achieving change from employee from employee surveys 101 Dr Peter - - PowerPoint PPT Presentation

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achieving change from employee from employee surveys 101
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achieving change from employee from employee surveys 101 Dr Peter - - PowerPoint PPT Presentation

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achieving change from employee from employee surveys 101 Dr Peter Langford e: peter.langford@voiceproject.com.au p: 0408 810 502 agenda 1. The Voice Project story 2. Top 10 tips to prevent positive change from employee surveys 3.

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SLIDE 1

achieving change from employee from employee surveys 101

Dr Peter Langford e: peter.langford@voiceproject.com.au p: 0408 810 502

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SLIDE 2

agenda

  • 1. The Voice Project story
  • 2. Top 10 tips to prevent positive

change from employee surveys

  • 3. What’s slick & what’s sticky –

what practices change more what practices change more easily & how much change is achievable

  • 4. Discussion of how to

maximise positive change

2

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SLIDE 3

the voice project story

  • Voice Project began as a research program at Macquarie

University exploring the impact of employee and client "voice" on engagement, leadership and service quality in private, public and not-for-profit sectors

  • We've now conducted research involving over 3,000
  • rganisations and implemented 500 consulting projects

across 200 commercial clients involving 700,000 employees, across 200 commercial clients involving 700,000 employees, leaders and clients in a wide range of industries and countries

  • We're headquartered on campus

in the commercial Research Park at Macquarie University, with a second office in Melbourne CBD

3

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SLIDE 4

top 10 tips to prevent positive change

  • 10. Shelve your results
  • 9. Adopt a laissez faire response to survey

results

  • 8. Measure and act upon superficial, low

importance, and unaligned practices

  • 7. Expect more change than is achievable
  • 6. Assume what’s good will stay good
  • 5. Spread your focus and resources thinly
  • 4. Rely on supervisors rather than

executives to drive change

  • 3. Punish folks for taking a risk
  • 2. Reward A while hoping for B
  • 1. HR should take all the responsibility

Bonus Tip: Keep actions and successes a secret

4

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SLIDE 5
  • ur 7 Ps

model

purpose

  • organisation

direction

  • results focus
  • mission &

participation

  • leadership
  • recruitment
  • cross-unit

cooperation

  • learning &

development

  • involvement
  • reward &

recognition

  • appraisal
  • supervision
  • career
  • pportunities

people

  • motivation &

initiative

  • talent
  • teamwork

passion/engagement

  • organisation commitment
  • job satisfaction
  • intention to stay

IVERS COMES

5

  • mission &

values

  • ethics
  • role clarity
  • diversity

progress

  • organisation objectives
  • change & innovation
  • customer satisfaction

property

  • resources
  • processes
  • technology
  • safety
  • facilities

peace

  • wellness
  • work-life balance
  • flexibility

DRIVE OUTCO

Based on Langford, P. H. (2009). Measuring

  • rganisational climate and employee

engagement: Evidence for a 7 Ps model of work practices and outcomes. Australian Journal of Psychology, 61, 185-198.

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SLIDE 6

drivers of passion & progress

OUTCOMES DRIVERS

purpose

  • Organisation Direction
  • Results Focus
  • Mission & Values
  • Ethics
  • Role Clarity
  • Diversity

passion (engagement)

  • Organisation Commitment
  • Job Satisfaction
  • Intention To Stay

participation

  • Leadership

6

Based on Langford, P. H., Parkes, L. P., & Metcalf, L. (2006). Developing a structural equation model of organisational performance and employee engagement. Proceedings of the joint conference of the Australian Psychological Society and the New Zealand Psychological Society, Auckland, New Zealand.

property

  • Resources
  • Processes
  • Technology
  • Safety
  • Facilities

progress

  • Organisation Objectives
  • Change & Innovation
  • Customer Satisfaction

peace

  • Wellness
  • Work/Life Balance
  • Flexibility

people

  • Motivation & Initiative
  • Talent
  • Teamwork
  • Leadership
  • Recruitment
  • Cross-Unit Cooperation
  • Learning & Development
  • Involvement
  • Reward & Recognition
  • Performance Appraisal
  • Supervision
  • Career Opportunities
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SLIDE 7

gap analysis

Results Focus Work/Life Balance Supervision Talent Ethics Resources Flexibility Teamwork Diversity Role Clarity Mission & Values Safety Wellness Motivation & Initiative Teaching

mance

higher

maintain Gap analysis based on

  • ver

100,000 employees promote

7

Flexibility Cross-Unit Cooperation Involvement Career Opportunities Entrepreneurship Workload Organisation Direction Processes Recruitment & Selection Facilities Leadership Technology Learning & Development Performance Appraisal Rewards & Recognition Middle Management Research Community Engagement

importance performa

higher lower lower

prioritise employees across more than 2,000

  • f Voice

Project’s research & consulting clients

Environmental Responsibility Social Responsibility

limit

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SLIDE 8

how much change is achievable?

  • We compiled data from longitudinal

surveys within 21 of our clients who gave permission for us to use their data for this research

  • We examined changes in scores for

123 business units within these clients, representing responses from clients, representing responses from

  • ver 10,000 employees at each of two

time periods (average of 85 responses per business unit per time period; average response rate 64%)

  • We examined the improvements in “%

favourable” scores for all of the standard categories in our engagement survey

8

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SLIDE 9

44% 78% 42% 80% 50% 60% 70% 80% 90% 100%

Engagement

how much change is achievable?

  • Organisations that

provide feedback and take action score substantially higher on employee engagement (36% higher employee engagement; showing

44% 42% 0% 10% 20% 30% 40% 50% No Yes

Acted On Survey Results Employee E

Provided feedback of survey results Made improvements based on results

engagement; showing correlations .45 to .50)

  • Acting upon survey

results won’t cause an immediate 36% improvement, but cultures that act on survey results show far higher engagement

9

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SLIDE 10

how much change is achievable?

  • Substantial

improvements in employee engagement were seen for units scoring below average

  • More modest

improvements for units

17.3% 3.7% 5.0% 10.0% 15.0% 20.0%

ncrease Per Year Engagement (% Fav)

improvements for units in the 3rd quartile

  • A clear ceiling effect is

seen for organisations in the top quartile

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* n = 2 (ie only two business units) for the lowest quartile, so caution is needed in interpreting results

1.5%

  • 0.2%

3.7%

  • 5.0%

0.0% 5.0% Lowest Quartile 2nd Quartile 3rd Quartile Highest Quartile

Original/Baseline Employee Engagement Avg Inc Employee En

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SLIDE 11

how much change is achievable?

  • When clients scored in

the lowest quartile on any particular practice they improved an average of 5.0% favourable per year

  • When clients scored in

5.0% 2.1% 0.9% 2.0% 3.0% 4.0% 5.0% 6.0%

ease Per Year

  • ries (% Fav)
  • When clients scored in

the highest quartile on a particular practice (and probably didn’t take action to improve that practice), they “decayed” an average

  • f 1.8% fav per year

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0.9%

  • 1.8%
  • 3.0%
  • 2.0%
  • 1.0%

0.0% 1.0% Lowest Quartile 2nd Quartile 3rd Quartile Highest Quartile

Original/Baseline Score Avg Increa All Categor

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SLIDE 12

how much change is achievable?

Results Focus Work/Life Balance Supervision Talent Ethics Resources Flexibility Teamwork Diversity Role Clarity Mission & Values Safety Wellness Motivation & Initiative Workload Organisation Direction Middle Management Research Teaching Community

rmance

higher

maintain Gap analysis based on

  • ver

100,000 employees across more than 2,000 promote

12

Cross-Unit Cooperation Involvement Career Opportunities Entrepreneurship Workload Organisation Direction Processes Recruitment & Selection Facilities Leadership Technology Learning & Development Performance Appraisal Rewards & Recognition Community Engagement

importance perform

higher lower lower

improving legend:

prioritise than 2,000

  • f Voice

Project’s research & consulting clients

Environmental Responsibility Social Responsibility

See Mingo, S., & Langford, P. H. (2008). The HRM-Performance Link: A Longitudinal, Business-Unit Investigation. Proceedings of the 22nd Annual Conference of the Australian and New Zealand Academy of Management, Auckland, New Zealand, December.

limit

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SLIDE 13

how much change is achievable?

Best Practice Avg Of Top 5 Lowest 2nd 3rd Highest Improvements Quartile Quartile Quartile Quartile PURPOSE Organisation Direction 23% 6.6% 4.6% 2.8%

  • 1.4%

Results Focus 7% 2.1% 0.1% 0.5%

  • 1.2%

Mission & Values 11% 42.7% 2.8% 1.7%

  • 0.7%

Ethics 18% 41.3% 2.1% 1.1%

  • 1.3%

Role Clarity 9% 5.4% 4.3% 2.1%

  • 1.5%

Diversity 19% 4.7% 2.4% 0.1%

  • 3.7%

PROPERTY Resources 22% 5.9% 0.3% 1.1%

  • 6.1%

Processes 19% 2.8% 0.2%

  • 0.8%
  • 2.8%

Technology 6% 5.1% 1.0%

  • 3.3%

1.9% Safety 19% 5.6% 3.7% 1.2%

  • 1.7%

Facilities 3%

  • 0.3%
  • 9.4%
  • 6.4%
  • 0.4%

PARTICIPATION Leadership 30% 5.6% 3.9% 3.5%

  • 8.5%

Avg Yearly % Fav Increases When Scoring In The . . .

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* Values are shaded when they represent fewer than 5 business units

PARTICIPATION Leadership 30% 5.6% 3.9% 3.5%

  • 8.5%

Recruitment & Selection 11% 3.3% 1.0%

  • 0.7%
  • 2.6%

Cross-Unit Cooperation 27% 4.0% 0.2%

  • 0.1%
  • 1.5%

Learning & Development 21% 6.8% 2.1% 0.9%

  • 2.5%

Involvement 21% 11.0% 4.8%

  • 0.1%
  • 3.2%

Rewards & Recognition 18% 4.5% 3.4% 1.5%

  • 2.5%

Performance Appraisal 10% 4.8% 4.1% 1.1% 0.4% Supervision 27% 13.0% 2.2% 0.9%

  • 4.2%

Career Opportunities 8% 2.3% 2.5% 1.7% 0.7% PEOPLE Motivation & Initiative 1% 6.2%

  • 0.1%

Talent 11% 8.0% 3.5% 2.4% 1.5% Teamwork 13% 6.7% 2.9% 1.4%

  • 1.6%

PEACE Wellness 14% 3.4% 1.0% 0.1%

  • 7.0%

Work/Life Balance 7% 2.6% 1.2%

  • 0.1%
  • 1.7%

PROGRESS Organisation Objectives 25% 5.1% 1.4% 2.3%

  • 1.9%

Change & Innovation 22% 3.7% 0.4%

  • 0.7%
  • 0.2%

Customer Satisfaction 21% 5.7% 1.2%

  • 0.2%
  • 2.0%

PASSION/ Organisation Commitment 13% 22.6% 0.9% 1.0%

  • 0.3%

ENGAGEMENT Job Satisfaction 15% 17.9% 3.8% 1.4%

  • 1.3%

Intention To Stay 13% 5.5% 6.2% 0.6%

  • 0.7%
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SLIDE 14

how to maximise positive change

  • Questions?
  • Any insights from today’s

presentation that could inform future change initiatives?

14

initiatives?

Dr Peter Langford e: peter.langford@voiceproject.com.au m: 0408 810 502