the hard part of employee surveys: creating meaningful change
DESCRIPTION
The Hard Part of Employee Surveys: Creating Meaningful Change. Scott M. Brooks, Ph.D . Partner and VP OrgVitality. Fran Sincere, SPHR President Sincere Consulting. August 29, 2013, 2:30-3:45. Presentation Introduction. The Presenters. OrgVitality Partner and VP - PowerPoint PPT PresentationTRANSCRIPT
The Hard Part of Employee Surveys: Creating Meaningful Change
August 29, 2013, 2:30-3:45
Scott M. Brooks, Ph.D.Partner and VPOrgVitality
Fran Sincere, SPHRPresidentSincere Consulting
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Presentation Introduction
What This Presentation is About It’s Not About
The essentials of an effective survey Survey Administration: How to conduct a survey
How to position employee surveys for strategic value to your organization; defining what change fits the needs of the organization
How to develop survey items;
Key design decisions which are based in science, that promote survey impact and improvements in your organization
How to improve survey response rates
Techniques to involve leadership to maximize strategic relevance of employee surveys; and become a tool executives want to use
How to analyze or present survey data
Fundamental “assignments” for who creates action plans in organizations
How to communicate survey results
The Who, How and When of follow-up to create the accountabilities that ensure impact
How to do action planning
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The Presenters
Scott Brooks, Ph.D.
Fran Sincere, MSIR, SPHR
President, Sincere Consulting40 Years as HR Executive
Kaiser Permanente Executive Champion of Employee Surveys Consults with organizations such as Colorado Department of
Human Services, Department of Personnel Administration
OrgVitality Partner and VPPh.D. in Organizational Psychology20 years of consulting experienceConsulted with dozens of organizations such as: Caterpillar, Goodwill, Google, Limited Brands, MGM Resorts, Save the Children, Starwood, and Wells Fargo
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What Does the List Below Describe?
Instill strong initial commitment to make a change Focus on realistic goals with measurable results Write a specific action plan Make the goals public—declare your resolution Have coping strategies to deal with problems Use social support; the buddy-system really works Get started immediately Reward success
Answer: Advice from the science of keepingNew Year’s Resolutions
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What is an “Employee Survey”?
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What is an “Employee Survey”?
While there is fact finding and analysis, ultimately, goal is to do something different….
• Opportunity to focus the organization on a topic
• Orchestrated, structured conversations
• “New Year’s resolutions” for self-improvement
Big Purpose = Change
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Survey Process Overview
StrategyArticulate Purpose
InsightCollect Data,
Share Results
ActionCreate Change
Creating sustainable change is based on three components:
1. Strategy – defining what change fits the needs of the organization
2. Insight – evidence-based information to characterize the situation
3. Action – efforts to make change
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Top Challenges with Creating Change
“%” refers to percentage each category was cited as a top challenge. Data based on survey of major employee survey consortium members, and reported in Wiley & Brooks (2010), Conference of the Society for Industrial and Organizational Psychology.
Framed differently, what will derail the process?
Set-
Up
Impl
emen
tatio
n
Content Category Category Description %
Accountability Holding organizational members responsible for their role in the metrics program; ownership and clarity of assignment 12
Resources Especially time (given the other demands of manager’s job), but other resources as well: training, technical, financial 12
Importance Management (especially executive management) attention to and support for metrics 12
Execution Following through with metrics program and action planning; maintaining momentum 9
Tracking Action Tracking action and monitoring change 8
Prioritization Focusing follow-up, often through identification of root causes, yet avoiding analysis paralysis 8
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Creating Change Requires a Plan
Success in ACTION depends upon:
– What the survey is supposed to accomplish and Why managers and executives care?
– Who gets an assignment and is responsible?– How the process will be supported?– When are things supposed to happen?
These become the elements of the change management plan.
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What is survey is supposed to accomplish?
Why should executives and managers care?
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Some Assumptions
1. Purpose of surveys is to create change
2. “Pick something, dear manager, do your best” approach sub-optimizes survey opportunity
3. Surveys are not strategic if:• Do not influence leader behavior• Do not extend leadership reach• Is not of interest to leadership
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Focusing Survey Objectives
If an executive could snap his/her fingers and have everyone focused on improving one thing, what would it be?
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Case Study: Challenges for Company ABC
PRIMARY• Developing/finding the next generation of growth
– Slowing growth due to market saturation/competition– New product lines, customer segments to drive future
RELATED• Deeper relationships with existing customers• Pace/capacity for innovation• Scalability – tension of growth vs. profitability• Talent to execute in future
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Survey Objectives for Company ABC
• Support organizational strategy:– Enhance future
customer loyalty– Enable rapid, scalable
growth in mature businesses
– Foster innovation to create the businesses that will drive success
– Build, maintain employee engagement to fuel these directions
• Build discipline of listening, responding to employee input– Inform Executive Committee
to make better decisions, champion productive, energizing work environment
– Enable managers to create, execute impactful action plan
– Provide tools for HR Generalists to support managers in survey follow-up, and design centralized HR processes
Challenges define survey content
Process needs imply roll-out decisions
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Employees are valid observers.Don’t just scrutinize them, ask what they see
Employee Surveys Not Just About Employees
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Best Predictors of “X” Often Include “X”
Survey Item Relation to Cust Sat
Overall, our customers are satisfied .44
Customer problems corrected quickly .32
Measure progress in customer service/quality .31
Get feedback from external customers .29
Recognized for serving customers well .32
Average .34
Customer-Centric Predictors
All significant @ p .01
Employee-Centric Predictors
None significant @ p .05
Item Relation to Cust Sat
Rate overall org satisfaction .17
I like the kind of work I do .12
Not seriously considering leaving .11
Rate overall job satisfaction .09
I feel valued as an employee .08
Average .11
Survey Item Predictors of Customer Satisfaction
Wiley, Brooks & Lundby (2006). Put Your Employees on the Other Side of the Microscope. Human Resource Planning, 29(2), 15-21.
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Best Predictors of “X” Often Include “X”
Survey Item
Overall, our customers are satisfied
Customer problems corrected quickly
Measure progress in customer service/quality
Get feedback from external customers
Recognized for serving customers well
Performance-Centric Predictors
Principles apply beyond customer satisfaction
Overall, we work in a safe environment.
Safety problems corrected quickly .
Measure progress in safety
Get feedback regarding safety
Recognized and supported for adhering safety standards
• Point is to illustrate, not force safety items into customer framework• Can apply to quality, innovation, employee turnover, ethics, etc.
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Design: How You Get Where You’re Going
Engagement is the Fuel – there is no power without it
Sometimes, surveys may also measure steering, airbags, or GPS navigation
Value creation is the Engine – it gets things done (examples: Customer Focus, Innovation Climate, Quality Processes)
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Who gets assignments and is responsible?
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Driving Change: “Who” Gets Assignments?
Leadership
HR/Centralized Staff
Line Managers
Not all report recipients have the same “assignment,” so shouldn’t get same support
• Need: support larger system• Reporting: topline messages,
system views supporting ability to understand, lead
• Need: support internal clients, HR/centralized strategies
• Reporting: “Bird’s Eye” views to zero in on questions
• Need: support local action planning
• Reporting: streamlined, guided information to fit routines, drive local dialog
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Executive Assignment
Tasks that cannot be delegated
• Establish, communicate strategic context• Participate in prioritization, goal setting• Allocate resources• Create commitment, accountability• Reward, recognize improvement efforts• Monitor progress
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Leadership Action Snippets
• A CEO got list of actions managers were supposed to start on any given day. He called to say:“Jane, I see you are supposed to start doing this today, is there something I can do to help this get done?”
• Another said:“Ninety days from this presentation, I expect each of you to formally present priority areas and action to-date.”
• On a “Blitz Day,” one organization sent leaders to meet every employee who came to work, hand out a piece of candy and a card that read: “Think of one idea to improve service and discuss with your work group.”
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Manager’s Assignment?
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1. LearnUnderstand report to get most important lessons well
enough to prepare for Step 2.
Line Manager’s Assignment: Example
2. Focus-Discuss-RefocusFOCUS: Identify potential priorities.
DISCUSS: Present results to work group, focus on priorities.REFOCUS: Based on discussion, confirm 1-2 priorities. Discuss why priority results are the way they are. Begin brainstorming solutions. Coordinate with your manager, HR.
3. ActContinue brainstorming and convert discussion into action
items. Implement and reinforce/track progress.
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How will the process be supported?
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HR’s Support Role: “Personal Trainer”
• Cannot exercise for managers
• But can be a…– Guide– Trusted advisor– Motivator– Goal-setter– Facilitator
• Help executives and managers live up to own good intentions
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Define HR “Personal Trainer” Support Role
Motivation Guidance Enablement Tracking
• Connect to business need
• Foster accountabilities
• Make progress public
• Remind managers of commitments
• Assign owners• Link to
performance appraisals
• Help focus on priorities
• Provide interpretation support
• Ask consultative questions
• Coach regarding the process
• Facilitate meetings as needed
• Share success stories
• Incorporate action into existing work plans
• Help establish goals for action
• Identify milestones
• Schedule touch-bases
• Work updates into existing staff meetings
• Involve higher-level managers to recognize progress
Examples of HR support in each category
HR staff, systems may need preparation to fulfill role.
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Support Organizational Change!
What Are We Trying to Do?
Specifically…
• Motivate: Inspire to change
• Guide: Focus action plan to change
• Enable: Enhance ability to execute change
• Track: Provide measure of change
These support the organization’s disciplines of:1. listening, responding to employees
2. evidence-based management
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Action Support Grid—the “How” to Support
“Who” Assignments
Motivation Guidance Enablement Tracking
ExecutivesDemonstrated business case
Special analyses, facilitated prioritization
Assigned HR coach
Balanced scorecard
Line ManagersAccountability systems
Instructive reporting
Training from HR, coaching
Form e-submitted to manager
Centralized groups
Functional responsibility
Specialized reporting, analyses
Goal-directed support
Program evaluation
HR SupportOpportunity to support partners
Train-the-trainerInternal, external consultants
Organization-wide action plan tracking
Supporting surveys means supporting these 4 elements of action planning assignments. You don’t need to fill in all cells, but you do need to think about each one.
Example Support (“How”) Activities
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Three Components of Accountability
• Clear goals – Based on crisp assignment– Acknowledged and embraced
• Measurement/tracking – Relevant to all follow-up
segments– Known and visible
• Perceived consequences– Intrinsic value– Visible reporting– Rewards
A quick note on a big topic
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When are things supposed to happen?
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Rhythm: The Big Picture of “When”
January: Executive
Presentation
March: High Potential Analysis
May: Action Implementation
Review
July: Pulse Survey Review
Sept: Strategic Planning
November: Linkage
Research Presentation
Example of Survey-Based Cycle of
Executive Touch-Points
Creating successful rhythms develops the organization’s discipline of listening and responding to itself
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Driving Change: “When” Timeline Example
Executive Efforts HR/Centralized Efforts Line Manager Efforts
HIGH-LEVEL RESULTS RELEASE (Week 1)
• Exec presentation
• Prioritization
• Training • Birds-eye view reporting • Newsletter prep
• Briefing
FEEDBACK/ CLARIFICATION
(Weeks 2-3)
• CEO update • Executive
sponsors charter Task Teams
• HR 1/1s with leaders • Triage any critical issues • Communication roll-out
• Focus groups to clarify priorities
• HR facilitates best practice forums
• Newsletter release
• “Assignment” and reports delivered
• Local feedback begun
• Local priorities selected
• Local dialog on organization-wide and local priorities
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Reinforce Value of Participation
There is practical value to participating in rhythmic, organization-wide survey process
– New Year’s resolutions 10 times more likely to succeed than resolutions at other times of year
– Social support around New Year’s makes the difference– Surveys provide comparable social support for
organizational improvement
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Case Study from Kaiser Permanente
Mission of the People Survey Resource Network (PSRN): Promote leaders’ understanding of Kaiser Permanente’s work environment and its effect on business outcomes and guide them in taking action to address work place and people issues. ~1993
Major steps evolved over 8 years and are ongoing today: 1. Identify common items among nine business units (regions) measuring aspects
of not only engagement and commitment, but also getting work done2. Find a link between what employees see as important in their work life and
operational outcomes, i.e., patient and customer satisfaction3. Engage all senior leadership in operations and HR in understanding linkage4. Compelling linkage information led to use of numerous timely metrics and
indices to monitor progress on strategic initiatives5. Incorporate these metrics in business unit performance assessments6. Modify and improve relevance of employees survey metrics as strategy evolves
across enterprise to assure Kaiser Permanente prominence in each market
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KP Indices Monitor Strategic Priorities
Indices created to measure impact of organizational initiatives, or to provide overview information for target-setting purposes
Examples include:– People Index-- 23 items created to measure commitment, predict customer service.– People Pulse Care Experience Index-- 10 items that measure the drivers of a satisfying
care experience. Teams with high marks are better equipped to provide care and service to their internal and external customers.
– Play-to-Win Index -- 8 items that speak to the “spirit” of the PTW culture, and is to be used for tracking and trending purposes (and not to evaluate the PTW program).
– LMP sub score- 13 items that the Labor Management Partnership Metrics team chose to assess the work environment as it relates to the LMP goals.
– Other Indices used less frequently or by specific groups• Customer Service sub score• Commitment sub score• MDQR (Medical Director Quality Review) score• INQIP (Inpatient Quality Indicator Program) score (used by Northern and Southern
California only)
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A Surprised Finding: KFHP Employee Turnover Rate1, 1990-2002 and the People Pulse Care Experience Index
1) KFHP Employee Turnover Rates, for Benefit-eligible staff, Biannual Human Resources Report, 1991, 1993-2001 *annualized for first 6 months of 2002
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Remember: Begin with Business Need
StrategySample Business Need
InsightSurvey Dimension(s) Deserving Attention*
ActionSample Response
Invent the future Innovation Improve creativity, idea sharing, knowledge mgmt
Maintain, improve customer loyalty
Customer Focus Monitor and enhance service systems, recovery procedures
Prepare for dramatic growth (i.e., scalability)
Training, Work Process Improve ways new employees are brought up-to-speed, clarify processes
Prepare for major organizational change
Change Management Increase agility, streamline communication channels, build and “bank” trust
Keep key talent or generally add fuel to efforts
Employee Engagement (and its drivers)
Improve employees’ personal vision of future with company
* Research has linked these business needs directly to the items in these survey dimensions.
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The Organizational Change Checklist
Create the plan even before survey is fielded
• What/Why Articulate objectives Design relevant survey
• Who Assignments defined and accepted One-page Action Map socialized
• How Action Support Grid completed HR support defined, prepared
• When Timeline for action defined Annual rhythm plotted out
C-Suite/
Leadership Efforts HR/Centralized Efforts Manager/Local Efforts
HIGH-LEVEL RESULTS RELEASE (Week 1)
• Exec presentation
• Prioritization
• Training • Birds-eye view reporting
• Newsletter prep
• Briefing
FEEDBACK/ CLARIFICATION
(Weeks 2-3)
• CEO update
• Executive sponsors charter Task Teams
• HR 1/1s with leaders
• Triage any critical issues
• Communication roll-out
• Focus groups to clarify priorities
• HR facilitates best practice forums
• Newsletter release
• “Assignment” and reports delivered
• Local feedback begun
• Local priorities selected
• Local dialog on organization-wide and local priorities
ACTION-PLANNING
(Weeks 4-5)
• Exec touch-base on progress
• Execs recognize exemplar efforts to-date
• Priority Task Teams engaged
• HR research refines messages
• Diversity Council launches efforts
• HR facilitates best practices forums
• Add’l newsletter release
• Local action planning on organization-wide and local priorities
KEEPING ACTION ON-
TRACK
(Weeks 6+)
• Exec 90-day review of progress to-date
• Implement Task Team, HR Research, Diversity Council action plans
• HR facilitates best practices forums
• Add’l newsletter release
• Implement local action plans
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Pair up and discuss
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From the day’s discussions, what
sticks with me most is….
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About OrgVitality
We help individuals and organizations thrive
Employee/Engagement Surveys Employee Assessment & Selection 360 Surveys Exit Surveys Coaching & Executive Assistance Succession Planning HR Metrics & Strategy Customer Surveys
OrgVitality offers a full range of services to address critical organizational challenges. We are experts in designing projects that are linked to strategy, generate useful insight, and drive positive action.
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About Sincere Consulting
Improving Performance through HR Excellence
Organizational Improvement
Staff Engagement
HR Excellence
Sincere Consulting serves private and public sector organizations with strategic and tactical support to improve their Human Resource services and organizational performance. Consulting practice includes:
Aligning HR with the business Improving HR operations Enhancing employee engagement Executive coaching Team development Labor and employee relations Recognition program design Training assessment and talent development
• system planning and deployment
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Contact Information
Scott M. Brooks, Ph.D.OrgVitality
[email protected](415) 401-5940
www.orgvitality.com
Fran Sincere, SPHR, MSIRSincere Consulting
[email protected](303) 886-3467