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PREL 245:CHRYSALIS RESEARCH REPORT & COMMUNICATIONS PLAN

TABLE OF CONTENTS

Table of Contents

Introduction_______________________________________________________________________________________________1

Client Overview______________________________________________________________________________________________________1

Research Report & Communications Plan Overview______________________________________________________________1

Research Problem Statement_______________________________________________________________________________________1

Research Plan Hypothesis___________________________________________________________________________________________2

Research___________________________________________________________________________________________________3

Research OuTline____________________________________________________________________________________________________3

Rationale For Conducting Secondary Research Prior To Primary Research____________________________________3

Primary Research: Overview________________________________________________________________________________________4

Survey Details_____________________________________________________________________________________________________4

Primary Research Survey Demographics_______________________________________________________________________5

Survey Limitations________________________________________________________________________________________________5

Gallup Q12 Four Stages of Employee Engagement Hierarchy_________________________________________________7

Employee Engagement Categories______________________________________________________________________________8

Primary Research: Survey results__________________________________________________________________________________8

Employee Engagement Score____________________________________________________________________________________8

Areas of Strength for Chrysalis in Employee Engagement_____________________________________________________9

Areas of Opportunity for Chrysalis in Employee Engagement_______________________________________________10

Employee Satisfaction Score____________________________________________________________________________________11

Future Employee Retention Estimate__________________________________________________________________________11

Areas of Strength for Chrysalis in Employee Satisfaction____________________________________________________12

Areas of Opportunity for Chrysalis in Employee Satisfaction________________________________________________13

Open-Ended Survey Responses: Feedback for Areas of Work/Opportunity________________________________14

Open-Ended Survey Responses: Positive Feedback__________________________________________________________15

Primary Research Conclusions_________________________________________________________________________________15

Secondary Research: 2013 Chrysalis Employee Satisfaction Survey Overview_______________________________17

Employee Analysis and Sentiment Towards Chrysalis_______________________________________________________17

Secondary Research: Employee Satisfaction vs. Employee engagement_______________________________________18

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Is There a Difference Between Employee Engagement and Satisfaction?__________________________________18

Why Should Chrysalis Measure Employee Engagement?____________________________________________________19

Employee Satisfaction Drivers vs. Employee Engagement Drivers__________________________________________21

Secondary Research: How Canadian Award-Winning Companies Increase Employee Engagement________22

Secondary Research Conclusions______________________________________________________________________________23

Goal_______________________________________________________________________________________________________24

Objectives_________________________________________________________________________________________________25

Theme One: People Practices______________________________________________________________________________________25

Objectives________________________________________________________________________________________________________25

Theme Two: Communications_____________________________________________________________________________________26

Objectives________________________________________________________________________________________________________26

Theme Three: Leadership Competencies_________________________________________________________________________26

Objectives________________________________________________________________________________________________________26

Primary Target Audience________________________________________________________________________________27

Who is Chrysalis’ Primary Target Audience?__________________________________________________________________27

Audience Demographics________________________________________________________________________________________27

How do these Audiences Become Engaged?__________________________________________________________________27

Engagement Level Correlation to Audience Educational Background______________________________________28

Engagement Levels by Gender_________________________________________________________________________________28

Strategy___________________________________________________________________________________________________29

Overall Strategy_____________________________________________________________________________________________________29

Communication Mediums_________________________________________________________________________________________29

Campaign Implementation________________________________________________________________________________________30

Creative Strategy and Theme______________________________________________________________________________________30

Appeal Technique__________________________________________________________________________________________________30

Tactics_____________________________________________________________________________________________________31

Tactic: Employee Career Path_____________________________________________________________________________________31

Areas of Focus: People Practices, Communications, & Leadership Competencies_________________________31

Timeline/Schedule______________________________________________________________________________________________31

Roles and Responsibilities______________________________________________________________________________________32

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Resources/Budget_______________________________________________________________________________________________32

Key Messages____________________________________________________________________________________________________32

Evaluation________________________________________________________________________________________________________33

Tactic: Employee Rewards & Recognition Program_____________________________________________________________34





Employee Rewards & Recognition Program__________________________________________________________________35

Evaluation________________________________________________________________________________________________________36

Tactic: Process Maps_______________________________________________________________________________________________37





Key Messages____________________________________________________________________________________________________38

Evaluation________________________________________________________________________________________________________38

Tactic: Myers-Briggs Type Indicator (MBTI)_____________________________________________________________________39

Areas of Focus: Communications & Leadership Competencies______________________________________________39




Key Messages____________________________________________________________________________________________________42

Evaluation________________________________________________________________________________________________________42

Tactic: Staff & Department Meetings, Open Door Policy, President’s Forum__________________________________43

Areas of Focus: Communications & Leadership Competencies______________________________________________43




Key Messages: Staff & Department Meetings_________________________________________________________________45

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Key Messages: Open Door Policy_______________________________________________________________________________45

Key Messages: President’s Forum______________________________________________________________________________45

Evaluation________________________________________________________________________________________________________46

Tactic: Stay Interviews & Annual Employee Engagement Survey______________________________________________47

Areas of Focus: Communications, People Practices, & Leadership Competencies_________________________47

Stay Interviews__________________________________________________________________________________________________47

Employee Engagement Survey_________________________________________________________________________________47




Key Messages: Stay Interviews_________________________________________________________________________________49

Key Messages: Annual Employee Engagement Survey_______________________________________________________49

Evaluation________________________________________________________________________________________________________50

Tactic: 360 Degree Feedback______________________________________________________________________________________51





Key Messages____________________________________________________________________________________________________49

Evaluation________________________________________________________________________________________________________49

Tactic: Management Fundamentals Training____________________________________________________________________50





Key Messages____________________________________________________________________________________________________51

Evaluation________________________________________________________________________________________________________52

Key Messages_____________________________________________________________________________________________53

Key Messages by Tactic_________________________________________________________________________________________53

Conclusion________________________________________________________________________________________________54

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Works Cited______________________________________________________________________________________________56

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Introduction

CLIENT OVERVIEWChrysalis is a not-for-profit organization that has provided persons with disabilities with “employment opportunities, volunteer [activities], and recreational goals (Chrysalis, 2013)” for over four and a half decades. At its inception in 1968, Chrysalis was one of the first organizations in the world to recognize the importance of ensuring all individuals, regardless of their abilities, have the opportunity to be a contributing member of society (Chrysalis, 2013). Chrysalis spearheads program partnerships with various organizations in Edmonton and Calgary, ensuring persons with disabilities feel valued, build personal connections, receive paid job placements, and learn important life skills (Chrysalis, 2013). It is this insight and passion that has driven the organization and its people to much success in helping build better communities.

On the business side, in 1975, Chrysalis opened the Chrysalis Woods & Plastics Limited Partnership to “provide a training centre and supplement the funding of the non-profit society side of Chrysalis (Chrysalis Woods & Plastics Limited Partnership, 2013).” Since that time, Chrysalis has added a specialized Woods division in 1985 to build on the type of products it offers and to expand its sales reach (Chrysalis Woods & Plastics Limited Partnership, 2013).

RESEARCH REPORT & COMMUNICATIONS PLAN OVERVIEWThe first portion of this document will serve as my research report outlining my survey methods as well as the findings from my primary and secondary research that led me to the recommendations for Chrysalis. The second portion of this document, my communications plan, outlines the goals, objectives, strategies, tactics, and key messages for Chrysalis to use in implementing positive changes within its organization that will help reduce voluntary employee turnover rates. I have also included a timeline/schedule, roles and responsibilities, and budget and resource considerations for each tactic.

RESEARCH PROBLEM STATEMENTIf Chrysalis does not decrease its voluntary turnover rate and increase employee engagement, client services will be sacrificed and the organization may run out of available funding/revenue which may prevent Chrysalis from being able to continue to help, support, and serve its valuable clients and the community.

Page 1 Lana Winterfield

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RESEARCH PLAN HYPOTHESIS1. If Chrysalis increased employee engagement, employee salaries would be less of a factor in employees

leaving the organization—proven in secondary research2. If employees felt like valued members of the organization, employee morale would increase—proven in

primary and secondary research3. If Chrysalis committed to improving communication throughout the organization, employees would

better understand their roles and how they can help the organization succeed—proven in primary and secondary research

4. If Chrysalis revamped its training program to include continuous learning and training for employees, employees would have opportunities for growth and development and would be more likely to stay with the organization for a longer tenure—proven in primary and secondary research

5. If Chrysalis’ management team received leadership and management fundamental training, they would be more equipped to foster the development of employee careers and be able to better support and manage employees—link proven between strong leadership/managerial skills and employee engagement from secondary research, but further research is required to determine the affects of this type of training on Chrysalis


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Research

RESEARCH OUTLINEPrior to conducting my primary research, I reviewed and analyzed Chrysalis’ June 2013 Employee Satisfaction Survey results (Chrysalis Employees, 2013). This allowed me to determine key areas of improvement for Chrysalis which helped me to develop my research problem and hypotheses. As a high turnover rate is an issue for Chrysalis (current voluntary turnover rate at Chrysalis is 28 per cent (Chrysalis, 2013), my overall research goal was to identify what factors influence voluntary employee turnover rates at Chrysalis. To reinforce my understanding of whom and what is affected by a high turnover rate as well as how Chrysalis can decrease its voluntary turnover rate, I conducted secondary research on Canada’s 50 Best Employers and Alberta’s Best Workplaces. This research led me to discover that there is a significant difference between an “engaged” and a “satisfied” employee. I deepened my secondary research by analyzing the difference between an engaged and a satisfied employee and then used this information to develop an employee survey to measure both engagement and satisfaction levels at Chrysalis. The results from this survey will serve to establish employee engagement and satisfaction benchmarks for Chrysalis.

Once I compiled these survey results, I evaluated them based on both employee engagement and satisfaction levels. I then compared my survey results to Chrysalis’ June 2013 Employee Satisfaction Survey results (Chrysalis Employees, 2013) to draw further conclusions. Lastly I used engagement practices from my work experiences as well as from Canada’s 50 Best Employers and Alberta’s Best Workplaces to recommend new practices that will help Chrysalis decrease voluntary employee turnover rates.

As salary increases are an unrealistic option for Chrysalis to consider due to current funding and donation restrictions, my recommendations focus solely on non-salary related changes and improvements to increase engagement levels within the organization.

For the next stage of this project, I developed a communications plan and new initiatives that I believe will help Chrysalis reduce voluntary turnover rates.

RATIONALE FOR CONDUCTING SECONDARY RESEARCH PRIOR TO PRIMARY RESEARCHI based my primary non-probability research on secondary research (i.e., Chrysalis’ June 2013 Employee Satisfaction Survey) to support the use of non-probability sampling (i.e., convenient sampling) and to increase the potential for my primary research to be more valid. When I delved into my secondary research (i.e., Chrysalis’ June 2013 Employee Satisfaction Survey, the difference between a satisfied and an engaged employee, and what tactics some of Canada’s top employers are using to increase engagement levels), I was able to explore the current issue and develop a research problem to help inform my hypotheses. As a result, my secondary research ensured that I could better focus and target my primary research which, in turn, strengthened the support for my communications plan.


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PRIMARY RESEARCH: OVERVIEWI developed an employee engagement survey using the 12 key indicators from the Gallop Q12 on employee engagement measures in the workplace (Harter, Schmidt, Agrawal, & Plowman, 2013). I chose Gallup’s Q12 measures on employee engagement because this organization has invested decades of research into determining the intricate elements of employee engagement and, according to Gallup, the organization has “studied survey results from more than 25 million employees around the world (Gallup).” Gallup is a highly established and well-respected organization with a long standing history of successfully helping organizations increase employee engagement (Gallup). Therefore, I saw Gallup’s research as an excellent resource and a strategic measure to help me determine current engagement levels at Chrysalis.

I enhanced the engagement survey’s measurements by including 36 questions on employee satisfaction to satisfy my hypotheses. I established these satisfaction questions from the following themes I determined as areas of work for Chrysalis based my evaluation of Chrysalis’ June 2013 Employee Satisfaction Survey (Chrysalis Employees, 2013):

1. People practices: training, development, and recognition/feedback2. Communication3. Leadership competencies

Survey Details

Due to confidentiality reasons, I was unable to deliver the survey directly to my target audience. Instead, Chrysalis’ Human Resources Team delivered the survey on my behalf. I requested for the survey to be delivered to all Chrysalis employees (i.e., total population of 280 as of June 2013) to ensure a statistically relevant sample size.

The survey comprised of:

• An introduction outlining the purpose of the survey, the confidential nature of the results, and the benefits these results will provide to Chrysalis and its employees

• An employee incentive to complete the survey (i.e., $20 Tim Horton’s gift certificate to be randomly drawn and given to one survey participant as an appreciation for his or her time)

• Twelve close-ended engagement questions

• Thirty-six close-ended satisfaction questions

• Five open-ended answer questions

• One demographic question (limit of one question to protect participant’s anonymity and to abide by the client’s confidentiality agreement)

• Lykert rating scale system of five answer selections


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Primary Research Survey Demographics

EMPLOYEE TENURE PERCENTAGE OF RESPONDENTSLess than one year 12.9%One year to less than three years 19.4%Three to five years 19.4%Five years to 10 years 16.1%10 years or more 32.3%

There was a response rate of 12.00 per cent where 33 survey respondents completed the survey. I received an overwhelmingly unanticipated 42 open-ended responses. I believe the $20 Tim Horton’s gift certificate incentive as well as me being a consultant (i.e., increasing the “trust” factor of the survey) helped to secure these candid responses. Either that or they could all just be coffee advocates.

Survey Limitations

There were many limitations to my primary research survey and Chrysalis must take these limitations into consideration when reviewing my findings and recommendations. The limitations, as noted in my research plan, include the following:

1. Inaccessibility to employees which resulted in my inability to conduct focus groups before conducting the survey (i.e., not being able to follow the proper sequence of steps to conduct an survey— (Steele, 2013), having to use non-probability sampling as opposed to probability sampling, and being limited to taking a convenience sample of Chrysalis employees

2. Lack of control over the survey population. For example, did Chrysalis’ Human Resources Team send the survey to all 280 employees or did they limit the population to only a portion of the organization’s employee-base? Chrysalis’ Human Resources Team may have opted for the later considering there were multiple students in this PREL 245 course who intended to issue surveys to Chrysalis employees. Chrysalis’ Human Resources Team’s reasoning for this probable decision may have been to avoid overwhelming its employees with a high volume of surveys, especially since the employees had just completed an internal satisfaction survey five months prior.

3. Lack of ability to request employee demographics (i.e., the number of employees in each department and the specific roles and responsibilities of each employee) due to employee confidentiality

4. Mood of employee when conducting the survey (e.g., did the employee recently undergo a review that went sour or did the employee have a bad day which could have impacted his or her responses)

5. Employees not trusting the anonymity of the survey which could result in them holding back pertinent information to protect themselves

6. Current workload of respondents which could decrease the respondent rate or taint the responses because an employee may try to complete the survey as fast as possible just enter into the $20 Tim Horton’s gift certificate draw

7. Short timeframe to conduct the research (i.e., one week) and to compile, analyze, and report on the data (i.e., two weeks)


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8. Inability to collaborate with other students in a group setting to help generate different perspectives and insights into the research results and the communications plan recommendations

9. The survey results are from a volunteer sample and it cannot be determine if they are representative of the entire Chrysalis population

10. Type of employee completing the survey. For example, disengaged employees may avoid completing the survey because they are already disengaged and no longer care. In contrast, highly engaged employees may influence the survey results to be heavily weighted in a positive direction if there is a lack of counter-balance within the population sample.


RESEARCHRESEARCHGallup Q12 Four Stages of Employee Engagement Hierarchy

According to Gallup’s 2012 State of the American Workplace report, there are “four stages of hierarchy that an employee goes through on the path to complete engagement (Gallup, 2012).” Please see below for the Gallup 12 questions on employee engagement and the four stages of hierarchy that each question measures as well as the areas of engagement each question measures. Please refer to Appendix A for my full employee satisfaction/engagement survey questions.

GALLUP 12 QUESTION (DIRECT QUOTES)(HARTER, SCHMIDT, AGRAWAL, &

PLOWMAN, 2013)

FOUR STAGES OF HIERARCHY(DIRECT QUOTES)(GALLUP, 2012).

ENGAGEMENT MEASUREMENT/RELEVANCE (DIRECT QUOTES)(HARTER, SCHMIDT, AGRAWAL, & PLOWMAN, 2013)

Q1: I know what is expected of me at work.Stage 1:Employee’s primary needs

Employee expectations: Clarifies outcomes that are to be achieved and how outcomes are defined and acted on.

Q2: I have the materials and equipment I need to do my work right.

Materials and equipment: Ensures employees have the tools that they need to do their job as efficiently as possible. This is also where an employee will feel like their work is valued and the company is supporting them in their day-to-day tasks.

Q3: At work, I have the opportunity to do what I do best every day.

Stage 2:Individual contributions and how others value their efforts. Management support is most important in this stage because it determines value for the employee.

Opportunity to do what I do best: Great managers help employees get into roles where they will be most useful.

Q4: In the last seven days, I have received recognition or praise for doing good work.

Recognition for good work: Every employee has his or her own preference on how recognition should be given. A good manager will know what and how often each employee needs to be recognized.

Q5: My team lead, or someone at work, seems to care about me as a person.

Someone at work cares about me: Good managers will find a connection between how to make employees feel cared for and balance the needs of the organization.

Q6: There is someone at work who encourages my development.

Encourages my development: How employees are coached can influence how they perceive their future with the organization.

Q7: At work, my opinions seem to count.

Stage 3:Do I belong at this organization?

Opinions count: Asking for employee input can lead to better decision-making. When employees feel they are involved in decisions, they take greater ownership of the outcomes.

Q8: The mission or purpose of my company makes me feel my job is important.

Mission/purpose: Helping remind employees of the big picture will ensure employees understand the purpose of their work.

Q9: My coworkers are committed to doing quality work.

Coworkers are committed to quality: Managers can influence how employees respect one another by providing common goals and metrics for quality and increasing teamwork.

Q10: I have a best friend at work.Best friend: The best managers encourage employees to get to know one another which can, in turn, influence communication, trust, and other positive outcomes.

Q11: In the last six months, someone at work has talked to me about my progress.

Stage 4:Employees want to make improvements, learn and grow and innovate, and apply new

Progress: Providing a structured time to discus employee progress, achievements, and goals is important.

Q12: This last year, I have had opportunities at Learn and grow: In addition to needing recognition for doing good work, employees


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ideas in the organization.need to know they are improving and have opportunities to grow and develop.


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Employee Engagement Categories

Based on Gallup’s State of the American Workplace report, there are four employee engagement categories (Gallup, 2012):

1. Engaged/Highly Engaged: “Employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.

2. Not Engaged: Employees are essentially ‘checked out.’ They’re sleepwalking through their workday, putting time—but not energy or passion—into their work.

3. Actively Disengaged: Employees aren’t just unhappy at work, they’re busy acting out their unhappiness. Every day these workers undermine what their engaged coworkers accomplish (Gallup, 2012).”

PRIMARY RESEARCH: SURVEY RESULTS

Employee Engagement Score

Based on my survey results, Chrysalis’ employee engagement score is 77.94 per cent, which is an excellent engagement score and a great benchmark to build from. According to Aon Hewitt—“a global leader in human capital consulting and outsourcing solutions (Aon Hewitt, 2011)”—in 2008 to 2010 it conducted a global engagement research study which included “6.7 million employees and represents more than 2,900 organizations across the world (Aon Hewitt, 2011).” The results from this study revealed that “the overall global average employment engagement score in 2010 was 56 per cent (Aon Hewitt, 2011).” This means that Chrysalis is nearly 22 per cent above the global average engagement score.

At Chrysalis, 49.02 per cent of employees are engaged in the organization and 28.92 per cent of employees are highly engaged. Only a mere 3.93 per cent of the survey respondents are not engaged and 3.43 per cent are actively disengaged which amounts to approximately one to two employees out of the 33 who responded to the survey. A total of 14.71 per cent of employees are neither engaged nor disengaged.


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Areas of Strength for Chrysalis in Employee Engagement

GALLUP Q12 MEASURE

AGREEMENT SCORE

(AGREE OR STRONGLY AGREE)

My team lead, or someone at work, seems to care about me as a person.(level two: individual contributions and how others valued their work)

87.50%

There is someone at work who encourages my development.(level two: individual contributions and how others valued their work)

87.50%

I know what is expected of me at work.(level one: employee’s primary needs)

87.10%

The mission or purpose of Chrysalis makes me feel my job is important.(level three: employee determining whether or not he or she belongs)

87.50%

This year, I have had opportunities to learn and grow.(level four: employees want to make improvements and learn and grow)

84.40%

In the last six months, someone has talked to me about my progress.(level four: employees want to make improvements and learn and grow)

83.30%

The above areas, related to employee engagement, are considered strengths at Chrysalis. Chrysalis is succeeding at engaging employees in these areas and should continue with current practices. The engagement measure that saw respondents overwhelmingly agreeable and where not a single respondent selected the “disagree” or “strongly disagree” button in the survey was in the engagement statement, “The mission or purpose of Chrysalis makes me feel my job is important.” This is the area where Chrysalis exceeds in helping employees find purpose in their work.


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Areas of Opportunity for Chrysalis in Employee Engagement

GALLUP Q12 MEASURE

DISAGREEMENT SCORE

(DISAGREE OR STRONGLY DISAGREE)

At work, I have the opportunity to do what I do best every day.(level two: individual contributions and how others valued their work)

16.20%

In the last seven days, I have received recognition or praise for doing good work.(level two: individual contributions and how others value their work)

12.50%

I have the materials and the equipment that I need to do my work right.(level one: employee’s primary needs)

9.70%

At work, my opinions seem to count.(level three: employee determining whether or not he or she belongs)

9.40%

The above areas, related to employee engagement, require improvement at Chrysalis. The survey results in the first Gallup measure, “I have the materials and the equipment that I need to do my work right (Harter, Schmidt, Agrawal, & Plowman, 2013),” indicates that there are some employees who feel that their primary needs are not being met—needs that help employees understand what they are getting out of their role.

The survey results from the second and the third Gallup measures, “At work, I have the opportunity to do what I do best every day (Harter, Schmidt, Agrawal, & Plowman, 2013),” and “In the last seven days, I have received recognition or praise for doing good work (Harter, Schmidt, Agrawal, & Plowman, 2013),” indicate that 50 per cent of the second stage of the employee hierarchy table where employees “are thinking about their individual contributions and how others value their efforts (Harter, Schmidt, Agrawal, & Plowman, 2013)” is not being met. This is an area that Chrysalis should focus on as it directly correlate’s with an employee’s ability to move onto the next stage in the engagement process and become highly engaged within the organization.

The survey results from the third Gallup measure, “At work, my opinions seem to count (Harter, Schmidt, Agrawal, & Plowman, 2013),” refer to the third stage in the employee engagement hierarchy. The 9.40 per cent response rate indicates that respondents disagree or strongly disagree with this statement and that these employees are still trying to determine if they belong at Chrysalis. This could also be an indicator of a leadership team with a heavy focus of top-down management communications.


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Employee Satisfaction Score

Chrysalis’ overall employee satisfaction score is 75.00 per cent with 50.00 per cent of employees agreeing with satisfaction measures and 25.00 per cent of employees strongly agreeing with satisfaction measures. There were 6.30 per cent of employees who disagreed with satisfaction measures and 0.00 per cent of employees who strongly disagreed.

ANSWER OPTIONS TO:“OVERALL I AM SATISFIED WITH WORKING AT CHRYSALIS”

RESPONSE PERCENTAGE

Extremely dissatisfied 0.00%Dissatisfied 6.30%Neither satisfied nor dissatisfied 18.8%Satisfied 50.00%Extremely satisfied 25.00%

Future Employee Retention Estimate

Overall employees are satisfied with working with Chrysalis and when asked how long each respondent plans to work with Chrysalis, 62.5 per cent of respondents said that they would like to work with Chrysalis for as long as possible. The results in below table represent the remaining scores from this survey question. These results are a good predictor of future voluntary employee turnover rates, based on the survey population.

There is an excellent opportunity for Chrysalis to increase its employee satisfaction scores with the 21.90 per cent of employees who have not yet decided how long they will remain with Chrysalis. If Chrysalis focuses on improving the areas of work that I have identified from the survey results, Chrysalis may be able to swing these undecided employees into the “as long as possible” category. This is a huge advantage that Chrysalis could possibly capitalize on.

ANSWER OPTIONS TO:“I PLAN TO WORK AT CHRYSALIS FOR:”

RESPONSE PERCENTAGE

As long as possible 62.50%Five years or more 3.10%Three to five years 3.10%One year to less than three years 6.30%Less than a year 3.10%I’m not sure 21.90%


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Areas of Strength for Chrysalis in Employee Satisfaction

The following areas, related to employee satisfaction, are considered strengths of Chrysalis. Chrysalis is succeeding at satisfying employees in these areas and should continue with current practices. There are three areas out of a total of 20 in the category of “people practices: training, development, recognition, and feedback” where Chrysalis is doing exceptionally well.

There are two measures from the “overall satisfaction” questions (out of a total of 13 questions) where Chrysalis is doing an excellent job at making employees feel a connection to the organization. Both of these two measures are more heavily weighted on an employee’s true feelings of satisfaction because these questions demonstrate that the majority of Chrysalis employees (from the survey population) would recommend Chrysalis to someone outside of the organization. This indicates that overall employees do believe that Chrysalis is a good place to work.

SATISFACTION MEASURE SATISFACTION CATEGORY

AGREEMENT SCORE(AGREE OR

STRONGLY AGREE)

I get a sense of accomplishment from my work.

People practices: training, development, and recognition/feedback

90.40%

I would, without hesitation, recommend Chrysalis to a friend seeking employment.

Overall satisfaction 87.50%

Given the opportunity, I would tell others great things about Chrysalis.


Employee learning/development is supported at Chrysalis.


83.30%

Individual initiative is encouraged at Chrysalis.


81.30%


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Areas of Opportunity for Chrysalis in Employee Satisfaction

The following areas, related to employee satisfaction, require improvement at Chrysalis. Communication, leadership competencies, and people practices make up the majority of the areas where Chrysalis should focus its attention. These results are also reflective of my secondary research of Chrysalis’ June 2013 Employee Satisfaction Survey. I have ordered the table results based on the highest disagreement scores, thus being the areas that Chrysalis should focus on first.

SATISFACTION MEASURESATISFACTION

CATEGORY

DISAGREEMENT SCORE(DISAGREE OR

STRONGLY DISAGREE)Our departments at Chrysalis communicate well with one another.

Communication 34.40%

My manager/team lead effectively deals with poor performance on our team.

Leadership competencies

28.20%

I am satisfied with the level of communication that I receive from Chrysalis.


I rarely think about leaving Chrysalis to work somewhere else.


When I make suggestions that I believe will improve quality, something is done about my suggestions.


19.40%

I see strong evidence of effective leadership from the person my manager/team lead reports to (my manager's manager).


19.40%

The way performance is measured makes sense to me.


16.20%

There are sufficient opportunities at Chrysalis to advance my career.


16.10%

My manager/team lead ensures we take the time to celebrate our successes.


15.70%

Chrysalis regularly communicates updates and information to employees.



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Open-Ended Survey Responses: Feedback for Areas of Work/Opportunity

The majority of the open-ended comments (i.e., 36 comments) focus on employee suggestions to improve work-life at Chrysalis. There are four main themes of improvement that I have identified from these comments which reinforce my primary research:

1. Lack of teamwork

• Employees are competing against one another for management attention and work

• Some employees feel that they are not as important in the eyes of management compared to their coworkers

• There is fighting and much disagreement in terms of processes and teamwork among departments

• There is a lack of cross-training between departments that results in employees and the Leadership Team misunderstanding one another’s roles within the organization

• A few employees feel that Chrysalis is very “clicky” making it hard for them to fit in

2. Communication

• The Administration Team in Edmonton and Calgary are not in sync and communication and teamwork needs to be improved between these two offices

• Communication appears to be a major issue for employees. More work needs to be done in terms of communicating consistent messages and communicating them in a timely manner.

3. Leadership

• Employees feel as though the organization does not celebrate success on a regular basis

• A couple of employees commented on how the Leadership Team needs to “walk the talk” more

• Employees are looking for their manager/team lead to provide mentorship

• Many employees feel that poor performance is not dealt with properly

4. Training

• There appears to be limited opportunities for career advancement within the organization

• A few employees recommended on re-instating the $250 that used to go towards employee development

• Employees are seeking professional development courses to help them in their current position at Chrysalis


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Open-Ended Survey Responses: Positive Feedback

Six of the 42 open-ended comments reflected a positive tone. Two of these comments are from employee(s) who take the initiative to find opportunities for growth within the organization and source alternate ways to improve communication (and get access to information) within Chrysalis if it is not already given to them. Employees feel a strong connection towards the mission of the organization and get sense of value when they work with Chrysalis’ clients. Contrastingly from the above mentioned areas of work comments, the other four open-ended comments focus on and how employees feel like they are a part of an amazing team—one that collaborates and supports each another well.

Primary Research Conclusions

In regards to the accuracy and the validity of the results of my employee engagement survey, I cannot with full confidence determine that these results are completely accurate and valid. This is due to my inability to control the population of the survey to ensure it contained a representative sample (i.e., I relied on Chrysalis’ Human Resources Team to select the population and to distribute the survey). Had I been able to ensure that my sample size was fully representative of the population, I would feel more confident that the data results were accurate and valid. However, the results are trustworthy because they reflect similar results as my secondary research (i.e., Chrysalis’ June 2013 Employee Satisfaction Survey).

My primary research has a high degree of face validity because the employee engagement survey measured what I had intended it to measure: employee engagement and satisfaction levels at Chrysalis. The survey results also aligned with the results from my secondary research which reinforced the reliability of the research method. I was able to accomplish the objectives from my research plan which further supports the data as having a high degree of face validity. There is also a high degree of external validity to my survey measure because this survey can be used in any organization to measure employee satisfaction and engagement levels. The results will not be the same, but the same survey method can be repeated. In terms of internal validity, the survey does measure what I want it to measure, thus making it internally valid, but it also measures degrees of engagement and satisfaction (e.g., different categories of engagement and satisfaction).

In terms of the reliability of the research method (i.e., survey), my employee engagement survey is repeatable and will produce stable results that can measure employee engagement and satisfaction levels in any organization; therefore, it has a high degree of reliability. However, the reliability of the results will vary depending on the sample size and the organization for which the survey is conducted.


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Overall, my primary research revealed that in order for Chrysalis to decrease its voluntary turnover rates, it needs to work on the following practices:

1. People practices: improve training and development opportunities, source new ways to provide employee recognition and regular feedback

2. Communications: ensure communications are consistent, timely, and transparent between departments and across the organization

3. Leadership competencies: management needs to ensure poor work ethic is addressed, be more in-tune with employee roles, responsibilities, and needs, and provide mentorship opportunities and increase collaboration and amicability among teams


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SECONDARY RESEARCH: 2013 CHRYSALIS EMPLOYEE SATISFACTION SURVEY OVERVIEW

Employee Analysis and Sentiment Towards Chrysalis

Based on Chrysalis’ June 2013 Employee Satisfaction Survey (Chrysalis Employees, 2013) results, its Exit Interview Report (Chrysalis Employees, 2012-2013), and interviews with the client, I have made the following conclusions on employee satisfaction at Chrysalis.

Employees feel a strong connection towards the organization and want to see it succeed. They feel that they can contribute to the organization and make a difference in people’s lives.

The highest turnover rate at Chrysalis is with front-line workers where very few employees receive training in this area (Mandrusiak, 2013).

Employees see the result of their work and efforts, but they do not always feel like valued members of the team or the organization. Many employees say that they do not receive positive feedback on a regular basis nor do they feel that they have a career where they can grow and develop.

There appears to be a lack of leadership in the organization and this causes employees to be frustrated when they see an absence of worth ethic with their fellow coworkers.

Just like in many other organizations, communication is a sticking point with Chrysalis employees. They feel that there is a lack of consistent messaging and communications between departments. This is causing rifts between departments and some employees are leaving as a result of this as well as the grapevine gossip.

Salaries are definitely an area of concern for employees, but most employees understand the funding limitations and believe that the core values of the organization and the connectivity to the community far outweigh the salary constraints.

Overall training is the main issue of grievance for employees. They view Chrysalis as being unorganized and unclear with employee responsibilities and roles.


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SECONDARY RESEARCH: EMPLOYEE SATISFACTION VS. EMPLOYEE ENGAGEMENT

Is There a Difference Between Employee Engagement and Satisfaction?

According to Andrew J. Wefald, an assistant professor in the School of Leadership Studies at Kansas State University, “as constructs, job satisfaction and engagement differ; however, when researchers measure them, they are related. The job engagement construct [is] more focused on the cognitive-affective motivation at work for long periods: the main difference is that engagement emphasizes the cognitive aspect of involvement with job tasks, whereas satisfaction focuses on affect. Engagement involves one’s energy on the job (vigor), dedication to the work, and the level of absorption in the work (Wefald & Downey, 2008).” Therefore, there is a correlation between employee satisfaction and employee engagement, but each measurement has its own outcomes and, thus, these outcomes can affect an organization in different respects.

ADP, “one of the largest providers of business processing and cloud-based solutions—including payroll, talent management, human resource management, benefits administration, and time and attendance (ADP Human Capital Management, 2013)” reinforces this concept by outlining that an engaged employee can also be a satisfied employee (ADP Research Institute, 2012). ADP defines employee satisfaction as “a measurement of an employee’s happiness with current job and conditions (ADP Research Institute, 2012)….” In contrast, ADP defines employee engagement as “a measurement of an employee’s emotional commitment to an organization; it takes into account the amount of discretionary effort an employee expends on behalf of the organization (ADP Research Institute, 2012).”

Right Management, the “talent and career management expert within Manpower, the global leader in employment services (Right Management: A Manpower Company, 2009),” describes employee engagement as how aligned an employee is to the organization’s goals and values (Right Management: A Manpower Company, 2009).

According to Right Management, there are four defining factors of employee engagement:

1. “Commitment to the job and the organization2. Pride in the job and in the organization3. Willingness to advocate the benefits and advantages of the job and the organization4. Satisfaction with the job and the organization (Right Management: A Manpower Company, 2009)”

Right Management also concludes that although it may be easier for an organization to achieve high levels of employee satisfaction, the difficulty is in furthering this satisfaction into where employees are engaged and are “actively working to produce great results for the organization (Right Management: A Manpower Company, 2009).”


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Causecast, an organization that “enables groups to pursue ambitious corporate philanthropy goals with ease while nurturing a culture where every employee is an inspired brand ambassador (Causecast)” discusses how a satisfied employee is one who is happy to simply go into work, perform his or her job, and do nothing more (Causecast, 2012). In contrast, Causecast reveals that an engaged employee is one who is “emotionally invested in the success of [his or her] organization and brings a certain level of passion and commitment to the job (Causecast, 2012).”

Abhishek Mittal, an executive at Towers Watson which is a “leading global professional services company that helps organizations improve performance through effective people, risk, and financial management (Towers Watson, 2013)” simplifies these definitions by saying that the difference between a satisfied employee and an engaged employee is comparable to “a one-way street: what you can do for me [a satisfied employee] and a two-way street: what can you do for me and what can I do in return [an engaged employee] (Towers Watson, 2013).”

To summarize, based on my personal business experiences working in organizations that have made Canada’s 50 Best Employers list and Alberta Venture’s Best Workplaces list, I believe that an engaged employee is one who not only comes into work each and every day and does his or her job, but one who is enthusiastic about this work, who believes in and demonstrates the core values of the organization, and one who goes above and beyond by finding ways to help the organization reach its goals and achieve success. Therefore these are the employees organizations want to promote and encourage because these employees will ultimately increase profitability for the organization and positively create top-of-mind awareness about the organization and its brand.

Why Should Chrysalis Measure Employee Engagement?

According to Gallup, “employee satisfaction is not enough (Gallup, 2012).” Gallup reaffirms that although employee satisfaction is important, it is not enough to “create sustainable change, retain top performers, and positively affect the bottom line [of the organization] (Gallup, 2012).” Therefore Chrysalis must ensure that the organization clearly defines employee roles, ensures employees have opportunities for growth and development, and that employees feel strongly connected to both their individual teams and the organization.

From a financial perspective, Gallup’s 2010 Employee Engagement Survey revealed that, “lost productivity of actively disengaged employees cost the United States economy $370 billion annually (ADP Research Institute, 2012).” Although these numbers are not Canadian-based, they do illustrate a correlation between employee engagement and an organization’s finances. Although Chrysalis is a not-for-profit organization, it exists to fund its specific causes—to help those with disabilities find employment and volunteer opportunities. Therefore, Chrysalis needs to ensure its employees are thinking about driving revenue/funds for the organization and engaged employees will help with this goal.


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Based on Gallup’s 2012 research which examined almost 50,000 business or work units covering 1.4 million employees in 192 organizations across 49 industries and 34 countries, “employee engagement strongly relates to key organizational outcomes in any economic climate (Gallup, 2012).” The study further concludes that employee engagement will help organizations differentiate themselves from their competitors (Gallup, 2012). As Chrysalis is, in a sense, competing with other not-for-profit organizations for government funding, increasing employee engagement will help the organization remain competitive and provide opportunities for additional government funding and private sector donations by defining Chrysalis’ unique selling point.

The International Journal of Business and Management outlines that employee engagement correlates to an organization’s ability to affect the following five performance outcomes thus increasing an organization’s ability to succeed:

1. “Employee retention2. Employee productivity3. Organizational profitability4. Customer loyalty5. Safety (Markos & Sridevi, 2010)”

At Chrysalis, employee retention is paramount as is ensuring its employees are productive, especially since the organization relies on the revenue from its Plastics and Woods division. The organization needs to be financially secure in order to provide necessary services to its clients. Safety standards are also important to maintain at Chrysalis, especially within its business side. The above five measures which increase employee engagement align with Chrysalis’ performance outcomes and, therefore, employee engagement should be a focus of Chrysalis’ human resources and marketing and communications efforts.

According to Gallup, organizations that are in the top-quartile of employee engagement have:

1. “37 per cent lower absenteeism2. 25 per cent lower turnover (in high-turnover organizations)3. 65 per cent lower turnover (in low-turnover organizations)4. 28 per cent less shrinkage5. 48 per cent fewer safety incidents6. 41 per cent fewer quality incidents7. 10 per cent higher customer metrics8. 21 per cent higher productivity9. 22 per cent higher profitability (Gallup, 2012)”

Any organization would benefit from the above measures, which supports why measuring and improving employee engagement will position organizations for continued success in the future. And since engagement drives performance, there is a strong correlation between employee engagement and organizational performance (Right Management: A Manpower Company, 2009). By Chrysalis understanding what percentage of its workforce is engaged, it can positively influence the above nine measures and, therefore, increase performance outcomes (and profitability) within the organization.


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Employee Satisfaction Drivers vs. Employee Engagement Drivers

Although I primarily focused my research on learning about employee engagement, employee satisfaction is also important for organizations measure and increase. Chrysalis should understand the difference between measuring how committed an employee is to his or her job (i.e., satisfaction level) and what an employee’s emotional commitment (i.e., engagement level) is towards the organization.

In ADP’s White Paper, Employee Engagement versus Employee Satisfaction, ADP outlines the top 10 drivers for both employee satisfaction and employee engagement and ranks these drivers according to importance based on satisfaction and engagement levels.

The below table illustrates the differences between what an engaged employee values as a driver and what a satisfied employee values in a driver. Considering job compensation and benefits is not rated as a driver for employee engagement, this further supports my hypothesis that although Chrysalis is unable to increase salary dollars or compensation, it can still make an impact on its engagement score.

In addition, the smallest spread difference in satisfaction and engagement drivers is between relationships with one’s immediate team lead, opportunities to use skills and abilities, and autonomy and independence (ADP Research Institute, 2012). Therefore, if Chrysalis focuses on these three drivers, it will be able to positively affect both satisfaction and engagement levels at Chrysalis with the least amount of change (ADP Research Institute, 2012).

DRIVER(ADP RESEARCH INSTITUTE, 2012)

ENGAGEMENT RANKING

(ADP RESEARCHINSTITUTE, 2012)

SATISFACTION RANKING(ADP RESEARCH

INSTITUTE, 2012)Job security Not rated 1

Compensation Not rated 5

Benefits Not rated 6

The work itself 1 8

Relationships with coworkers 2 Not rated

Opportunities to use skills and abilities 3 2

Relationships with immediate team lead 4 4

Autonomy and independence 6 9

Organization’s financial stability 9 3


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SECONDARY RESEARCH: HOW CANADIAN AWARD-WINNING COMPANIES INCREASE EMPLOYEE ENGAGEMENTTo deepen my research on employee engagement, I reviewed engagement practices from award-winning Canadian companies who made Canada’s 50 Best Employers list (MACLEANS, 2012) and/or Alberta Venture’s Best Workplaces (Alberta Venture, 2013) list for 2012 and 2013 respectively.

The overall theme I pulled from these award-winning companies is a focus on training and development—whether this occurs on-site or off-site. These companies also understand that the “little things” make a big difference in day-to-day work and find ways maximize these opportunities (e.g., randomly brining in coffee and muffins for the office). Providing regular recognition and feedback is another great way that these companies stay in touch with their employees and make them feel valued. Flexible work schedules and understanding that life happens and some employees need custom schedules is another creative way to keep employees engaged.

The following engagement practices are ones in which I believe will, if implemented, help Chrysalis to decrease its voluntary turnover rates.

1. Ensure the Leadership Team is visible and accessible to employees2. Recognize and reward employees3. Provide career development opportunities4. Provide regular positive feedback and reinforcement for a good work5. Set clear expectations of work6. Provide transparent, consistent, and timely communications (e.g., staff meetings, team meetings,

communication via email, intranet, etc.)7. Develop employee strengths8. Allow employees opportunities to provide input9. Provide on-the-job training and mentorship (including lunch and learns)10. Casual office attire days11. Paid volunteer days12. Paid tuition programs and time off to complete courses13. Flexible work hours including earned days off (e.g., working nine hours a day for eight days and then

receiving the ninth day off)14. Social club activities (e.g., barbeques, pizza days, bowling, corporate challenge, etc.)15. Discounts on gym memberships16. Spontaneous coffee and donut/muffin days to show appreciation of staff17. Anniversary lunches (e.g., where the manager takes the employee out for lunch on his or her company

anniversary)18. Opportunity to use sick days if an employee’s child, parent, or grandparent is sick and needs to be

assisted19. Open-door policy where employees have access to every person in the organization20. Weekly fruit baskets to keep employee bodies and minds healthy


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Secondary Research Conclusions

In conclusion, there is a direct correlation between employee engagement and organizational performance. Engaged employees lead to increased productivity, customer loyalty, organizational profitability, and lower voluntary turnover rates. Although measuring employee engagement levels is important, it is equally as critical to create actions that will increase employee engagement. The real challenge is in embedding changes into Chrysalis’ culture and practices to ensure the organization can maintain a competitive advantage and increase business performance.


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Goal

Goal: To develop a long-term strategy, from my primary and secondary research, that will help Chrysalis attract and retain qualified workers.

Chrysalis’ current voluntary turnover rate is 28 per cent (Chrysalis, 2013) and its overall turnover rate is 43 per cent (Chrysalis, 2013) which not only affects Chrysalis’ bottom line, but also the clients who Chrysalis is trying to serve. By reducing Chrysalis’ high turnover rate, the organization will reduce the costs and problems associated with voluntary turnover including:

• Loss of corporate information

• Advertising costs for recruitment ads

• Loss of training investment

• Loss of morale where the employee, who left the organization, played a pivotal role in improving corporate culture

• Productivity loss

• Overtime expenses

• Overworked staff who have to temporarily fill the position

• Interview/recruitment costs

Therefore it is imperative that Chrysalis, being an organization that is highly dependent on funding, use its resources wisely and decrease its turnover rate immediately.


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Objectives

I have categorized my communications objectives according to the following themes that I uncovered from my primary and secondary research and which I identified as being required areas of work for Chrysalis in order for the organization to reduce its voluntary turnover rates.

THEME ONE: PEOPLE PRACTICES

Objectives

1. Decrease the engagement disagreement score from the employee engagement survey’s measure of “At work, I have the opportunity to do what I do best every day” to 10.00 per cent from 16.20 per cent by the next employee engagement survey

2. Decrease the engagement disagreement score from the employee engagement survey’s measure of “In the last seven days, I have received recognition or praise for doing good work” to 8.00 per cent from 12.50 per cent by the next employee engagement survey

3. Decrease the satisfaction disagreement score from the employee engagement survey’s measure of “When I make suggestions that I believe will improve quality, something is done about my suggestions” to 12.00 per cent from 19.4 per cent by the next employee engagement survey

4. Decrease the satisfaction disagreement score from the employee engagement survey’s measure of “The way performance is measured makes sense to me” to 8.00 per cent from 16.20 per cent by the next employee engagement survey

5. Decrease the satisfaction disagreement score from the employee engagement survey’s measure of “There are sufficient opportunities at Chrysalis to advance my career” to 12.00 per cent from 16.10 per cent by the next employee engagement survey

6. Develop a minimum of two training opportunities per department over a one-year period


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THEME TWO: COMMUNICATIONS

Objectives

1. Decrease the satisfaction disagreement score from the employee engagement survey’s measure of “Our departments at Chrysalis communicate well with one another” to 18.00 per cent from 34.40 per cent by the next employee engagement survey

2. Decrease the satisfaction disagreement score from the employee engagement survey’s measure of “I am satisfied with the level of communication that I receive from Chrysalis” to 15.00 per cent from 25.00 per cent by the next employee engagement survey

3. Decrease the satisfaction disagreement score from the employee engagement survey’s measure of “Chrysalis regularly communicates updates and information to employees” to 8.00 per cent from 15.60 per cent by the next employee engagement survey

4. Improve relationships between the Edmonton and Calgary office administration teams by the next employee engagement survey by decreasing the satisfaction disagreement score from the employee engagement survey’s measure of “Our departments at Chrysalis communicate well with one another” to 18.00 per cent from 34.40 per cent

5. To increase Chrysalis’ employee access to sufficient, consistent, and timely information to ensure employees are well informed and are able to work effectively by

THEME THREE: LEADERSHIP COMPETENCIES

Objectives

1. Decrease the engagement disagreement score from the employee engagement survey’s measure of “At work, my opinions seems to count” to 5.00 per cent from 9.40 per cent by the next employee engagement survey

2. Decrease the engagement disagreement score from the employee engagement survey’s measure of “I have the materials and the equipment that I need to do my work right” to 5.00 per cent from 9.70 per cent by the next employee engagement survey

3. Decrease the satisfaction disagreement score from the employee engagement survey’s measure of “My manager/team lead ensures we take the time to celebrate our successes” to 8.00 per cent from 15.70 per cent by the next employee engagement survey

4. Decrease the satisfaction disagreement score from the employee engagement survey’s measure of “I see strong evidence of effective leadership from the person my manager/team lead reports to” to 9.00 per cent from 19.40 per cent by the next employee engagement survey

5. To provide quarterly reviews for each employee at Chrysalis over a one year period


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Primary Target Audience

Who is Chrysalis’ Primary Target Audience?

Based on Gallup’s 2012 report on the State of the American Workplace, “employees near the beginning of their careers and approaching the end of their careers tend to be more engaged than those in the middle of their careers (Gallup, 2012).” Gallup also concludes that the least engaged generation is the Baby Boomers who make up 44 per cent of the working population (Gallup, 2012) and “result in nearly one in four who are actively disengaged (Gallup, 2012).” Next to the Baby Boomers, the Generation Xers comprise “44 per cent of the population and are the second least engaged population (Gallup, 2012).” Therefore I recommend that Chrysalis target employees who are Baby Boomers and Generation Xers.

However, Gallup also reports that although Millennials are generally more engaged than Baby Boomers and Generation Xers, Millennials are more focused on growing their careers within the organization. Despite the fact that Millennials are fairly engaged and happy, Gallup reports that Millennials “are the most likely of all generations to say that they will leave an organization in the next 12 months if the job market improves (Gallup, 2012).” Therefore, although Chrysalis’ primary focus should remain on Baby Boomers and Generation Xers, the organization should also be cognizant that Millennials are quick to jump ship if a better opportunity presents itself.

Audience Demographics

The organization is comprised of two main segments: the Chrysalis Charitable Foundation and the Chrysalis’ Woods and Plastics Limited Partnership (Chrysalis, 2013). Working under the direction of the president, there are three directors and two managers. The Manager of Communications and Funds Development is the only manager that does not have a direct report (Chrysalis, 2013). The remaining three directors and one manager all have direct reports. The director of Edmonton services has the largest department with a total of 13 different employee groups to oversee. According to Chrysalis’ 2013 Employee Satisfaction Survey, the organization had approximately 280 employees as of September 2013 (Chrysalis, 2013). The Edmonton employee-base has 216 employees compared to its Calgary operations that employ 64 employees (Chrysalis,2013).

How do these Audiences Become Engaged?

In Gallup’s report on the State of the American Workplace, its research shows that all of the above three audiences responded favourably to engagement opportunities that allow them to “do their best (Gallup, 2012)” and align themselves with the organization’s “mission and purpose (Gallup, 2012).” The younger generations tend to value opportunities for learning and development; however, Baby Boomers strongly value working for a manager who cares about them (Gallup, 2012).


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Engagement Level Correlation to Audience Educational Background

Gallup’s report also states that engagement levels change by the number of years of education an employee has achieved (Gallup, 2012). For instance, although employees with post-secondary education generally have a higher salary, this salary does not equate to the position meeting the employee’s emotional needs. In fact, Gallup found that “those with a high school diploma or less are slightly more likely to be engaged in their work than those with a college degree (Gallup, 2012).”

Engagement Levels by Gender

Although gender inequalities in the workforce still exist between men and women, women are 5 per cent more engaged than men (Gallup, 2012) in the workforce. Within Gallup’s Q12 Client Database taken during the years of 2010 to 2012, women held a higher engagement score in relationship-based measures including “team lead or someone who cares” and “best friend” measures (Gallup, 2012). Contrastingly, men’s engagement scores were higher in engagement measures that include “employees are committed to quality,” “mission and purpose,” and “opportunities to learn and grow (Gallup, 2012).” This is good information for Chrysalis to keep in mind when developing customized retention strategies.


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Strategy

OVERALL STRATEGYBased on my primary and secondary research, the overall communication’s strategy is to implement a one-year employee engagement campaign that will concentrate on developing initiatives to improve the following three core areas at Chrysalis:

1. People Practices

• Improve training and development opportunities

• Source new ways to provide employee recognition and regular feedback

2. Communications

• Provide consistent, timely, and transparent messages across the organization and between teams

• Increase upward communication

3. Leadership Competencies

• Provide leadership training for managers and the Leadership Team

• Ensure managers address poor work ethic and/or issues on a timely basis

• Be more in-tune with employee roles, responsibilities, and needs

• Provide mentorship opportunities

• Increase collaboration and amicability among teams

COMMUNICATION MEDIUMSThe campaign will primarily focus on formal communications (e.g., face-to-face, staff meetings, posters, letters, newsletters, intranet, email, etc.) to engage employees and to seek employee feedback throughout the campaign. Chrysalis will use these networks to engage employees, nurture open and collaborative conversations, and bridge the gap between departments. Informal communications will be encouraged between employees (e.g., organic conversations that take place in the lunch room, hallways, on the telephone, etc.).


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CAMPAIGN IMPLEMENTATIONPrior to the campaign launch, all team leads and managers will meet with the Leadership Team to discuss the implementation plan and the change management plan. At the launch of the campaign, there will be a company-wide staff meeting to announce the upcoming changes, the implementation timeframe, and to advise employees how these changes will benefit and affect them. This will help Chrysalis maintain transparent communications which will make it easier for employees to accept and support the changes. After the company-wide staff meeting, an email communication will be issued to all employees to summarize the campaign focus and outline the campaign’s initiatives and timelines. The same email communication will be posted onto Chrysalis’ intranet to allow employees a point of reference throughout the course of the year. Team meetings will be held the next day to reinforce the campaign’s key messages and to provide employees with opportunities to ask questions and have those questions answered.

Prior to the launch of each new initiative, the same protocol will be followed:

• Leadership team and manager/team lead meeting

• Company-wide staff meeting

• Company-wide email communication

• Intranet posting including key messages and FAQs

• Next day team meetings

• Follow-up discussions/conversations

Each department will seek employee feedback throughout the duration of the campaign and report this feedback to the Leadership Team to determine if changes are required. Employees will have the ability to post comments and make suggestions related to this campaign on the company’s intranet or through a separate email account that will be managed by the Human Resources Team.

CREATIVE STRATEGY AND THEMEThe creative strategy and theme will ensure that all communications attract feelings of opportunity, fun, engagement, excitement, and positive change. Communications will incorporate energetic, friendly, and encouraging information in formats like infographics and posters to ensure initiatives are easy to understand and that employees look forward to the release of each initiative.

APPEAL TECHNIQUEThe communications will combine positive and factual appeals that will engage employees in the new initiatives. Positive appeals will be used to help employees understand why these changes are being implemented and to help them through the change process. Factual appeals will outline the details of each new initiative, provide supporting evidence for the purpose of each initiative, and include a FAQ section.


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Tactics

I have categorized the campaign tactics based on the three core areas that I believe will, if improved, help Chrysalis attract and retain qualified workers.

TACTIC: EMPLOYEE CAREER PATH

Areas of Focus: People Practices, Communications, & Leadership Competencies

• Goal: To help Chrysalis improve training and development opportunities (people practices)

• Goal: To increase upward communications (communications)

• Goal: To help managers address poor work ethic on a timely basis (leadership competency)

• Goal: To provide mentorship opportunities for staff (leadership competency)

Managers/team leads will create career paths for every employee he or she manages. These career paths will allow both managers and staff to track employee performance, set career goals, develop training opportunities (and budgets for training), and evaluate the employee’s overall progress. Each year, employees will have the opportunity to select up to four Employee Project Challenges (EPCs) that will help both the organization achieve its goals and each employee grow in his or her career. For example, an EPC for one of the Edmonton administration employees could be to have him or her develop and conduct a presentation on how to properly format and edit a Chrysalis document. This EPC will not only develop the employee’s organizational, presentation, and mentorship skills, but it will also help ensure that this department has a clear process for the look and feel of its corporate documents.

Timeline/Schedule

Career paths will be created at the beginning of each fiscal year. Once the manager and employee agree on the employee’s EPCs, smart goals will be developed to ensure these EPCs are completed and are measured appropriately. For example, in the above scenario, the smart goal for this EPC could be:

“I will develop a training presentation, and hold two separate presentations (one for the Edmonton Administration Team and one for the Calgary Administration Team), that outlines Chrysalis’ style and editing guidelines for corporate documents. I will conduct this presentation on or before March 1, 2014. I will work with both the Edmonton and Calgary Administration Teams to ensure consistency in processes and to improve communications between the two offices.”

Quarterly reviews will be conducted to ensure employees are completing their EPCs on a timely basis and to ensure employees receive regular feedback and have opportunities to voice their concerns and/or needs.


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Roles and Responsibilities

Managers/team leads will be responsible for setting up each employee’s career path and conducting quarterly reviews. Each employee will be accountable for researching and brainstorming possible EPCs that will both benefit the organization (i.e., help it achieve its goals) and the employee. They will also be accountable for using the career path tool as a resource to further his or her development and/or training with the company. The Human Resources Team will be responsible for monitoring career paths including:

• Ensuring each employee has a career path and follows up with managers/team leads who have not yet set up a career path for their employee(s)

• Reviewing employee EPCs to ensure they have “smart goals”

• Sending reminders to managers/team leads to conduct quarterly employee career path reviews

• Approving the year-end career path and archiving the data/transferring it over to next fiscal year

• Developing standard performance measurements for each employee role/department (e.g., creating developmental goals: interpersonal skills [customer focus, listening, negotiating, peer relationships, etc.], operating skills [time management], organizational positioning skills [written communications, comfort around higher management], performance management [quality of work, timeliness of delivery of output, freedom from unplanned support], strategic skills [dealing with ambiguity])

Resources/Budget

The following are budget considerations Chrysalis should review when moving forward with this project:

• Costs to develop a customized Career Path tool including external consultant fees (if required) and programming for the front and back end development of the site

• Develop a training budget for each employee (e.g., allow each employee up to a maximum of $1,200 per fiscal year for training opportunities relevant to his or her career at Chrysalis)

• Understand costs/time to conduct quarterly career path reviews

• Set a budget for employees to attend off-site training

Key Messages

• Your career, your choice.

• Elevate your position at Chrysalis with our customized Career Path tool!

• Build your career at Chrysalis.

• Has your manager/team lead set up your career path?

• Steer your career in the right direction and create EPCs that will help you grow and learn.

• Want a challenging project? Set up your EPCs today!

• Develop your skill sets with Chrysalis’ customized Career Path tool!


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Evaluation

The overall evaluation for the employee Career Path tool is whether or not it achieved the goals and objectives I established in this plan and how useful the tool is for employees. After implementing this initiative, Chrysalis should add a new satisfaction question in the employee engagement survey that measures and provides feedback on the effectiveness of this tool (see Appendix C). Additional evaluation measures for this tool include:

• Whether the satisfaction disagreement score from the employee engagement survey’s measure of “There are sufficient opportunities at Chrysalis to advance my career” decreases to 12.00 per cent from 16.10 per cent

• If employees are actively using the tool

• If managers support and encourage the use of the tool

• If each employee has a career path created for them

• If employees receive quarterly reviews which are document in the Career Path tool

• If employee EPCs help Chrysalis achieve its goals

• If employees reap the benefits from their EPCs

• If EPCs are developed for all employees


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TACTIC: EMPLOYEE REWARDS & RECOGNITION PROGRAM


• Goal: To source new ways to provide employee recognition and regular feedback (people practices)

• Goal: To provide consistent, timely, and transparent messages across the organization and between teams (communications)

• Goal: To increase upward communication (communications)

• Goal: To increase collaboration and amicability among teams (leadership competency)

My second tactic involves Chrysalis developing an online Employee Rewards and Recognition Program that allows peer to peer, employee to manager/team lead, and manager/team lead to employee recognition. This program is about sharing positive feedback on a regular basis (and without hierarchy) and improving communications and team spirit across the organization.

How does the Program Work?

On Chrysalis’ intranet, a dedicated site will be created which will allow all employees (including the Leadership Team) to select a specific Chrysalis employee and nominate him or her for an award. The awards will be based on specific categories (e.g., leadership, client dedication, safety, community service, etc.) and employees who wish to make a nomination will outline the reason why they believe this employee deserves an award. For example,

“John Smith went above and beyond today by helping me with a client when I was completely swamped at work. He was able to complete the work quickly which resulted in a very happy client. I am thankful that he offered his help without even being asked. He showed great team work and dedication. Thank you John!”

At the end of the year, the employee with the most award nominations in each category will win a prize (e.g., $750 training voucher for a course of his or her choice). This will not only improve morale in the office by encouraging employees to give each other a pat on the back, but the prize will help ensure employees have more opportunities for growth and training.

Timeline/Schedule

The award and recognition program will be held on an annual basis and employees will be encouraged to nominate one another as often as they wish. After each employee is nominated for an award, he or she will receive an email notifying them of this nomination and who nominated them. Employee nominations will be celebrated in the company’s employee newsletter.


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It will be the responsibility of each employee to nominate someone at Chrysalis—whether this happens once a year, monthly, or even daily. The whole concept of this program is to provide positive feedback and to build stronger teams. The onus is on the employee to help make this program a success. The Marketing and Communications Team will reinforce the importance of the program by celebrating current nominations in the company’s employee newsletter. The Human Resources Team as well as managers/team leads will be responsible for encouraging employees (including the Leadership Team) to participate in this program. The Human Resources Team will be responsible for the following:

• Working with managers/team leads to develop and implement the program

• Reminding employees about the program (e.g., in the employee newsletter or during a staff meeting)

• Reviewing and approving the award nominations (e.g., making sure employees are being nominated for something specific)

• Tallying the results at the end of the year and presenting awards to employees

• Archiving the information and setting up next year’s tool

Resources/Budget

Chrysalis will need to determine a budget for the prizes (e.g., $750 for each category) as well as consider the following when budgeting for this program:

• Costs to develop a customized Rewards and Recognition tool including external consultant fees (if required) and programming for the front and back end development of the site

• Planning costs

• Costs for employee time to review/monitor/approve nominations

• Downtime costs for administration time to manage the program and for employees to participate

Employee Rewards & Recognition Program

• Give your coworker a pat on the back today!

• Has someone gone above and beyond? Nominate them for an award today!

• When was the last time you recognized a coworker for an award?

• Do you know someone who is deserving of an employee award? Now is the perfect opportunity for you to nominate them.

• Give a digital “thank you” to your coworker.

• Make someone’s day today; nominate a coworker for an employee award.


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Evaluation

The overall evaluation for the Rewards and Recognition program is whether or not it achieved the goals and objectives I established in this plan. Additional evaluation measures for this tool include:

• Whether the satisfaction disagreement score from the employee engagement survey’s measure of “In the last seven days, I have received recognition or praise for doing good work” decreases to 8.00 per cent from 12.50 per cent

• Ability to set benchmarks for the number of nominations per fiscal year

• Increased employee morale

• Improved department and employee relations

• Employees feel a sense of belonging and appreciation

• Employees are excited to use the program and nominate fellow coworkers

• Increased productivity due to employees receiving positive feedback and being more engaged


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TACTIC: PROCESS MAPS


• Goal: To help Chrysalis improve training opportunities and develop consistent practices and procedures (people practices)

• Goal: To provide consistent, timely, and transparent messages across the organization and between Chrysalis teams (communications)

• Goal: To ensure managers/team leads are more in-tune with employee roles, responsibilities, and needs (leadership competency)

One of the areas of work for Chrysalis that I identified from my primary and secondary research was to strengthen its employee’s understanding of processes, policies, and roles and responsibilities. To improve these areas, I recommend that Chrysalis ask every company department to develop process maps for each area of work, responsibility (e.g., accountability profile), and/or job function. This would mean that every department at Chrysalis would have its own set of process maps that can be shared with the organization. This will not only help with training new employees, but it will also alleviate some of the issues that the Edmonton and Calgary office Administration Teams have related to a disconnect in processes due to the different office locations. Process maps will ensure teams have a clear understanding of processes and roles/responsibilities while still being able to work independently. These process maps will also provide Chrysalis with more opportunities to share work if one office is busier than the other.

Timeline/Schedule

Depending on the complexity of each process and the number of process maps required for each department, this is a project that could take up to a year or more for Chrysalis to complete. A project plan should be developed that includes a purpose, goals, objectives, strategies, timelines, important milestones, roles and responsibilities, etc. Each department should have its own deliverable schedule. Each approved process map should be stored in a central location where all employees can access the information. The process maps should be updated on an annual basis, or as frequently as changes are required.


I recommend organizing a process map team per department. Each department team would be responsible for creating a project plan, developing process maps in consultant with employees in the department, and ensuring each process is reviewed and approved by management. This work can serve two functions:

1. To develop standard processes/procedures for each area of work2. To use this project as an EPC for employee development (i.e., process maps will both benefit the

organization and provide an opportunity for employee development)


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Each manager/team lead will be responsible for reviewing and approving his or her department’s process maps as well as sharing the information with the organization. Managers/team leads will also be responsible for ensuring his or her employee’s have read and understand each process map as well as provide these process maps to new employees joining the organization.

All employees will be responsible for using and reviewing the process maps and notifying his or her manager if updates are required to a process.

Resources/Budget

The overall budget for this project will vary depending on the department. Each department should develop a project plan that outlines an estimated timeframe of completion for each process map (e.g., the process map for formatting a document may take four hours to develop whereas the process map for ordering business cards may only take one hour). Chrysalis will need to purchase Microsoft Visio licenses (if this program is not currently available at the organization), for each department, as well as ensure it has a budget for training staff on this software. There are online tutorials available, but it may be advantageous for Chrysalis to hire a consultant to train the project teams on Microsoft Visio to allow for employee questions to be answered.

Key Messages

• Process maps for every role and every department.

• Process maps make your job easier.

• Understand how processes work at Chrysalis.

• Simplify your life at Chrysalis: help us streamline our processes.

• Looking for a process? We have a map for it.

• Don’t know how to perform a particular task? No problem! Our process maps will solve your problem.

• Step-by-step instructions for every task at Chrysalis.

Evaluation

The overall evaluation for Chrysalis’ process maps initiative is whether or not it achieved the goals and objectives I established in this plan. Additional evaluation measures for this tool include:

• Whether the satisfaction disagreement score from the employee engagement survey’s measure of “I have the materials and the equipment that I need to do my work right” decreases to 5.00 per cent from 9.70 per cent

• If process maps are developed for each department and each job task

• If these process maps alleviate confusion regarding employee roles and responsibilities

• If employees use the process maps to understand company processes and procedures

• If Chrysalis departments follow the same process regardless of their office location (e.g., Edmonton Administration teams)


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TACTIC: MYERS-BRIGGS TYPE INDICATOR (MBTI)

Areas of Focus: Communications & Leadership Competencies

• Goal: To provide consistent, timely, and transparent messages across the organization and between teams, with a focus on teamwork (communications)

• Goal: To increase collaboration and amicability among Chrysalis teams (leadership competency)

A trend in the results from my primary and secondary research revealed that there is a great disconnect in communication and teamwork between departments and even within departments. To help alleviate these issues and to build cohesive teams that collaborate and communicate well with one another, I recommend “team building days” for each department where a facilitator will create team building exercises like MBTI.

What is MBTI?

According to Wikipedia, MBTI is an assessment tool that includes a “psychometric questionnaire designed to measure psychological preferences in how people perceive the world and make decisions (Wikipedia).” The Myers Briggs Foundation uses psychological types that were first developed by Dr. Carl Jung whose research revealed that “much seemingly random variations in [individual] behaviour is actually quite orderly and consistent, being due to basic differences in the ways individuals prefer to use their perception and judgment (The Myers Briggs Foundation).” Carl Jung reports, “Perception involves all the ways of becoming aware of things, people, happenings, or ideas. Judgment involves all the ways of coming to conclusions about what has been perceived. If people differ systematically in what they perceive and in how they reach conclusions, then it is only reasonable for them to differ correspondingly in their interests, reactions, values, motivations, and skills (The Myers Briggs Foundation)."

There are 16 distinct personality preferences. Once individuals complete the MBTI testing, they will be able to determine their own personality type. Personality types are “equal (The Myers Briggs Foundation),” and no personality type is better or worse than another. Personality types are based on the following four categories:

1. “Favourite world: Do you prefer to focus on the outer world or on your own inner world? This is called Extraversion (E) or Introversion (I).

2. Information: Do you prefer to focus on the basic information you take in or do you prefer to interpret and add meaning? This is called Sensing (S) or Intuition (N).

3. Decisions: When making decisions, do you prefer to first look at logic and consistency or first look at the people and special circumstances? This is called Thinking (T) or Feeling (F).

4. Structure: In dealing with the outside world, do you prefer to have things decided or do you prefer to stay open to new information and options? This is called Judging (J) or Perceiving (P) (The Myers BriggsFoundation).”


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Why Should Chrysalis Source MBTI Testing for its Employees?

Every employee is different. They approach work and relationships differently, they organize information differently, and they have different communication preferences (e.g., some employees prefer face-to-face over email, or vice versa). This means that in an organization with nearly 300 employees, there are hundreds of different combinations of personality preferences within Chrysalis.

A great way to improve team collaboration, communication, and increase acceptance among teams is for each employee to not only understand his or her own personality preferences, but to also understand his or her fellow coworker’s personality preferences and to learn what distinguishes personality traits and preferences. By sourcing a test like MBTI, the stigma associated with terms like “extrovert” and “introvert” will disappear as each employee will understand that someone isn’t an “extrovert” or an “introvert,” but rather they may have preferences for “extroversion” or “introversion” and employees can have a combination of both “extroversion” and “introversion” personality traits. For example, often people associate one who presents in front of large audiences as an extrovert. This is not necessarily true. One can have a preference for introversion, but still be a good presenter. It simply depends on how each person develops his or her skill set in the opposite personality trait spectrum.

Determining employee MBTI scores also helps to reduce crutches and/or obstacles that employees may use as excuses for not undertaking a particular project. For example, an employee who may have a preference for introversion may use this as an excuse to avoid networking. However, just because an employee has introvert tendencies, this does not correlate to them being unable to learn how to network. The preference for introversion may just mean that this employee has to work harder at becoming a good networker. The same will apply with extroversion tendencies.

Another benefit to MBTI testing is that this test helps employees truly understand why and how their coworkers make decisions and work in a particular way. For example, at a department meeting with five employees, four of these employees may be brainstorming, chatting, and discussing opportunities among themselves, but one employee may not appear to be participating in the conversations. At the end of the meeting, the manager/team lead will summarize the meeting, what the team agreed to, and provide steps for moving forward. The one employee who perhaps did not speak up during the meeting may feel as though they didn’t have the opportunity to contribute or voice his or her thoughts. This employee, who has a preference for introversion may simply need to first absorb the information from the meeting, reflect on it, and then after the meeting they may be ready to share his or her thoughts. A good manager who understands the different MBTI personality preferences will have accounted for this and have made allowances to ensure this employee has the opportunity to contribute, whether this is after the meeting via email or during a separate conversation.


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Timeline/Schedule

I recommend for Chrysalis to begin these team building exercises as soon as possible. These exercises are not only useful, but also fun which will help increase employee morale and improve teamwork. Logistically, Chrysalis should spread out the team building days across a six-month time period and focus on initiating these exercises with the teams that are in the most need (e.g., the Administration teams). It would be useful for Chrysalis to conduct two team building days for each department which would allow for the following:

Day 1:

• To introduce employees to the concept of MBTI

• To allow employees to determine his or her own personality indicator

• To share individual personality indicators with the entire team and see where each team member differs

Day 2:

• To understand how each employee can improve his or her teamwork skills by learning the differences between each personality type and how to communicate with fellow employees who may have a different personality type

• To reflect on ways employees can now approach situations in a new light and how they can cope when they are required to do work that is outside of what they are comfortable with


I believe the organization and planning of these team building days will be shared between the Human Resources Team and the Marketing and Communications Team. Each department manager/team lead will be responsible for the overall success of his or her department’s team building day where they will create a project plan that will outline goals and objectives of this testing and then evaluate the success after a period of three months. They will also be responsible for reminding employees about the MBTI learning experience in cases where employees revert back to previous behaviours. Employees will be responsible for actively participating in the team building exercises and maintaining an open mind to the overall concept of MBTI testing.

Resources/Budget

To reduce costs, it would be helpful for one of Chrysalis’ employees to become certified in MBTI testing and to facilitate the MBTI testing for each department. Otherwise the associated costs for completing this testing could be quite costly if Chrysalis is required to hire an external consultant. Budgeting allowances will be required for staff to participate in these exercises during work hours as well as for the Human Resource and Marketing and Communications Teams to coordinate and implement this initiative across the organization.


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Key Messages

• What’s your personality type?

• Learn more about personality preferences with MBTI.

• Reveal the inner personality of your coworkers.

• Understand how your personality preferences differ from your coworkers.

• Learn how to build better teams! Participate in MBTI personality testing today!

• Communication is maximized when we all work together.

Evaluation

The overall evaluation for the MBTI testing is whether or not it achieved the goals and objectives I established in this plan. Additional evaluation measures for this tool include:

• Whether the satisfaction disagreement score from the employee engagement survey’s measure of “Our departments at Chrysalis communicate well with one another” decreases to 18.00 per cent from 34.40 per cent

• Improved communication between departments

• Improved employee relations

• Increased morale

• Employees using these new skills to deal with difficult situations

• Employees challenging themselves to step out of their comfort zone

• Increased teamwork at Chrysalis


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TACTIC: STAFF & DEPARTMENT MEETINGS, OPEN DOOR POLICY, PRESIDENT’S FORUM

Areas of Focus: Communications & Leadership Competencies


• Goal: To be more in-tune with employee roles, responsibilities, and needs (leadership competency)

• Goal: To increase collaboration and amicability among Chrysalis’ teams (leadership competency)

Staff Meetings

Although some Chrysalis employee find their own ways to stay up-to-date on department and organization related information, many Chrysalis employees are asking for more communications. Although basic in nature, staff meetings (i.e., company-wide or department-focused) are a valuable source of information. These meetings not only provide an opportunity for the leadership team and managers to be transparent and communicate timely information, but these meetings also promote two-way communication where staff have opportunities to voice their opinions and ask questions. If Chrysalis increases the number of company-wide staff meetings and department meetings, and the minutes from each meeting are emailed to employees as well as posted on Chrysalis’ intranet, I believe that communication channels and networks in the organization will improve.

Department Meetings

My primary and secondary research also revealed that there are communication blocks between departments. I see value in Chrysalis’ department managers/team leads meeting on a regular basis to share department initiatives and communicating areas where one department may require resources or assistance from another department. This will ensure that the managers/team leads have a clear understanding of the goals of each department and how department teams can work together to help the organization achieve its goals.

Open Door Policy

I also believe that Chrysalis would benefit from an open door policy where employees have access to everyone at Chrysalis. This means that employees can converse with senior leaders, like the president, which will improve upward and downward communication. This would involve senior leaders and managers/team leads to keep their office doors open, thus giving an impression of openness and transparency to employees which will encourage communication throughout the office.


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President’s Forum

To improve upwards and downwards communications at Chrysalis and to provide opportunities for meaningful discussions, I recommend for the organization to create a President’s Forum. The President’s Forum will provide a chance for one non-managerial representative from each department to discuss with the president issues that impact the organization. Each representative would meet with the other department representatives and the president on a quarterly basis to discuss issues, ask questions, and receive clarification on employee-related concerns. Prior to the quarterly forum discussion, each department representative would have individual conversations with his or her team members to gauge the pulse of his or her department. The information discussed in the President’s Forum would be held in strict confidence; however, if these discussions revealed that the organization needed to make changes and/or develop new initiatives to solve issues that were divulged in the President’s Forum, then a communication (i.e., company-wide staff meeting, email, newsletter article, etc.) would be sent to staff to relay these changes. Not only would the President’s Forum help the president stay informed of employee sentiments towards the organization, the forum would also provide a learning and development opportunity for each representative, and it would help improve communications across the organization.

Timeline/Schedule

I recommend the following meeting schedule for Chrysalis which I believe will improve communications across the organization:

• Weekly leadership meetings

• Biweekly leadership team meetings with managers/team leads

• Weekly department team meetings

• Monthly integrated department manager/team lead meetings

• Monthly office meetings (e.g., Edmonton office meeting)

• Quarterly company-wide meetings

• Quarterly President’s Forum meetings


The executive assistant will be responsible for organizing the weekly leadership team meetings, biweekly leadership team meetings with managers/team leads, monthly office meetings, quarterly company-wide meetings, and quarterly President’s Forum meetings. He or she would also be responsible for typing up the minutes of each meeting and sharing this information with the appropriate sources. The managers/team leads would be responsible for organizing and distributing minutes from the weekly department team meetings as well as the monthly integrated department manager/team lead meetings. The President’s Forum representatives would be responsible for meeting with each member of the department and putting together a summary for discussion at each President’s Forum. They would also be accountable for relaying information related to individual employee questions and/or concerns to the appropriate employee(s). Employees would be responsible for attending meetings, asking questions (if applicable), and reviewing the meeting notes.


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Resources/Budget

As this tactic focuses on internal meetings, the budget will primarily focus on accounting for each employee’s time to prepare for the meeting(s), attend the meeting(s), and report on the meeting(s).

Key Messages: Staff & Department Meetings

• Have a big idea? Share it with your department at your next week’s team meeting.

• Learn about what Chrysalis’ departments have been working on by attending this month’s corporate staff meeting.

• Need a question answered? Attend this month’s company-wide staff meeting to find an answer.

• Communication is improved when we all work together to achieve the same goals.

• We have some exciting news to share with you at this months’ corporate staff meeting. Attend the meeting to find out what we have to say!

• Stay in-tune with your team and meet once a week.

Key Messages: Open Door Policy

• Learn more about our Open Door Policy.

• Have access to any employee with our new Open Door Policy.

• One organization, no barriers.

Key Messages: President’s Forum

• Something irking you? Contact your President’s Forum representative today!

• Want a voice at Chrysalis? Volunteer for a representative position at Chrysalis’ President’s Forum.

• Be a leader today. Sign up to represent your department at Chrysalis’ President’s Forum.


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Evaluation

The overall evaluation for the department meetings, open door policy, and President’s Forum is whether or not they achieved the goals and objectives I established in this plan. Additional evaluation measures for these tactics include:

• Whether the satisfaction disagreement score from the employee engagement survey’s measure of “When I make suggestions that I believe will improve quality, something is done about my suggestions” decreases to 12.00 per cent from 19.40 per cent

• Whether the satisfaction disagreement score from the employee engagement survey’s measure of “Chrysalis regularly communicates updates and information to employees” decreases to 8.00 per cent from 15.60 per cent

• Whether the satisfaction disagreement score from the employee engagement survey’s measure of “I see strong evidence of effective leadership from the person my manager/team lead reports to” decreases to 8.00 per cent from 15.70 per cent

• If communication is improved at Chrysalis

• If employees feel like they receive adequate and timely information about the organization

• If employees actively participate and ask questions during staff meetings

• If employees come back and read the meeting notes after the meeting is complete

• If employees seek to communicate with coworkers who they do not normally communicate with

• If employees feel as though their questions are answered on a timely basis

• If employees feel like they have a voice within the organization

• If employees confide in their President’s Forum representative

• If the Leadership Team notices that gossip within the office is reduced

• If the Leadership Team feels more connected to the pulse of the organization


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TACTIC: STAY INTERVIEWS & ANNUAL EMPLOYEE ENGAGEMENT SURVEY

Areas of Focus: Communications, People Practices, & Leadership Competencies

• Goal: to source new ways to provide employee recognition and regular feedback (people practices)

• Goal: to increase upward communication at Chrysalis (communications)

• Goal: to be more in-tune with employee roles, responsibilities, and needs (leadership competency)

Stay Interviews

A great way to keep employees engaged as well as to reduce voluntary turnover rates at Chrysalis is to seek employee feedback on a continual basis and make changes to improve work-life at Chrysalis based on this feedback. As such, I recommend for Chrysalis to conduct biennial stay interviews with its employees. Stay interviews are similar to exit interviews in that they provide an opportunity for employees to communicate what they like and don’t like about working at Chrysalis. The main difference between a stay interview and an exit interview is that the stay interview is conducted while the employee is working at Chrysalis. This provides Chrysalis with unique benefits: to be proactive in its approach to employee engagement and to take advantage of this feedback and make changes within the organization that will prevent some of these employees from leaving voluntarily. The stay interviews would follow the format of a focus group, where a trusted advisor within Chrysalis would conduct the interviews (or an external consultant) and the information shared by employees would be anonymous and held in confidences. The interviews will most likely reveal information that the leadership team is not currently privy to and provide an excellent opportunity for Chrysalis to make changes that will help solve these issues and help the organization understand what it needs to do to maintain engaged employees.

Employee Engagement Survey

As Chrysalis is currently conducting annual employee satisfaction surveys, I recommend for the organization to make a slight change in its approach: to restructure the survey so that it includes Gallup’s 12 questions on employee engagement as well as to expand the survey to include the additional satisfaction measures that I have provided within this research report. This will give Chrysalis more insight into employee engagement and satisfaction measures at Chrysalis and to ensure the organization can find ways to improve work-life at Chrysalis.


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After the completion of this engagement survey, I recommend for Chrysalis to develop an internal communications plan that will include sharing the survey results across the organization (to increase transparency in messaging) and to develop initiatives in the organization (just like the changes I am recommending in this research plan) to help decrease voluntary turnover rates at Chrysalis. By demonstrating to staff that Chrysalis is invested in its employees and will be creating changes in the organization based on employee feedback, employees will feel justified in voicing their opinions, will appreciate and be thankful for the changes (thus increasing engagement), and will more likely be willing to participate (and be candid in their responses) in the next annual survey.

Timeline/Schedule

Both the stay interviews and the employee engagement survey are large projects that require a significant investment of time to develop, launch, and evaluate. Therefore, I recommend the following:

Stay Interviews

• Conduct stay interviews biennially or as required (e.g., if turnover rates begin to increase)

• Report the results of the stay interviews half way throughout the year

• Develop new initiatives and launch these initiatives during the third quarter

• Review and evaluate the effectiveness of these initiatives, at the end of the year, and whether or not stay interviews are required the year after

Annual Employee Engagement Survey

• Conduct the employee engagement survey on an annual basis and at the beginning of each fiscal year

• Report the results by the end of the first quarter

• Develop new initiatives and launch these initiatives half way throughout the fiscal year

• Review and evaluate the effectiveness of these initiatives at the end of the fiscal year to set new benchmarks and to help restructure the next employee engagement survey


Stay Interviews

The Human Resources Team will be responsible for developing the stay interview questions and conducting these interviews. If an external consultant is required, the Human Resources Team will source this individual and help the external consultant conduct the stay interviews (e.g., create a project plan, schedule interviews, etc.). The Marketing and Communications Team will be responsible for working together with the Human Resources Team to develop the key messages/communications related to this initiative. Employees will be responsible for providing candid feedback and being available for the interviews. The Leadership Team will be responsible for working with the Human Resources Team to review the feedback and develop initiatives for change.


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Annual Employee Engagement Survey

The Human Resources Team will be responsible for developing and evaluating the employee engagement survey and/or hiring an external consultant to assist with the development/evaluation of the survey. The Marketing and Communications Team will be responsible for crafting effective messages to build hype around the survey and to ensure consistent messaging when the results of the survey are released across the organization. The Leadership Team is responsible reviewing the survey results with the Human Resources Team and working with the corporate departments to develop initiatives to improve engagement levels at Chrysalis.

Resources/Budget

If an external consultant is required to conduct the stay interviews (e.g., to provide a level of anonymity and trust for the staff, to help evaluate the results in a nonbiased way, or to provide guidance for the development of the employee engagement surveys), this will need to be a budget consideration for each project. The additional budget considerations primarily focus on the time to develop and execute each imitative and employee time to participate in the interviews and the survey.

Key Messages: Stay Interviews

• Chrysalis is a fun place to work, and we want to know what you think will make us even better!

• Help Chrysalis become an employer of choice.

• We want to know what is important to you at Chrysalis.

• Have an idea? Voice it during this week’s stay interviews at Chrysalis.

• Chrysalis values its employees. What do you value at Chrysalis? Tell us at your next stay interview.

Key Messages: Annual Employee Engagement Survey

• We want to hear from you! Participate in this year’s employee engagement survey today.

• Help us become one of Alberta’s Best Workplaces.

• Are you engaged? There’s only one way to find out: participate in this year’s employee engagement survey.

• Help the organization grow by communicating what’s important to you.

• Need to get something off your chest? Tell us anonymously in this year’s employee engagement survey.


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Evaluation

The overall evaluation for the stay interviews and the employee engagement survey is whether or not they achieved the goals and objectives I established in this plan. Additional evaluation measures for these initiatives include:

• If Chrysalis’ voluntary turnover rate decreases to 15.00 per cent from 28.00 per cent

• Whether the satisfaction agreement score from the employee engagement survey’s measure of “I plan to work at Chrysalis for as a long as possible” increases to 72.50 per cent from 62.50 per cent

• If there is a high employees participation rate (75 per cent or higher) in the stay interviews and employee engagement survey

• Chrysalis’ current voluntary turnover rate is 28 per cent (Chrysalis, 2013) and its overall turnover rate is 43 per cent (Chrysalis, 2013)

• If employees actively participate and provide candid feedback in the stay interviews

• If Chrysalis is able to develop strategic initiatives based on employee feedback

• A higher employee engagement score after the next employee engagement survey

• A higher employee satisfaction score after the next employee engagement survey


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TACTIC: 360 DEGREE FEEDBACK


• Goal: To improve training and development opportunities (people practices)



I recommend that Chrysalis conduct annual 360 Degree Feedback Assessments for each manager/team lead. This feedback will not only provide an opportunity for managers/team leads to grow and develop in their careers, but it is also a chance for their peers, direct reports, and team leads to provide feedback based on how well that particular individual’s performance aligns with Chrysalis’ core values and leadership competencies.

How does the 360 Degree Feedback Assessment Work?

Managers/team leads identify five or six individuals in the organization, including themselves, to participate and provide feedback in the format of a survey (both open and closed-ended). The survey questions can cover a myriad of leadership competencies including (Society for Human Resource Management, 2008):

• Approachability

• Customer focus

• Ethics and values

• Informing

• Interpersonal savvy

• Listening

• Personal development and learning

• Trust

• Managerial courage

The information collected from the survey is invaluable because it provides insight into individual performance and helps managers/team leads to plan and identify specific areas for future development. Since the manager/team lead will also complete the survey (i.e., rate themselves), the results will help each manager/team lead compare and understand whether or not the way they believe they are perceived in the organization is how their peers, direct reports, and team leads perceive them and their work at Chrysalis. The survey also provides an additional opportunity for employee voices to be heard, and the initiative ensures managers/team leads hear how effective they are as a manager/team lead from their direct reports.

Timeline/Schedule

I recommend that Chrysalis conduct the 360 Degree Feedback Assessment for each manager/team lead once every two to three years. The length of time between surveys will allow each manager/team lead the chance to make changes for improvement.


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The Human Resources Team will be responsible for developing and launching each manager’s/team lead’s 360 Degree Feedback Survey as well as compiling the results and sharing this information with the manager/team lead. The managers/team leads will be responsible for selecting employees within the organization who they know will provide valuable feedback and the managers/team leads will follow up with these individuals if the survey is not completed. The employees who are evaluating each manager/team lead will be accountable for providing constructive feedback in the survey. Each manager’s/team lead’s team lead will have an opportunity to review the results for his or her employee and provide feedback on areas for improvement.

Resources/Budget

Budget considerations include the hiring of an external consultant to develop and implement the survey, if required. Other budget/resource considerations include employee time for providing feedback as well as the manager’s/team lead’s time for sourcing new ways to improve within his or her career at Chrysalis.

Key Messages

• It’s your turn to provide valuable feedback to your manager/team lead.

• We welcome and appreciate your feedback.

• Your manager/team lead will benefit from your feedback.

• Provide a peer review today and complete [employee name’s] 360 Degree Feedback Assessment Survey.

• Help [employee name] become a stronger leader. Fill out his/her 360 Degree Feedback Survey today!

• [Name] wants to hear from you! What will make [name] the best manager/team lead at Chrysalis?

Evaluation

The overall evaluation for the 360 Degree Feedback Assessment Survey is whether or not it achieved the goals and objectives I established in this plan. Additional evaluation measures for this initiative include:


• Whether the satisfaction disagreement score from the employee engagement survey’s measure of “My manager/team lead ensures we take the time to celebrate our successes” decreases to 8.00 per cent from 15.70 per cent

• If employees feel open to communicating feedback about their manager/team lead

• If the results from the survey allow the manager/team lead to learn and grow in his or her career

• If constructive feedback is seen as an opportunity for improvement

• If open-ended comments are provided from each respondent


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TACTIC: MANAGEMENT FUNDAMENTALS TRAINING


• Goal: To improve training and development opportunities (people practices)


• Goal: To ensure managers address poor work ethic on a timely basis (leadership competency)


• Goal: To increase collaboration and amicability among Chrysalis teams

A great manager/team lead seeks continuous development and understands core management responsibilities including, but not limited to the following (Management Advisory Service):

• Balancing employee needs with organizational needs

• Coaching/mentoring

• Developing successful teams

• Prioritizing and managing the department’s workload

• Reviewing employee progress and addressing issues when they happen

• Practicing effective decision making

• Practicing active listening

• Being open and transparent

• Increasing productivity through delegation

• Creating a work environment that inspires employees to do their best

• Effectively communicating information to employees in a timely manager

My primary and secondary research revealed that there are quite a few Chrysalis employees who do not believe their manager/team lead is as effective in their role as they could be or that the Leadership Team “walks the talk.” To help improve these areas, I recommend for each manager/team lead as well as the Leadership Team to undergo an internal Management Fundamentals Training session. This course will explore essential management skills that help these employees become effective leaders. It will touch on emotional intelligence and provide resources to help Chrysalis leaders become great leaders that employees respect, trust, and want to work for.


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How does the Management Fundamentals Training Work?

The training session can be development and facilitated through either an external consultant or an internal employee who has experience in this area. Approximately 10 managers/team leads would get together for a full day session of management fundamentals training. To add value to the training session, participants will be encouraged to play roles (e.g., employee versus manager/team lead) and act out scenarios. This will help reinforce learning principles and encourage group collaboration and feedback. It is also an excellent opportunity for team building between departments and since management roles and responsibilities are continuously evolving, this session will provide opportunities for participants to experience different leadership styles (e.g., autocratic leader versus participative leader).

Timeline/Schedule

I see value in providing this training session on an annual basis and including both new and existing Chrysalis employees. It is also a good opportunity for up-and-coming managers/team leads.


Either the Human Resources Team or an external consultant will be responsible for developing and facilitating this training session. Managers/team leads will be accountable for listening, active participation throughout each training exercise, and using what they have learned in this session in future applications. The Marketing and Communications Team will be responsible for editing the training session handbook and ensuring it reflects Chrysalis’ style and brand guidelines.

Resources/Budget

Budget considerations include hiring an external consultant and/or using an internal human resources employee to develop and facilitate the training session. Lunches, snacks, and coffee will be provided to participants as this is a full-day event; therefore, a budget must be allotted for these expenses. Additional budget considerations include the costs for materials and print supplies (e.g., the training session handbook).

Key Messages

• Stay up-to-date on management trends.

• Let’s work together and share valuable managerial experiences.

• Learn from a coworker today. Attend Chrysalis’ Management Fundamentals Training.

• What makes a great leader? Find out at today’s Management Fundamentals Training session.


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Evaluation

The overall evaluation for the Management Fundamentals training is whether or not it achieved the goals and objectives I established in this plan. At the end of the training session, I recommend for the facilitator to hand out an evaluation form to each participant. This will allow participants an opportunity to provide feedback on the training and to recommend changes for future training sessions. Additional evaluation measures for this initiative include:


• If employee/manager relationships are strengthened

• If managers/team leads practice the information they learned from the training

• If managers/team leads become better resources for their employees

• The extent to which managers/team leads change their behaviour

• If the participants found value in the training

• If the participants were engaged in the training exercises


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Key Messages

The overall communications tone and style for my tactics will denote a feeling of excitement, opportunity, trust, confidentiality, transparency, and inspiration. Communications will include “why” these initiatives are important, “what” they will entail, and “how” these initiatives will benefit/affect employees.

Communications will use plain language, be genuine, and will engage employees in a way that gets their attention/create a call-to-action. There will be balance with the communications in terms of ensuring the messages are effective, informative, and friendly, but that that they do not sound too casual or too corporate. These initiatives are good news stories for Chrysalis and, as such, should be encouraging and create a level of anticipation for the launch of each new initiative.

All messages will be targeted towards the appropriate audience, depending on the initiative, and will be clear, focused, direct, and relevant.

Key Messages by Tactic

Please refer to each tactic for its applicable key messages.


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Conclusion

My primary research unveiled similar themes to what I uncovered in my secondary research (i.e., Chrysalis’ June 2013 Employee Satisfaction survey and its exit interview responses). Specifically, employees believe in the organization’s mission and vision and have a sense of pride when working with its clients; however, they feel that people practices, communications, and leadership competencies need to be improved. Employee collaboration and teamwork need a boost and employees are seeking opportunities for growth and development in their careers. These are realistic and common expectations for employees, as based on Canada’s 50 Best Employers and Alberta’s Best Workplaces standards.

In my secondary research I explored the differences between the concept of an engaged and a satisfied employee and outlined the importance of measuring both facets in an organization. Employee satisfaction refers to how happy an employee is in his or her job and employee engagement refers to how emotionally connected an employee is to his or her organization. Organizations can tie both measures to profitability, increased work ethic, lower absenteeism, and ultimately a lower voluntary turnover rate.

Ultimately the goal of my research was to determine the employee engagement level at Chrysalis and to identify non-salary related ways in which Chrysalis could decrease its voluntary turnover rate. I believe that each of the tactics I outlined in this plan address multiple issues that Chrysalis is dealing with.

The Career Path tool will help employees thrive in their career with Chrysalis. It will allow employees to have a say in their career and support training and development activities to satisfy their needs to grow and learn.

The Rewards and Recognition Program will help build cohesive teams and reinforce positive behaviours at Chrysalis.

By developing process maps for each department, Chrysalis will have a clear set of processes that employees can follow and which, in turn, will reduce communication issues and ensure consistency in functions across the organization.

The MBTI testing is an excellent way for employees to get to know one another better and to truly understand why people work the way they do. The testing will help support teamwork and shed light on different personality preferences.

By implementing regular staff meetings, employees will feel a deeper connection with the organization and be informed. These meetings will also help to ensure communications are transparent and consistent from department to department.

The Open Door Policy will allow employees access to every individual in the organization. The policy is simply another way to improve upward communications and increase transparency and openness.

The President’s Forum will provide a chance for a few Chrysalis employees to take on a leadership role, thus allowing them to grow and learn. The Forum will help the president gain valuable insight into how


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employees feel about the organization and make changes before these employees decide to jump ship.

If Chrysalis uses the stay interviews and the employee engagement survey as tools to gauge employee sentiment at Chrysalis, employees will feel like they have a voice and that someone is listening to them. These tools provide a great approach to understanding employee perspectives and needs.

As Chrysalis employees noted that relationships with senior leaders can often be strained, the 360 Degree Feedback Survey and the Management Fundamentals Training will help alleviate this strain and ensure managers/team leads and the Leadership Team understand how to become better leaders in the organization. It will also keep these leaders up-to-date on the latest management trends and functions.

Although I have recommended numerous tactics, Chrysalis should work on launching the initiatives that will create the most impact in the organization as quickly as possible. If they launch three or even two of these initiatives per year, I believe they will be able to create positive change in the organization that will help reduce voluntary turnover rates. Even a small change for good will show employees that they are valued members of the organization and that Chrysalis believes in them and their future.


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Works Cited

ADP Human Capital Management. (2013). Who We Are. Retrieved November 22, 2013, from ADP: http://www.adp.com/about-us.aspx

ADP Research Institute. (2012). Employee Satisfaction vs. Employee Engagement White Paper. United States.

Alberta Venture. (2013, June 1). Alberta's Best Workplaces. Retrieved November 22, 2013, from Alberta Venture: http://albertaventure.com/2013/06/best-workplaces-why-be-best/

Aon Hewitt. (2011). Trends in Employee Engagement. United States.

Causecast. (n.d.). Our Story. Retrieved November 22, 2013, from Causecast: Complete Corporate Philanthropy and Employee Volunteering Platform: http://www.causecast.com/about-us/our-story

Causecast. (2012, April 26). Satisfied Employees Vs. Engaged Employees. Retrieved November 22, 2013, from Corporate Philanthropy & Volunteering Blog : http://www.causecast.com/blog/bid/139394/Satisfied-Employees-Vs-Engaged-Employees

Chrysalis. (2013, September 26). 2013 Employee Engagement Survey. Edmonton, Alberta, Canada.

Chrysalis. (2013). About Chrysalis. Retrieved from Chrysalis: http://chrysalis.ca/about/

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Chrysalis. (2013, November 13). Turnover Rates at Chrysalis: Email Communication. Edmonton, Alberta, Canada.

Chrysalis Woods & Plastics Limited Partnership. (2013). About Us. Retrieved from Chrysalis: http://chrysaliswoodsandplastics.ca/about/

Gallup. (2012). Engagement at Work: Its Affect on Performance Continues in Touch Economic Times—Key Findings From Gallup's Q12 Meta-Analysis of 1.4 Million Employees. United States.

Gallup. (2012). State of the American Workplace Report: Employee Insights for US Business Leaders. Washington: Gallup.

Gallup. (n.d.). The only 12 questions that matter. Retrieved from Gallup Employee Engagement Centre: https://q12.gallup.com/Public/en-us/Features?ref=homepage


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Harter, J., Schmidt, F., Agrawal, S., & Plowman, S. (2013, February). The Relationship Between Engagement at Work and Organizational Outcomes. Washington, DC, United States.

MACLEANS. (2012, October 19). Canada's 50 Best Employers. Retrieved November 22, 2013, from MACLEANS: http://www2.macleans.ca/2012/10/18/canadas-50-best-employers/

Management Advisory Service. (n.d.). What Makes a Good Manager? Retrieved November 18, 2013, from Management Advisory Service: http://www.mas.org.uk/management-advisory-service/what-makes-a-good-manager.html

Mandrusiak, M. (2013, September 19). First Client Interview. (P. 2. Class, Interviewer)

Markos, S., & Sridevi, S. (2010). Employee Enagement: The Key to Improving Performance. International Journal of Business and Management , 89-96.

Right Management: A Manpower Company. (2009). Employee Engagement: Maximizing Organizational Performance. Philadelphia, PA, United States.

Society for Human Resource Management. (2008, March 1). Leadership Competencies. Retrieved November 18, 2013, from Society for Human Resource Management: https://www.shrm.org/Research/Articles/Articles/Pages/LeadershipCompetencies.aspx

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Towers Watson. (2013). A Winning Workforce for A Winning Business.

Wefald, A. J., & Downey, R. G. (2008). Construct Dimensionality of Engagement and its Relation with Satisfaction. The Journal of Psychology, 2009, 143(1) , 91-111.

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