Employee Engagement Group



Employee Engagement Specialist Certificate Program

Day 1

❖ Introduction

❖ Foundations of Employee Engagement

❖ Your Engagement Baseline

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Introduction to the Employee Engagement Specialist Certification

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Certificate Program Outline

This is an outline for the 40 hour Employee Engagement Specialist Certificate Program. The program is made up of ten 4-hour sessions delivered monthly. Each session will include pre-work and assignments and participants will be provided tools for creating an engaged culture in their organization. Additionally, we will provide coaching on-demand as needed.

Introduction to Certification Process and the Ten Sessions

|Day |Topics |Date |

| | | |

|1 |Foundations of Employee Engagement | |

| | | |

| |Determining Engagement Levels | |

| | | |

|2 |Creating your Employer Value Proposition | |

| | | |

| |Building Innovation into your Culture | |

| | | |

| |Leading / Managing Change | |

| | | |

|3 |Determining Priorities | |

| | | |

| |Engaging your First-line Leaders | |

| | | |

|4 |Engaging the Generations – Gen Y in the Workplace | |

| | | |

| |Building a Balanced Scorecard | |

| | | |

| |Communication Protocol | |

| | | |

|5 |Effective Reward Programs | |

| | | |

| |Finding and Selecting Engaged Employees | |

Objectives of the Employee Engagement Specialist Certification

As a result of completing the Employee Engagement Specialist Certification, participants will:

• Be able to define engagement and discuss its benefits with members of senior leadership

• Recognize and apply the key components of an engagement survey

• Develop, communicate, and promote an employment value proposition (EVP)

• Create and implement a communication protocol process

• Manage the requirements necessary to evolve your organizational culture

• Evaluate and help first line leaders support and implement engagement

• Drive key best practices for working with different generations, especially Generation Y

• Identify key motivators for yourself and others in your organization

• Develop feedback mechanisms that support an engaged culture

• Evaluate and update your reward and recognition process

• Identify and apply the behaviors and traits that make employees successful in your organization

Expectations

Our Expectations of You

• Confidentiality – please respect the information shared by other participants and the facilitators in this program so that we can feel safe relating our engagement and professional experiences

• Participation – the success of this program will depend a great deal upon you. It is essential that you participate fully in the sessions and pre-work in order to excel as an Engagement Specialist. Share your experiences and opinions; discuss and challenge each other.

• Application – the program is designed as an iterative process of learn and apply over the ten sessions. Application to your work environment is essential for your success. At the end of each session you will receive an Engagement Action Plan with suggestions of activities you can do to apply that session’s information to your work environment. We encourage you to use the action plan as a way of implementing the engagement practices from this workshop.

• Attendance - in order to receive your certification as an Employee Engagement Specialist, you will need to complete at least 3.5 of the 5 days.

What are your expectations of others in the class?

What are your expectations of the facilitators?

Foundations of

Employee Engagement

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Working Definition of Engagement

Employee Engagement is unlocking your employees’ potential to drive high performance. It’s a mutual commitment resulting in the capture of discretionary effort.

Discretionary Effort

What does ‘discretionary effort’ look like in your organization?

What are your employees doing to demonstrate discretionary effort?

Employee Engagement Today

January 2015 Gallup Report of 80,000 Employee Interviews

Employee Engagement at your Organization

According to the most recent Gallup study of studies of 192 organizations globally the breakdown of engaged employees is:

• Engaged – 32.5% (up from 30%)

• Not engaged – 51% (down from 52%)

• Actively disengaged – 16.5% (down from 18%)

Using the form below:

• In your best estimate, what percentage of your employees fall into each of the Gallup categories?

• What are you currently doing to attempt to bring the actively disengaged and not engaged categories into the engaged column?

• What are you currently doing to keep the engaged employees engaged?

• Write ideas from other participants – how can you improve each area in ways you hadn’t thought of?

| |Engaged |Not Engaged |Actively Disengaged |

|Gallup Study |32.5% |51% |16.5% |

| | | | |

|What % would you think| | | |

|each is at your | | | |

|company? | | | |

| | | | |

|Current actions – what| | | |

|are some examples of | | | |

|actions being taken to| | | |

|address each category | | | |

|of employee? | | | |

|Ideas from discussion | | | |

|– what are others | | | |

|doing that you can | | | |

|implement in your | | | |

|organization? | | | |

Business Case for Engagement

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____________________________________________________

“Stuff” vs. Engagement

| | | |

|Engagement is not about: | |Engagement is about: |

|Things | |People |

|Having the best of every amenity | |Relationships |

|Avoiding making tough decisions | |Alignment |

|Pleasing all the people all of the time | |Shared responsibility for creating business success and a great work |

|A ‘catch-phrase’ for all HR programs | |environment |

| | |Continuous communication |

| | |Opportunities for performers |

| | |Staff development |

Employee engagement is NOT a short-term program,

employee engagement is a culture!

Exercise: Discuss your assigned article and come up with:

• Key aspects of what you learned from reading the article and how you can apply it to your organization

• Be prepared to report back 3 - 5 ‘ah-ha’ or ‘I think I’ve heard that…’ information with examples of potential application

Use the chart below to note the report back information from each article

|It’s Not You, It’s me – The Bootstrapper’s Guide to Employee Engagement |Global Human Capital Trends 2015 (Deloitte) |

|(Kinexis) |Culture and Engagement (pages 35 – 39) |

|Global Human Capital Trends 2015 (Deloitte) |Why Engagement Happens in |

|Performance Management (pages 51 - 56) |Employees’ Hearts (Fast Company) |

Key Facts about Employee Engagement

|Statistic |Source |

|Job Gains and Losses are approaching 2000 levels |National Job Gains and Losses |

| |Andrew Van Dam, Renee Lightner |

|[pic] | |

| |Wall Street Journal, |

| |February 2015 |

|Job Openings and Hiring is on the rise; number of employees quitting is decreasing |Job Openings and Labor Turnover Survey |

|[pic] | |

| |Bureau of Labor Statistics |

| |January 2015 |

|[pic] |Human Capital Effectiveness Report |

| | |

| |PwC Saratoga |

| |2012 - 2013 |

| | |

| | |

|Employee Engagement Drivers: |What Drives Employee Engagement Survey of 1,500 |

|Satisfaction with immediate supervisor |global employees |

|Trust in senior leadership | |

|Pride in the organization |Dale Carnegie, 2012 |

| | |

|30% of your employees will be looking for a new job in 2015 |, 2015 |

| | |

|86% of employees will be looking for a new job in 2015 |Right Management Poll, 2015 |

|The #1 priority of 3,300 global leaders in 106 countries is employee engagement. |Global Human Capital Trends |

| | |

| |Deloitte, 2015 |

|Less than 40% of companies focus on employee engagement |2013 Survey: Creating a High Performance Work |

| |Environment |

| | |

| |SilkRoad Technologies |

| | |

|Engagement by the size of the organization |Employee Engagement Insights for US Business |

|[pic] |Leaders (2013) |

| | |

| |Gallup |

| | |

|Top ways to Foster Engagement: |2013 Survey: Creating a High Performance Work |

|Trust in Management |Environment |

|Career development | |

|Stimulating work environment |SilkRoad Technologies |

|Recognition and rewards | |

|Flexible work options (e.g., work from home) | |

|Learning opportunities | |

|Career advancement | |

|Salary | |

|Good benefits (medical, dental) | |

|Mentoring | |

|Diversified comp options (e.g., pay) | |

|Good pension and retirement plans | |

| | |

|Best way to build trust in management |2013 Employee Engagement Index Scores, Workforce|

|Show concern about the well-being of people |Trends Report (33,000 employees in 28 countries)|

|Demonstrate a high level of integrity | |

|Demonstrate competence |Kenexa |

|Disengaged managers are 3 times more likely to have disengaged employees |Driving Performance and Retention through |

| |Employee Engagement (2012) |

| | |

| |Corporate Leadership Council |

| | |

|Bad managers are creating active disengagement costing the U.S. an estimated $450 billion |2013 State of the American Workplace Report |

|to $550 billion annually. |(based on 25 million survey respondents) |

| | |

| |Gallup |

| | |

|35% of U.S. Workers said they’d willingly forgo a substantial pay raise in exchange for |2012 Employee Poll |

|seeing their direct supervisor fired. | |

| |Parade Magazine |

| | |

|Disengaged employees cost the U.S. Economy $370 billion annually. |Employee Engagement: Every Leader’s Imperative |

| |(May, 2013) |

| | |

| | |

| | |

|Highly engaged employees are 87% less likely to leave their companies than their |Driving Performance and Retention through |

|disengaged counterparts. |Employee Engagement (2012) |

| | |

|Employees with lower engagement are 4 times more likely to leave their jobs than those who|Corporate Leadership Council |

|are highly engaged | |

| | |

|Only 41% of employees felt that they know what their company stands for and what makes its|2013 State of the American Workplace Report |

|brand different from its competitors. |(based on 25 million survey respondents) |

| | |

| |Gallup |

| | |

|Engagement changes by level in the organization: |2013 Global Employee Engagement Research Update |

| | |

|Level |Blessing White |

|% engaged | |

|% disengaged | |

| | |

|Executive (VP and up) | |

|59 | |

|9 | |

| | |

|Director | |

|41 | |

|12 | |

| | |

|Team Ldr, PM, Tech | |

|39 | |

|14 | |

| | |

|Manager/Supervisor | |

|39 | |

|12 | |

| | |

|Consultant | |

|33 | |

|16 | |

| | |

|Specialist/Professional | |

|29 | |

|20 | |

| | |

|Admin/Clerical | |

|27 | |

|21 | |

| | |

| | |

|Organizations that are growing have 43% engaged employees vs. 13% engagement in |2013 State of the American Workplace Report |

|organizations that are letting employees go |(based on 25 million survey respondents) |

| | |

| |Gallup |

| | |

|Organizations driven by purpose and values outperformed comparison companies 6X. |Research by Jim Collins and Jerry Porras |

| | |

|Engagement levels are twice as high (54% vs. 25%) among those who say they are proud of |Global Statistics and Corporate Social |

|contributions their organization has made to the community |Responsibility Survey |

| | |

| |Dale Carnegie, 2012 |

| | |

|Engaged businesses have: |2013 Market Analysis, Trends and Provider |

|28% higher revenue per employee |Profiles |

|87% greater ability to hire the best people | |

|156% greater ability to develop great leaders |Bersin Talent |

|92% greater ability to respond to economic issues |Management Systems |

|114% greater ability to plan for the future | |

| | |

|28% less downsizing | |

|40% lower turnover of high performing employees | |

|17% lower overall voluntary turnover | |

| | |

What Does an Engaged Employee Look Like?

[pic]Where would you put yourself on the circles below? Where would your staff put themselves? Where would you put yourself?

|/ |/ |/ |/ |

| | | | |

|I’m not doing what I really like |I like some of what I’m doing, but|I like most aspects of my job; I |I love what I do. My skills are a|

|to do; I’m not sure I’m even good |doing a lot of things I don’t |believe I’m really skilled in most|perfect match for my position |

|at doing what I’m asked to do |particularly like doing; I’m not |of what I’m being asked to do | |

| |really leveraging my skills | | |

Engagement and Purpose Ideas

What are the ‘purpose-driven aspects of your organization?

• Do you support specific organizations or causes?

• Who selected those causes? The employees? Leadership?

• How are causes selected?

|Cause or organization supported |Who suggested the cause and who made the |What was the process for selecting this cause over the|

| |decision to support this cause? |other suggested causes? |

| | | |

| | | |

| | | |

| | | |

What ideas have you gotten from other participants?

Who are your Engagement Change Agents?

Using the pre-work you completed, identify those people in your organization that will support developing engagement (these are your Engagement Change Agents). These people are normally the decision makers for corporate change and improvement, i.e., CEO, CFO, EVP, VP, Director, and Department/Division Leaders.

Write the name or position of each Engagement Change Agent in the left-hand column then rate each one, low to high, on their:

• Understanding – how much do you think they understand the concept of engagement and what is required; how much education on engagement will they need?

• Influence – what is their influence on the organization? What is their level of ability to help you implement a culture of engagement?

|Name | |Low |

|1. |Our Leadership supports making changes necessary to have an engaged culture |1 |

|17. |We have an established structure for |1 |

| |collecting employee ideas for making | |

| |improvements to what we do | |

|Engagement Survey | | |

|Pulse Survey | | |

|Town Hall Meeting | | |

|1 on 1 Employee Meetings | | |

|Suggestion Boxes | | |

|Other | | |

|Other | | |

Engagement Survey

|Keys to an Engagement Survey |Notes |

|Listen and be prepared to act | |

|Feedback must lead to action | |

|Create complete project plan including: | |

|Methods for capturing feedback and ideas | |

|Action planning sessions | |

|Follow up strategy | |

|Recognize what you can and cannot change | |

| | |

| | |

|Partner with an Outside Firm | |

|Understand what’s important in a partner | |

|Select the right partner for you | |

|Recognize that you may not get it all | |

| | |

| | |

| | |

|Invest less in technology, more in solutions | |

|Use your Rank Order exercise to help determine your technology provider | |

|Could you use your own technology? | |

|Recognize that solutions don’t come from the technology | |

|What providers have you used? | |

| | |

| | |

| | |

| | |

|Create Committees and Sub Committees | |

|Equal mix of leadership and non-members of Leadership team | |

|Evaluate results of data | |

|Strengths | |

|Challenges | |

|Make recommendations | |

|Prioritize | |

|Present to Leadership | |

|Follow-up – make sure things get done! | |

|Recognize that you can’t do it all | |

|Active for 10 – 12 months | |

| | |

| | |

| | |

|Create a Communication Plan | |

|Commission a communication team to develop a plan | |

|Macro results to senior leadership | |

|Outline results for employee base | |

|Identify both strengths and challenges | |

|Communicate: | |

|Actions to be taken | |

|What will not be addressed (either this time or ever) | |

|Schedule multiple communications | |

|It’s not a one-time activity | |

|Use multiple venues – e-mail, e-zines, web page, social media, town hall meetings, team and | |

|individual meetings | |

| | |

|Adopt a Common Action Plan Template | |

|What does your action plan look like? | |

|Share action plans with | |

|Leadership team | |

|All employees | |

|Other departments | |

| | |

| | |

|Keep it Simple and Execute Flawlessly | |

|What are the consequences of under-delivering on your promise? | |

| | |

| | |

| | |

|Follow up | |

|What follow-up mechanisms have you used when collecting employee information? | |

|Who is responsible for follow-up? | |

|Best practices include: | |

|Assign follow-up to committees and sub-committees | |

|Identify accountabilities | |

|Schedule follow up activities on a regular basis – planning meetings, project reviews, | |

|updates | |

| | |

EM Systems International

You are the director of a 3-person HR department for EM Systems International (EMS). You were hired three months ago and are one of the first director-level employee not promoted from within.

EMS is a cell phone manufacturing, sales and service company located just outside of Denver, Colorado. EMS was started 28 years ago by Tracy Davis as a local distributor of pagers and cell phones. It has grown from its original 4 employees in Denver to over 600 employees including 8 offices in the US and Canada, and one office in Australia (opened only last year). The organization is made up of 15% management and 85% production, sales, and customer support.

Tracy, founder and original CEO, retired last year and the new CEO, Kathy, was promoted from her position as COO. Kathy has been with the company for fifteen years and has been considered the successor to the CEO position for the last two years. Where Tracy was very hands-on and seemingly involved in all decisions, Kathy is much more facilitative and manages from 30,000 feet.

Kathy, along with the Senior Leadership Team, is concerned about employee engagement as the company continues to grow and change. She has asked you to conduct an Engagement Survey with all employees globally. In order to prepare you for the project, Kathy shares this information:

Three years ago, in the midst of growth and reorganization, the leadership team sent out a survey to ask employees how they felt about the company and to help determine their engagement levels. Wanting to save money, the former CEO directed the IT department to develop an internal online survey to gather the information. The survey ran into multiple problems:

• A technical glitch 5 days into the survey period corrupted the data file and employees were asked to take the survey again

• An IT employee copied one of the negative comments from the survey and, thinking he was e-mailing it to a friend, copied the entire company

• Survey questions were often seen by the employees as leading and not addressing issues important to the employees

• The CEO reviewed the results and was surprised by the areas that scored low. He determined that the employees probably didn’t really understand the questions.

• As a result of the survey, a newsletter was developed to keep employees better informed and a vacation buy-back policy was implemented.

Kathy has given you full control of the project with a $35,000 budget which she expects to be used for the survey process (survey and follow up).

EMS Leadership Team

|Tracy |Tracy founded EMS 28 years ago and grew the company through his relentless pursuit of product development, unique sales |

|Former CEO |approaches, and exceptional customer service. Tracy was a hands-on CEO, asking to be involved in each initiative and often |

| |taking a lead role in major projects. Tracy retired last year and appointed Kathy as his replacement as CEO. |

|Kathy |Kathy started with EMS 15 years ago as a sales associate worked her way through the company in various departments and |

|Chief Executive Officer |divisions. She was instrumental in the acquisition of the Canadian company 5 years ago and was promoted to Chief |

|(CEO) |Operating Officer as a result. After three years as COO, Kathy was asked to be the successor to Tracy Davis, the |

| |outgoing CEO and founder of EMS. |

|Doug |New to the organization, Doug replaced Kathy as COO when she moved to the CEO position. Doug worked for a competitor |

|Chief Operations Officer |for 20 years prior to joining EMS and bringing an outsider into the company created some discord among the long-term |

| |staff. In the short time Doug has been with EMS, he has introduced several innovative procedures that have improved |

| |efficiencies. |

|Rebecca |Rebecca was promoted to the position of CFO three months ago. She worked in the department for 12 years prior to being |

|Chief Financial Officer |promoted. She earned her MBA prior to being promoted and but struggles with people skills. In her short time in the |

|(CFO) |position, Rebecca has implemented multiple cost savings processes and reduced DSO (day sales outstanding) by 5%. |

|Jacob |Jacob has been with the organization for 28 years. He started right out of high school as a clerk and worked his way |

|Director of Technology |through the ranks in different positions and by getting his education while working. Jacob has been the only director |

| |the IT department has ever had and likes to build systems internally rather than going to outside vendors. |

|Ashley |Ashley worked for a small Australian cell phone provider before joining EMS two years ago to open and manage its first |

|Office Manager, Australia |Australian office (which opened just last year). In less than a year, she has grown the office from 5 sales and service |

| |associates to 12 total employees with 30% in revenue growth. Although successful, her team feels isolated and distant |

| |from the rest of EMS. |

|Renee |Renee knows how to make money in this industry and the Canada BU always meets or exceeds its business plan. He is good |

|Regional Manager, Canada |with clients but has poor follow-through skills. Although a people manager, he struggles with holding team members |

| |accountable. His team almost always demonstrates high productivity and quality but outside observers say team members |

| |don’t make independent decisions without Renee’s input. |

EMS High Potential Employees

The people listed below are some of EMS’s high potential employees who have been recommended by their managers to work on the survey committee. All are employed at US offices unless otherwise noted.

|Aaron |Aaron was hired within the last 3 months and is seen as very capable. He is very effective as a sales rep but Aaron’s |

|(Sales Rep) |coworkers say he isn’t as focused on service after the sale. He likes to move from one opportunity to the other quickly.|

|Connor |Connor displays great work ethic and high productivity – he’s at work on time, socializes to a minimum, and meets |

|(IT Support) |deadlines on projects. Work / life balance is very important to Connor and he resists working beyond his schedule or |

| |weekends when needed. |

|Diane |Diane is a mid-level employee with 7 years of experience on the phones with EMS. She demonstrates a real loyalty to the |

|(Customer Service Phone |company and is an advocate during and outside of work. Diane champions volunteer efforts, social activities, and likes |

|Rep) |to work on committees when offered the opportunity. |

|Donna (Assembly Line Tech)|Donna is an employee with an outstanding attitude in the manufacturing department. She was hired only 6 months ago but |

| |her manager describes her as ‘a keeper’. Because she was hired from a different industry, she lacks technical expertise |

| |but seems to be willing to learn and develop. |

|Heather |Heather was hired right out of college after receiving her MBA and is working toward a doctorate in international |

|(Payroll) |finance. She has taken on leadership roles on project teams within her department and seems very effective, mostly |

| |through delegation. |

|Leslie |Leslie is incredibly talented technically and blessed with a natural ability to build rapport. She was hired from a |

|(Sales, Australia) |competitor where she led her business development team to double sales in 15 months and she is hoping to have the |

| |opportunity to lead a sales team with EMS Australia. |

|Mary |Mary has been with the organization for 15 years and just transferred from the Denver plant to the one in Boston. She is|

|(Manufacturing Quality |a solid performer and likes routine. She is seen as a no-nonsense person who is straight-forward and matter of fact. |

|Assurance) |Mary communicates with the least words possible |

|Rebecca |Rebecca has exceptional business and people skills and has been with the company even before the Canadian acquisition. |

|(Receptionist, Canada East |While at the front desk, she works on large-contract proposals for the sales department. She has exceptional writing and|

|Office) |presentation skills. |

This Employee Engagement Survey is provided to EM Systems International. All responses are based on a 5 point scale, 1 = Disagree Strongly and 5 = Agree Strongly. The benchmark is the compiled normative data for the top 25 companies in the industry with similar size and markets.

1. Link to High Performance

| |Employee Rating |Benchmark |

|I know what my organization is trying to achieve strategically |3.2 |3.8 |

|Management gets the best work out of everybody in the office |3.7 |3.9 |

|I am encouraged to learn and develop new skills |4.6 |3.9 |

2. It Starts at the Top

| |Employee Rating |Benchmark |

|People in our office always treat others with respect |4.1 |3.7 |

|Management is trusted |3.3 |4.1 |

|Management operates in accordance with the firm's overall |3.5 |3.9 |

|philosophy and values; they practices what they preach | | |

3. Engage First-line Leaders

| |Employee Rating |Benchmark |

|My manager is interested in my well being |4.2 |4.4 |

|Our managers have good people skills |3.7 |3.9 |

|I am a member of a well-functioning team |3.6 |3.9 |

Continued on next page

4. Communication

| |Employee Rating |Benchmark |

|I am informed about what is happening at this organization |3.1 |3.6 |

|Communication between the office’s management and people at my |3.2 |3.8 |

|level is very good | | |

|I feel comfortable talking to my superiors about any concerns I |2.6 |4.1 |

|might have about my work | | |

5. Individualize Engagement

| |Employee Rating |Benchmark |

|Staff diversity is respected; employees of different backgrounds |3.9 |4.0 |

|and personalities are valued | | |

|Promotions at my company are based on capability, and not tenure |3.4 |3.1 |

|I would like to be working for this organization one year from |4.1 |3.9 |

|today | | |

6. Create a Motivational Culture

| |Employee Rating |Benchmark |

|There are real opportunities here for meaningful career and |3.3 |3.7 |

|professional advancement | | |

|We have high quality training opportunities to improve skills |3.2 |2.9 |

|I have the freedom to make the necessary decisions to do my work |3.0 |3.8 |

|properly | | |

7. Create Feedback Mechanisms

| |Employee Rating |Benchmark |

|In the last seven days, I have received recognition or praise for|4.0 |4.1 |

|doing good work | | |

|I am actively encouraged to volunteer new ideas and make |2.8 |3.8 |

|suggestions for improvement of our business | | |

|Management meets with employees often enough |4.3 |3.9 |

Continued on next page

8. Reinforce and Reward the Right Behaviors

| |Employee Rating |Benchmark |

|Considering my contribution, I think I am fairly paid compared to|2.7 |2.9 |

|others in the office | | |

|Considering the office as a whole, the compensation system is |3.8 |4.0 |

|managed equitably and fairly | | |

|Our benefits are at least as good as our competitors |2.8 |3.1 |

9. Track and Communicate Progress and Success

| |Employee Rating |Benchmark |

|We regularly discuss our progress toward our goals and objectives|4.1 |4.2 |

|We regularly discuss the results of client satisfaction feedback |3.1 |3.9 |

|In the past 6 months, someone has talked to me about my progress |3.0 |4.0 |

10. Hire and Promote the Right Behaviors and Traits for Your Culture

| |Employee Rating |Benchmark |

|People are promoted here for what they know, not who they know |3.3 |3.9 |

|My manager displays the behaviors and traits that are consistent |2.9 |4.1 |

|with the company’s values | | |

|When my manager hires someone for our team, he/she seeks my input|3.1 |3.8 |

Note: Benchmark information on this exercise do not actual benchmark data

Survey Partners

Add any other categories that might be important to your organization. If you could only have 5 from the list of categories below, what would they be? Which from the entire list are least important? Mark the 5 ‘must haves’ from the list to help you determine a vendor.

|Category |Description |Rank | |

|Confidentiality |Our staff needs to know that their answers are truly anonymous and will be | | |

| |held in strictest confidence | | |

|Cost of survey process |We have a limited budget for completing the engagement survey | | |

|Credibility of partner |We need to use a well-known survey provider like a Gallup or Towers Watson | | |

|Customizable |We have specific needs and can’t use an out of the box | | |

|Filter options |We want to be able to drill down into multiple levels of employee data (by | | |

| |department, location, manager, etc.) | | |

|Flexibility |Our time frame is in flux – we need the survey provider to be able to kick off| | |

| |the survey at a moment’s notice | | |

|Global |We need to deliver this survey in multiple offices across multiple countries | | |

|Guidance during process |We know very little about conducting a survey and need my provider to give me | | |

| |specific guidance | | |

|Languages |We need to deliver this survey in multiple languages | | |

|Normative data (industry) |We want to see normative data that is specific to our industry | | |

|Normative data (size) |We want to compare our data to companies of our size (no matter what the | | |

| |industry) | | |

|Online survey option |Our survey must be done online in a secure environment | | |

|Paper survey option |Some of our employees are remote without access to a computer – they will need| | |

| |a paper version of the survey | | |

|Presentation of material |We want our survey provider to deliver the initial results to our leadership | | |

| |team | | |

|Quick turnaround |We need to have a quick turn-around from start of survey to finish | | |

|Reporting |We want reports that are easy to read while being thorough | | |

|Services |We want a provider that offers services after the survey such as consulting | | |

| |and training | | |

|Other | | | |

|Other | | | |

Communication Plan Template

|Communication |

|Date: | | | | | | | |

|Metric Area |  |Opportunity Identified |  |Specific Action |Results Expected |Responsible Person |Timetable |

|  |  |  |  |  |  |  |  |

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|  |  |  |  |  |  |  |  |

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|  |  |  |  |  |  |  |  |

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|  |  |  |  |  |  |  |  |

|Note in this space any incentives associated with accomplishment of particular opportunities and related actions or any overall incentives: |

Pulse Surveys

A pulse survey is basically a mini-engagement survey

• Part of the follow up to focus on specific actions

• Keeps communication alive

• Can be done more often than a full survey

o Full survey – 18 – 24 months

o Pulse survey – every 6 months

• Keeps action committees active and focused

• Before, during, after

A pulse survey should not replace a full engagement survey.

Town Hall Meetings

– Benefits of a Town Hall Meeting

• Hold audience attention better than any other form of communication

– Must be a dialog, not a monolog

• Keep the intro short and the Q&A long

• Avoid scripting

– Best practices

• Have employees send in questions (anonymously) beforehand and during

• Presenter must be prepared - intro, answers, reactions, conclusion

• Assign a note-taker – scribe questions, answers, and actions

• Say ‘Thank you’ – employees want to be acknowledged

• Follow-up, follow-up, follow-up

Guidelines for Successful Town Hall Meetings

|Understand objectives |A town hall is usually a call to action around something that isn’t going right. Make sure that the leaders that are involved come to|

| |do more listening than speaking. Employees want to hear less of the pre-packaged speeches and more of their concerns and how leaders |

| |will address them. |

| | |

| |Management has to be prepared and dedicated to see employee concerns through to a successful resolution. Be poised to deliver results|

| |after the meeting to show your dedication to the town hall process and the people that make your business a success every day. |

|Set expectations |Be sure to have employees and managers sitting together preferably at a round table to foster open discussion. Managers should not be|

| |at a dais table, a podium or anything else elevated that gives the impression of hierarchy. When managers and employees are seated |

| |together it gives the impression that the playing field is leveled. You want to mitigate intimidation both perceived and actual. |

|Create ground rules |The beauty of a town hall is the serendipity of the conversation and sharing. However, there is usually one person that will spoil it|

| |for the bunch by making it a personal therapy session or being inappropriate in their address to senior management. |

| | |

| |Ground rules ensures that all involved parties understand that they have an opportunity to be heard, but it must be done in a |

| |respectful, responsible and reasonable manner. |

|Safe environment |It is extremely important that your employees, managers and supervisors understand that retaliation against an employee for speaking |

| |up during a town hall no matter how damaging the statement will not be tolerated. |

| | |

| |It is important that employees feel safe and empowered to speak up during the town hall. If they feel like their job will be on the |

| |line or some other adverse action will be taken - it will prevent them from being candid. |

Adapted from: Recruitment News, Janine Truitt

Employee Development Plan

Three Circles

An engaged employee is aligned in 3 areas of his or her job function:

• How much he or she likes the job

• How good at the position he or she is

• If the job function is valued or needed by the organization

Each circle in the diagrams below represent one of those areas. On the far left, the three areas are not aligned at all (illustrating low or no engagement) and on the far right, all 3 overlap completely to illustrate highly engaged.

Looking at the circles and descriptions, check the box that best describes you at this time in your career.

|1 |2 |3 |4 |5 |

|[pic] |[pic] |[pic] |[pic] |[pic] |

|I’m not doing what I really like to |I like some of what I’m doing, |I like most aspects of my job; I|I really like what I do, and |I love what I do. My skills |

|do; I’m not sure I’m even good at |but doing a lot of things I don’t|believe I’m really skilled in |believe I’m really good at my |are a perfect match for this |

|doing what I’m asked to do. |particularly like doing; I’m not |most of what I’m being asked to |job as it maximizes my skills. |position. |

| |really leveraging my skills |do. | | |

|( I feel this describes me at this |( I feel this describes me at |( I feel this describes me at |( I feel this describes me at |( I feel this describes me at |

|time |this time |this time |this time |this time |

Strengths and Opportunity area

Describe the employee’s strengths and opportunity areas. Be as specific as possible, including examples.

|Strength Areas | |Opportunity Areas |

| | | |

Employee Development Plan

Looking Back – Goals and Accomplishments Against Goals

Summarize performance and progress made on goals/metrics established in the beginning of the review period.

| |Review Period Goals |Accomplishments Against Goals |

|1 | | |

|2 | | |

|3 | | |

|4 | | |

|5 | | |

|6 | | |

|7 | | |

|8 | | |

|9 | | |

|10 | | |

Looking Ahead - Goals for Next Review Period

List 5-6 high-impact goals to be achieved in the upcoming review period. Link each goal to one or more of the company’s strategic priorities

| |Goals and Measures |This links to which of the company’s |Completion Date |

| | |strategic priorities? | |

|1 | | | |

|2 | | | |

|3 | | | |

|4 | | | |

|5 | | | |

|6 | | | |

|7 | | | |

|8 | | | |

|9 | | | |

|10 | | | |

Succession Planning

Identify at least one successor for his/her position, evaluate readiness of each person, and list actions that will be taken to

|Successor |Readiness (check one) |Action Plan |

| |Ready now | |

| |Ready in 6 months | |

| |Ready in 1 year or more | |

| |Ready now | |

| |Ready in 6 months | |

| |Ready in 1 year or more | |

| |Ready now | |

| |Ready in 6 months | |

| |Ready in 1 year or more | |

Overview

In every employment life cycle the employee is on-boarded (in some way), acclimates and, we hope, excels at the job, and at one point leaves the company (whether it’s through retirement or moving to a different organization).

Exit Interview

The most common interview during the life cycle (after the hiring interviews) is called the exit interview – a questionnaire or discussion about what the employee liked and disliked about the company, job, and/or manager. The exit interview is typically done at the end of employment and serves to validate strengths of the organization and find patterns to areas that need improvement. Its’ one fault is that it’s done after the employee has elected to leave the company.

Exit interviews can be conducted by the employee’s manager, human resources, or by sending the document directly to the employee (including through an online survey tool). One on one discussions with the employee can result in a more thorough understanding of the employee’s answers while answers on paper or online may provide more candid responses.

The exit interview document in this file includes:

• Sample letter to employee introducing the questions

• Exit interview questions in survey format for ease of completion and return

Stay Interview

A stay interview is a structured discussion with individual employees to determine many of the same things an exit interview would determine, but with retention in mind. Intent to say reaches a low point after 3 years with an organization. It’s at this time that an employee is vulnerable to outside offers and begins to see the ‘grass as greener’ elsewhere. By conducting a stay interview, managers and human resources can help the employee see the ‘green’ within the current organization and reinforce the aspects of the business that are attractive. At the same time, the stay interview reveals areas of the organization or manager that could be improved.

Ideally the stay Interview is conducted by the employee’s direct manager to help determine immediate needs. It should be an open discussion about current state and the future – how can things be better? A trusting relationship is required in order for an employee to share areas in which the manager can improve. If information is more forth-coming in an anonymous environment, an HR representative might want to conduct the interviews and compile the results. It can also be created as an online pulse survey that is easy to use and administer.

Stay Interview Questions

Gauging employee interest in the company and the job is important to helping to ensure retention. “Stay interview” questions provide insight to how employees are feeling and what a supervisor can do to help the employee feel valuable and continue to grow.

|What about your job makes you jump out of bed in the morning? |

|What makes you hit the snooze button? |

|What aspects of your job do you like the most and the least? |

|What would make you leave (our company) for another job? |

|Do you get enough recognition? |

|What kind of recognition would be meaningful for you? |

|Are we allowing you to reach your maximum potential? |

|How can the company help you be more successful in your job? |

|If there are three things we can change around here that would help you and others realize your potential, what would they be? |

|If you were to win the lottery and resign, what would you miss the most? |

|What would be the one thing that, if it changed in your current role, would make you consider moving on? |

|What is something new you would like to learn this year? |

Innovation Boxes

Create an Suggestion / Innovation Committee

• All levels of employees

• Rotating membership

Set very clear guidelines of what is an acceptable idea

• This is a learning activity – people need direction and feedback

Evaluate all ideas – send the best up the ladder

Communicate results

Day 1

Action Plan

[pic]

Day 1 Action Plan

1. What are the key business drivers of engagement you want to share with your senior leadership to help them understand the benefits of implementing an engagement culture?

• What specifically did you talk about?

• What went well?

• What are your challenges?

| |

2. From our discussion of Purpose, what are 3 ideas that might help your organization improve its focus on purpose? Review your notes on what others have done and be prepared to ask individuals for more clarification.

| |

Day 1 Action Plan

3. Based on your Engagement Organization Evaluation, what are 3 – 5 areas that, if improved, would increase your engagement levels? In the right-hand column, write actions you could take to begin the improvement process.

|Improvement Area |Actions to Make Improvements |

| | |

| | |

| | |

4. Think about the key EA you listed in your workbook. Create a strategy for each that will help you to influence them to support the engagement culture.

|EA |Strategy |

| | |

| | |

| | |

Day 1 Action Plan

5. Discuss with your leadership team the benefits of gathering employee input.

a. Use your notes on the pros and cons of each type of tool

b. Determine what type of tool might be best for your organization and why

|Tool |Pros and Cons |Why is this tool appropriate for your organization? |

| | | |

| | | |

| | | |

| | | |

| | | |

| | | |

| | | |

| | | |

| | | |

| | | |

• Create a plan to implement at least one tool to gather information from your employee

| |

Day 2

Pre-work

[pic]

Prework for Day 2

1. Create four lists of ‘reasons why’:

• Why do you think people work for your organization or would want to work for the organization?

• Ask several senior leaders why they think employees work for your organization.

• Ask at least 5 employees why they work for the organization.

• What are 3 – 5 reasons that your customers buy from your organization

Prework for Day 2 (continued)

2. Identify how your organization uses social media

• Does the organization encourage using social media? If no, why not? If yes, how is it encouraged?

• Does your organization have a social media policy? If yes, can you bring a copy?

3. Innovation is taking a current product, process, or service and making it better. Based on that definition:

• Look at products and services that you use on a daily basis – what are 2 – 3 innovations that you’ve seen in products you use? How have these products and services been improved?

|[pic] | |[pic] |

• What are 2 - 3 innovations that have occurred inside your organization and/or industry?

| |

3. Think about what changes you’ve been part of:

|Change |What went well? |What would you do differently? |

|Personal change | | |

|Organizational change | | |

|(you delivered) | | |

|Organizational change | | |

|(you received) | | |

-----------------------

[pic]

Please notify your facilitator(s) if you are unable to attend a particular day

Company Performance

Employee Potential

Employee Engagement

Highly engaged employees are:

• 480% more committed to helping their company succeed

• 370% more likely to recommend their company as an employer

• 250% more likely to recommend improvements

2015 Disengagement

67.5%

Actively Disengaged

16.5%

Engaged

32.5%

2.5% Increase since 2013

Disengaged

51%

Creating the Best Team

• 8 – 16 members

• Equal mix of Leadership team and others

• Volunteers and high performers

• Seek fresh eyes

|Name | |

|Title | |

|Salary Grade | |

|Office/Dept. | |

|Supervisor | |

|Review Period |From: | |To: | |

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