Employee Survey Data, Check..Now What?

January 4th, 2012

 

By Cathy Missildine-Martin, Intellectual Capital Consulting, Guest Blogger

Many companies conduct annual employee surveys. The data comes in and is reported on and then we wait for the next year for the next results. The results come in for year 2 and they are exactly the same or in some cases scores have gone down.

This begs the question, what can you do with employee survey data?

Here are some best practices we have used with our clients over the years:

1) As soon as possible communicate high level survey results back to employees. If you have decided on actions that will be taken as a result of the survey scores, then give your employees an overview of those actions. If not, let your employees know more communication will follow when those decisions are made.

2) Make sure you understand which questions (categories) impact employee satisfaction. If your survey has 30+ questions, you need to know which ones impact satisfaction and which ones do not. A regression will get to this information and will prioritize where you need to spend your time and resources.

3) Sometimes, follow up is required to understand what is needed to make scores change. For example, if you score low on internal communications, you need to get to the “why” and the “how to improve.” This data is hard to get to in a survey format so follow up is required.

4) Action planning is a must. Period. If you don’t spend time by department on how you are going to move scores or sustain good scores, then you surveyed your employees for nothing. Make sure managers are debriefed on their own scores and action plan on them as well.

5) Make sure managers are held accountable for their scores. What measured gets done. If survey scores are not tied to manager’s performance it is highly unlikely that anything will change.

6) Use the data. Employee satisfaction data is a very important data set. It can be analyzed with other data to uncover valuable insight. For example, correlating employee satisfaction data with performance scores and turnover can tell you if you are at risk for losing your highly engaged and high performers. Wouldn’t that be nice to know?

Bottom line, don’t just survey your employees and do nothing with the data. It is a valuable data set especially if acted upon.

What are your best practices when it comes to survey data?

______________

Cathy Missildine-Martin
Co-Founder, SVP of Sales & Marketing
Intellectual Capital Consulting, Inc.
cathymartin@intellectual-capital.net
www.intellectual-capital.net
(678) 797-5331

Best of WOW! Bytes of Wisdom 2011

December 19th, 2011

 

WOW! Bytes of Wisdom has been busy this year providing subscribers key bits of “wisdom” from the talent-development industry.  To end the year, the following are the Best of WOWs! 2011 Blogs.

 

Keep Your Best Employee From Jumping Ship

Jan. 27, 2011

A recent article by Fortune contributor Jena McGregor, How To Keep Your Star Employees, reinforces a widespread problem: Some of our best employees are ready to jump ship.  She cites four retention strategies used by top companies to combat this challenge.

 

Get Onboard and Go Beyond

Jan. 5, 2011

If you make only one business goal this year, it should be to focus on keeping your top talent.  It’s a challenge many businesses don’t think about until it’s too late, but this could be the year that turnover stalls your business.

 

Talent Management Trends: Are You Onboard or Drifting?

Feb. 1, 2011

How often have you heard a business executive brag that “our people are our most important asset”?   Sounds good, but how many companies actually work strategically to enhance that asset?  A recent post on The Daily Recruiter reviewed emerging trends in “talent management,” the process of attracting, developing and retaining skilled employees.  The article suggests several important strategies.

 

Managing Talent Is a Priority

May 17, 2011

Key findings from global consulting firm PwC’s 14th Annual Global CEO Survey show that talent is a top priority for CEOs, moving up from third last year.. The results, reported in a Talent Management article, is great news for the economy.  “The ‘war for talent’ is not just a numbers game — it means finding, retaining and motivating employees whose skills fit the company’s strategy,” said Ed Boswell, U.S. Advisory People and Change practice leader at PwC.

 

The War for Talent Crosses the Ocean

June 22, 2011

The problem is global.  Whether they are seeking talent in the United States, Asia, South America or Europe “employers are being inundated with unsuitable candidates and struggling to fill vacancies, and talented individuals are staying put, concluding that the grass is greener on their own side of the fence in these volatile economic times,” according to a June 16 article in Talent Magazine.

 

Global Talent Challenges – Are you stumbling or doing it right? (Part 1 and 2)

June 8-9, 2011

Recruiting executives from diverse cultures is essential for success in today’s global economy.   It’s also a considerable challenge.  Do it right, and the company benefits from the diversity.  Do it badly, and the company stumbles and misses opportunities.  According to the Manpower’s 2010 Global Talent Shortage Survey, nearly a third of employers worldwide have difficulty filling positions because of a lack of suitable talent.  In EMEA countries, the number is 23 percent; 41 percent in Asia Pacific; and 34 percent in the Americas.

 

How to Successfully Relocate Employees

Sept. 28, 2011

By Jill Heineck, Focus Relocation, Guest Blogger, and WOW! strategic partner

Relocation has become an important tool in advancing corporate strategies.   But people are not chess pieces.  Even the “right” move for someone can produce negative consequences.  The risks are even higher in companies that don’t already practice careful management of individuals’ careers, from onboarding to retirement.

 

Innovative Ideas to Add Pizzazz to Your Onboarding Initiatives

Oct. 26, 2011

I was reviewing articles for this week’s blog and came across one that identified high-impact, low-cost ideas that can add pizzazz to your current onboarding initiatives.  These are perfect for smaller organizations nimble enough to get creative and engage stakeholders.  For larger organizations, these may prompt you to tweak existing initiatives.

 

Onboarding ROI: Metrics for Measuring the True Value

Oct. 3, 2011

By Kyle Lagunas, HR Analyst with Software Advice, Guest Blogger

As business leaders look for the best ways to maximize the ROI of their workforce, the onboarding process is often overlooked.  For many, onboarding is reduced to a mere checklist of tasks to be completed and forms to be submitted.  What these organizations fail to understand is that an employee who experiences a smoother onboarding process will be more connected to the organization, better trained and quicker to produce.

We look forward to sharing more insights in 2012 and invite you and your colleagues to subscribe to our blog or become a Guest Blogger.

Learning and Development Trends for 2012

December 7th, 2011

 

In the October issue of Chief Learning Office Magazine, Tamara Elkins CLO and VP of Learning and Development at Qualcomm, interviewed Yum! Brands’ Rob Lauber.  In the interview Rob talks about two of the biggest trends in the learning industry.  Read more to hear what Rob has to say…

Globoforce Workforce Mood Tracker™ The September 2011 Report, identified five trends around employee retention and recognition that include:  (Download this report.)

  1. More employees dissatisfied and seeking new jobs despite challenging job market
  2. Employees still haven’t found what they are looking for – more recognition
  3. Employees seek changes to their recognition programs
  4. Improving recognition alone isn’t enough.
  5. What’s in it for employers? More productive employees

We are in total agreement that these trends are key in our industry.   What trends are you seeing?  Share your insights with us.

 

 

 

Globility 2012

November 30th, 2011

 

By Jill Heineck, Focus Relocation, Guest Blogger

Despite the state of the economy, global companies still need to plan for growth. In addition to the usual growth plans, mobilizing the right talent plays a big role in an org’s success.

One path to a success globility program is to make it a company mission to connect HR’s efforts of pre-boarding, onboarding and post-boarding (beyondboarding™) with mobility. Take a proactive approach by looking the 2012 goals across the organization, and consider the talent that is required to meet those goals. This, in addition to an objective review of the current mobility strategy, to see if what is currently in place will support future objectives.

A majority of the time, the mobility strategy needs tweaking, in several areas. One may be the policy(s). Another may be the way in which pre-decision is conducted when identifying talent you’d like to mobilize. What happens during the process? Is there an onboarding communication plan in place? What happens in the first 90 days? These are areas that do not get the attention they deserve in order to protect both the financial and talent investment in across an organization.

______

Jill Heineck, CRP l Chief Relocation Officer
Phone: 877.550.RELO
jill@focusrelocationllc.com
www.FocusRelocationLLC.com
Twitter: @jheineck

Give Thanks to Your Employees

November 15th, 2011

 

The job market is tight, so are corporate budgets.  That’s even more reason to recognize the contributions of employees and to consider creative ways to motivate them.

 

Although money is important to employees, management specialist Bob Nelson rightly points out that “what tends to motivate them to perform — and perform at higher levels — is the thoughtful, personal kind of recognition that signifies true appreciation for a job well done.”  Recognition doesn’t need to be expensive.  In fact, according to Nelson, some of the most effective forms cost nothing at all.  He gives a generous bundle of examples in “1001 Ways to Reward Employees” (Workman Publishing, 1994).  Here’s a sampling of some of his ideas along with a few of our own:

Gifts create a lasting reminder of your appreciation.

It’s easy to give employees cash, but the money is quickly spent and the reason for the recognition easily forgotten. Consider the following instead:

  • Give simple, unexpected gifts of time to make the person feel special.
  • Appliances and consumer electronic products are always welcome, especially when the item is in its early stages of market acceptance.
  • Award gift certificates for food, books, clothes or music.
  • Allow the employee to choose any item of a given value from a merchandise catalog.
  • Give new responsibilities to a team member who has demonstrated the ability to handle the work.

Make formal awards a part of your culture.

  • Establish company awards for whatever behavior you want to encourage: best attendance, highest quality, exemplary customer service.  Then hold a ceremony in which top-level executives publicly present these awards.
  • Create a trophy that moves from one high-performing department or person to the next.  You can ask the current holder help decide who gets it next.
  • Recommend the team member for an applicable company recognition award.

A simple “thank you” costs nothing.

A sincere word of thanks from the right person at the right time can mean more to an employee than a raise, a formal award or a whole wall of certificates and plaques.

  • Send handwritten letters of appreciation.
  • Post a thank-you note on an employee’s door.
  • Call employees into your office just to say thank you.  Don’t discuss any other issue.
  • Have the company president or a high-level manager phone employees to thank them for a job well done.
  • Pre-print “ABCD” (Above and Beyond the Call of Duty) cards and encourage managers and fellow employees to award them to deserving colleagues.
  • In team meetings, encourage members to recognize each other’s positive contributions.
  • Hold surprise team meetings to recognize outstanding work.

Low-cost gestures can “create a story.”

Your recognition will have a stronger impact when it creates a story that the employee can tell family, friends and associates for years to come.

  • Recognize hard work by arranging for the employee’s car to be washed in the parking lot.  Or pay for a housecleaning service for the employee’s home.
  • Rent a sports car for the employee to drive for a week.
  • Arrange for a photo session with the company president.

Food is always in good taste.

Food appeals to the senses and creates a festive atmosphere when shared with family or colleagues.

  • Deliver a fruit basket, frozen steaks or a batch of chocolate chip cookies.
  • Hold a team lunch at a restaurant or in the office to celebrate a team achievement.
  • Personalize the label on a wine bottle with a message of thanks to the recipient.
  • Treat employees to a pizza lunch or a giant hero sandwich.
  • Surprise a top-performing department with a champagne picnic at a local park.

Time off is universally appreciated.

Whether it is a free afternoon or a six-month sabbatical, this form of recognition is universally welcome.

  • Provide an extra break.
  • Allow a two-hour lunch (and pay for dessert).
  • Grant a long weekend after a particularly demanding period of work.

There are three powerful motivators in business: helping people improve their skills, involving them in decisions that affect their work, and recognizing their efforts and achievement.  Recognition, done well, may be the most effective.

Global Management Curriculum Has Executive Buy-in

November 9th, 2011

 

WOW! transformations gets results. Here’s a case study that shows how we worked with a global chemical company to leverage the millions it spends on the personal and professional development of company managers. This nine-month global training initiative, which includes 11 classroom days, is the core of that investment.

Client: Global Chemical Company

Assignment: A specialty chemicals company partnered with WOW! transformations to create a first-level people manager, management-development curriculum that would enhance its reputation as an innovative organization and attract and retain the right talent.

Strategy Used: WOW! transformations divided this project into four segments:

  1. Identify the skills and competencies required to achieve the stated objectives.
  2. Create the curriculum-flow documents and templates while selecting and managing the vendor-partners involved in the project.
  3. Evaluate the results of the pilot and launch the finished curricula.
  4. Revisit the content as additional countries are rolled-out and adjust the content to adapt to the learning styles and needs of the target audiences, as well as the changes happening within the organization.

Initiative Goals:

  • Increase the manager’s awareness regarding role and responsibilities
  • Enhance management skills and competencies
  • Develop people who develop others
  • Improve levels of employee satisfaction regarding professional and career development
  • Influence the culture of engagement, collaboration and clarity
  • Clarify management processes, policies, and procedures
  • Develop consistent behaviors (coaching, development planning, PIP, etc.) that link specific organizational processes, such as Performance Management

Tactics: Working with partner-vendors as subject matter experts (SME’s) and curricula designers, WOW! transformations managed the creation of a nine-month, global management development initiative that takes a blended learning approach: Classroom training, e-learning, peer coaching and self-study. The curriculum focused on developing critical management skill, behaviors and competencies.

The Results: The global learning curriculum was successfully created, tested and launched. The organization is reaping the benefits of consistent management skills, tools and competencies across the organization.

To date the following statistics are available:

  • The program has launched in North America, Europe and Asia.
  • Ten trainers world-wide are facilitating the series.
  • More than 230 managers have successfully completed the program since 2008.
  • More than 160 additional managers are scheduled to complete the program in 2012.
  • The program is now mandatory for all new managers.
  • The organization is seeing common management practices and language across all lines of business.

To optimize the return on your talent development get results contact WOW! transformations.

Why Do You Need a Communication Strategy?

November 2nd, 2011

 

By Cindy Miller

Cindy Miller is the director of communications for WOW! transformations. WOW! considers a communications strategy an essential first step for its clients. To learn more about our approach, click here.

 

“Let’s send out a press release.” “We should start a Facebook page.” “Do you think we should be on Twitter?”

These are all good ideas — perhaps.

Too many companies start with a to-do list when it comes to communicating its news and messages. But starting with tactics overlooks a critical step in corporate communications: the Communications Strategy.

Creating a strategy can raise the probability that what you’re saying is actually being heard by the right people. What do you want to say about your company? (Key messages) Who do you want to say it to? (Target audiences) How do they prefer to receive information? (Tactics)

A communications strategy — and a full-blown document explaining it — will benefit your company’s bottom line in numerous ways, including:

It will serve as a guiding document for all levels of company employees. Today, everybody in your company is your spokesperson. Consistent messaging must go beyond the executive level and be understood by virtually every employee.

It can link remote locations of your company. Global companies can’t rely on one department to manage a corporate message. A clear document outlining your communications strategy can drive communications around the world, and provide a baseline for adaptations for different cultures.

It can increase employee engagement. It’s no longer a world of “internal” and “external” communications, and for good reason. Smart companies know that employees are a critical target audience, and conveying key messages to them is an important way to increase their connection to the success of the business.

It can support your beyondboarding™ initiatives.  Today’s organizations are creating a company culture that nurtures employees from selection to onboarding and throughout their career.  Consistency in messaging is critical especially during the selection and onboarding processes as this is way to ensure you are getting the right talent, into the right company, for the right job.

To start before you have a strategy is time wasted. In today’s world of over-communication — think social media, community publications, traditional newspapers, magazines, industry publications, websites, intranets — you have to be strategic to be heard over the chatter.

 

Innovative Ideas to Add Pizzazz to Your Onboarding Initiatives

October 26th, 2011

 

I was reviewing articles for this week’s blog and came across one that identified high-impact, low-cost ideas that can add pizzazz to your current onboarding initiatives.  These are perfect for smaller organizations nimble enough to get creative and engage stakeholders.  For larger organizations, these may prompt you to tweak existing initiatives.

1. Give a welcome gift.
As soon as the offer is accepted and the start date confirmed, send a “welcome aboard” gift to your new employee. Examples include a T-shirt or other promotional item, or simply a personal note from your executive director, hiring supervisor or the entire team.

2. Create a new-employee survey.
Consider sending a new-employee survey with questions designed to get to know the new employee better. For example, a survey called, “All About Me!” can ask about favorite foods, interests, hobbies, activities, pets and sports — as well as questions about what motivates them and how they would like to be rewarded and recognized for success. Survey questions can be customized, and the responses provide ideas that strengthen the onboarding plan design.

3. Develop the onboarding plan in collaboration with the new employee.
Use information from the survey to plan a thoughtful, welcoming first day that includes their favorite foods (for first-day lunch) and provides insight to personalize their integration, both formal and informal, into the company during the first days and weeks. Develop the schedule and present it to the new employee on the first day for input. Ensure the plan corresponds with the flow of activities and meetings and extends beyond the first few days, weeks and months. Include conferences and other learning opportunities.

4. Rethink the orientation handbook.
There is nothing more uninspiring than reading a manual. Consider creating a “live handbook” that includes a video or audio message from your executive director or CEO, as well as other information presented by various members of the staff. Include a video tour of the company, testimonials from clients and other information accessible on a portal for easy access and reference. These can easily be created with a hand-held video camera.

5. Develop engaging onboarding activities.
A “must do” for a new executive directors and a powerful “should do” for staff at any level is to attend all or part of a board meeting. Most board members like to meet new staff, and the new person likewise can familiarize herself with the organization’s leaders.  Another great way to get to know other employees or team members is to participate in a local volunteer community activity.  Not only is this a fun way to get to know other people within the organization, it also provides insight to the new employee on how the organization gives back to the community.

6. Create a cross-generational mentor or buddy system.
Many organizations use this idea to help new employees integrate into the organization.  Make it even more interesting by taking advantage of the various generations in your organization and pair up buddies who can learn from each other in a variety of different ways.  Pair a Gen-Y with a Baby Boomer or Millennial with a Gen-Xer.  This creates not only a wonderful opportunity for interaction but will stimulate new and innovative ways to share knowledge and information.

WOW! transformations strives to provide innovative ideas around beyondboarding™ initiatives, so check back often to learn how you can continue to impact your talent development investment.

 

SOURCE: Patricia Duarte, Decision Insight Inc., Boston, October 12, 2009  http://www.workforce.com/archive/feature/26/91/28/index.php

Using Innovative Technologies for Learning and Reinforcement

October 17th, 2011

The following case study emphasizes the work WOW! transformations and our new strategic partner Hildebrand Creative can provide our prospective clients and current customers, using our combined talents…

 

Client:  Internal Law Firm

Assignment: An international law firm was in the process of creating a Customer Service training course for legal secretaries and other key administrative staff members.  This course was to be delivered during a series of Customer Service training sessions.  They asked several vendors to conduct a 30-minute presentation to showcase their approach to developing and delivering training that would focus on the knowledge, skills and competencies the participants would need to excel in when servicing internal and external customers.

Strategy Used: Hildebrand Creative partnered with WOW! transformations to leverage the core competencies of both companies: For Hildebrand, video and interactive games; for WOW! transformations, classroom facilitated learning and development. The two companies produce a 30-minute interactive and engaging learning experience.

Tactics: WOW! transformation designed and developed the flow and content of the 30-minute presentation, as well as created the classroom materials and PowerPoint presentation.  Hildebrand facilitated the session on-site and WOW! facilitated via Skype. The companies created a customized game to use in the presentation and Hildebrand filmed, edited and produced a short video during the session to capture the audience’s comments and key learnings.  This video was shown at the end of the presentation to give the law firm a sense of how video could be incorporated in the classroom learning and used to sell the experience, capture best practices, and reinforce learning after the classroom experience.

The Results: During the 30-minute demo the audience was engaged and involved in the learning.  They were wowed by video capabilities, the proposed content and learning methodologies. As a result of this collaboration, WOW! and Hildebrand have forged a strong strategic alliance combining our capabilities.

Ignite Your 2012 Talent Development Strategy by Planning Today

October 13th, 2011

 

There’s nothing like the gift of time to truly focus on strategy. As we approach the end of 2011, smart companies are looking ahead to 2012 to find ways to invest in their talent development.

 

Training and development programs are evolving with new technology, learning techniques and mobility strategies. Conferences provide a great setting for not only connecting/networking but more importantly, learning how best to invest in your people to boost your bottom line and get a greater return on your people strategy.

Here are some 2012 conferences to consider, as you plan for next year:

Get your 2012 talent development strategy ignited today by checking out these conferences.  If there are others you suggest we post please respond to this blog or contact us at information@wowtransformations.com.