, employee satisfaction, and cash flow...” -- JACK WELCH

Average Engagement No Change in the Past 6 Years

Average Engagement Select Client

Lifecycle approach to engagementProper drill down into dataEffective action planning

Engagement Lifecycle

Selection processReality versus promise

RelationshipsEarly engagementTime to productivity

Measure engagementEngagement driversPerformance drivers

People program effectiveness

Preventable attrition?Drivers to leave?Say to others?

Would they return?Alumni communication?

TalentEntry

TalentEntry Case Study

Survey 1:Joining(2 weeks)

Recruitment InterviewToolsResources

Survey 2:Being Productive(3 months)

Organizational Orientation

Dept. OrientationFormal Training Informal Training

Survey 3:Socialization(7 months)

ValuesCulture &

CommunityLeadershipSatisfaction

TalentExit

Engagement Drivers

Root Cause Analysis

Focus Groups

Business Impact Analysis

Correlation with Engagement

IMPACT

% Favourable100%

75%

50%

25%

0%

0.0 0.25 0.50 0.75 1.00

Compensation

ProfessionalDevelopment

OrganizationalVision

SeniorLeadership

Information &Communication

ImmediateManagement

WorkEnvironment

Innovation

Work LifeBalance

PerformanceFeedback

Teamwork

Key Driver Analysis

Root cause analysis

Communication

Vertical

communication-

Some executives don’t have staff meetings to summarize business results and priorities

We need a consistent process for discussing business results and issues with middle

managers

Middle managers and staff are not involved in the planning process.

We are just told.

We will get better engagement to our business plan if we

involve middle managers in planning

We need a process for keeping employees

apprised of our direction and business issues

Horizontal communication-

We have no standards for drawings coming from Engineering to

Operations

We need to collaborate to develop standards

Engineering is under-resourced

We need a process to match workload with

resources

Engineering does not see Operations as its

customer and business partner

We need to align the goals of Engineering

with those of Operations and create a partnership

Business impact analysisN

eed

s im

pro

vem

en

t

High impact on engagement

Low Medium High

Impact on business performance

Compensation

ProfessionalDevelopment

OrganizationalVision

SeniorLeadership

Information &Communication

ImmediateManagement

WorkEnvironment

Innovation

Work LifeBalance

PerformanceFeedback

Teamwork

% Favourable

100%

75%

50%

25%

0%

Prioritize

Impact on Performance

CompensationReview

IndividualCareer Development

Plans

VisionDevelopment

Town Halls

ImmediateManagement

Training

WorkplaceErgonomics

Redesign

LeadershipDevelopment

WorkflowPlanning

RecognitionSystem

Social Activities

High

Inve

stm

ent

VisionCommunications

Low High

“

We work hard to avoid falling into the trap that some other organizations make – assuming that doing a survey is doing engagement – it’s an important part of the process, but only part of it.”

- Mark Mitcheson, Pfizer,

Current Situation

Business Case

Scope

Outcomes

Roles

Resources

Timelines

Measures

SponsorshipAccountabilityInvolvementAchievability

CommunicationMeasurement

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Next Steps

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