Corporate CultureMap TM Organizational Survey

1. Corporate CultureMapTMOrganizational Survey

2. Webcast Agenda • Why and how the Corporate CultureMapTM was developed • Introducing the Corporate CultureMapTM to a prospective client organization • Marketing/selling tools, selling “scripts” and other resources • Examples of initial prospective client interactions • Execution of the Corporate CultureMapTM • Working with the client to determine reporting needs • Structuring and uploading the respondent file to the admin portal • Communicating to respondents • Generating a customized report for the client organization • Reviewing results with the client organization • Facilitating the discussion • Making recommendations for next steps

3. Employee Engagement Assessments • Sequent Employee Engagement Assessment • Gallup Q12 Survey • HR Solutions (“Custom” Surveys) • Focal EE • EngageYourEmployees.com • NBRI Employee Engagement Survey • CEB Valtera (www.valtera.com)

4. Our Target Market – Decision Makers • Business performance issues • Budget constraints • Career concerns Often not looking for new solutions providers

5. Why? “Thanks but…” “We aren’t really looking for another training vendor…” “But you can submit a proposal when our next RFP comes out…”

6. Why? Don’t expect me to return your calls. Even if you manage to catch me on the telephone, I have no need to speak with you. Please. Just go away.

7. Why? I like the people I work with now. And they don’t threaten my career. I don’t know you. I don’t want to get to know you.

8. Why? We can handle most of out training needs in house. And when we do need outside expertise, I like the people I’m working with now. I don’t know you. I don’t WANT to know you.

9. Reactive Selling Cycle Waiting for the client to percieve enough of a need to be willing to engage in dialogue and further “needs analysis.” Client controls when the engagement occurs, and the pace of advancement Often reaches out to current vendors Drives a “bake off” decision process Majority of prospecting calls are essentially hoping the prospect has a current/active perceived need relevant to your product/service offering

10. Proactive Selling Cycle We need to drive prospect engagement BEFORE the prospect percieves a need to engage. BEFORE the prospect WANTS to engage. • Initial engagementis difficult to achieve but worht the effort. • Provides an opportunity to adjust the “trajectory” of precieved needs. • Eliminate or minimize the “bake off” competition with other solution providers • Gives the prospective client time to get to kow us, like us and feel comfortable.

11. So We Needed a “Hook”

12. So We Needed a Hook • Internal referral • External referral • Recent news • Reference to senior leadership priorities (from annual report, etc.) • Information regarding THEIR competitors • Counter-intuitive data (backed up with valid research)

13. Our Prospecting Process The First Date The Elevator Speech The Hook

14. Elevator Speech Focus We need to aim for the broadest target… We don’t yet know the customers actual needs Yet still be differentiated…

15. Our UNIQUE Value Proposition If your employees, on average, were 8% less productive than they COULD be, how would you know? Have you considered a broad assessment of your entire organizational culture? Has the significant investment required to do this been an issue?

16. Our UNIQUE Value Proposition If your employees, on average, were 8% less productive than they could be, how would you know?

17. Examples of Hooks • I was talking to your CEO yesterday about employee engagement and motivation assessments, and he suggested that I speak with you… • I’ve been reading about your company in the news, and in light of the recent layoffs I wanted to talk to you about the level of morale and engagement of the remaining employees. • I was reading through your annual report last week and the CEO’s statement about the importance of employee engagement really got my attention. • I know that one of your key competitors has been struggling with tightened budgets and layoffs, and the impact that has on employee morale…

18. Our UNIQUE Value Proposition • Employee engagement assessment designed to make the results quickly ACTIONABLE • Compelling Purpose • Development Opportunities • Rewards and Recognition • Cooperative Teamwork • Joyful Engagement • Easily contrast and compare results by division, department, geography, work function, etc. • Based upon a thoroughly validated and field tested employee engagement model • Extremely low cost. Making it easier to justify repeated annual surveys to measure change/improvement • Pervasive Productivity • Energizing Environment • Adequate Skills & Resources • Clear Objectives & Expectations • Authentic Leadership

19. Elevator Speech 1 Opening Benefit Statement Our Corporate CultureMap assessment can help you TARGET your investments in employees to IMPROVE Retention, increase productivity and reduce costs associated with employee performance issues. Brief Example or Evidence For example recently a supply chain management company determined they were investing significant funds in a recognition and reward program that was in fact DE-motivating many employees. We were able to help them spend less but get more motivational “bang for their buck” so to speak. Request a “First Date” Do you have some time to talk about this in more detail?

20. Elevator Speech 2 Opening Benefit Statement We help businesses clarify how their employees perceive the organization, which helps focus their employee communication, recognition and retention efforts on those areas where employee perception may be a challenge.. Brief Example or Evidence For example we recently helped a 4-year old software company identify that employees who had been with them from the beginning were still highly motivated, but newer employees were not feeling a compelling sense of mission and purpose. It was something they had lost along the way. So we helped them revive their “startup” spirit which improved productivity, morale, retention and profits. Request a “First Date” Do you have some time to talk about this in more detail?

21. What they often hear… Hello my name is… … and flarfl grog hula shumragonistfrakplonksShrilaoiscatjssjscjaocsocjcsoccjxcoscohoaishccpahcscshhcsh….

22. Prospecting Process “NO” Reinforce benefits with more evidence worst case scenario Ask again for first date Acknowledge apathy Reinforce benefit with evidence Ask again for first date “NO”

23. First Date • Begin at the End • Bring a sample report (available on Frontline Learning’s shared Skydrive folder) • Use the sample report to describe briefly each of the survey categories • Goals of the First Date • Schedule a second date • Meet with a broader team of leaders

24. A Great “First Date” • Begin with the end in mind. What should be the outcome of this first substantive discussion? • The customer is left thinking: • “That was time well spent” • “They are more/better/different than what I expected.” • “I’m looking forward to meeting again.”

25. 5 Steps to a Great First Meeting Just enough to earn the right to ask great questions about the customer • Sell Yourself • Sell Your Company • Ask GREAT questions • Provide value • Confirm the next ADVANCEMENT action step

26. Execution, Part 1 • Determine the client’s reporting needs • How will they want their final aggregate report segmented • Have client organization complete the upload respondent file • Provide them with the template • Make them responsible for the accuracy of the data. Make sure they understand that you will only be able to run aggregate reports based upon the field information they have provided. • Have client organization communicate in advance to all respondents, the purpose of the CCM survey • 100% confidentiality assurance • Assign CCM survey to all respondents – send system emails

27. Execution, Part 2 • Provide client with regular updates regarding completion rates • Run a report and view the number of completions • Client should email all potential respondents and encourage completion, again confirm 100% confidentiality • After all respondents are complete, run aggregate group reports and sub-group reports (if applicable) • Assemble customer report for client • For report graphics: • Screen captures from system, or • Image capture from CCM Graph Excel Template • Schedule time to review results with client leadership team

28. Assessment Categories • Compelling Purpose - To what degree do employees feel that the business exists for important reasons beyond achievement of financial targets? • Authentic Leadership - To what degree do employees trust leaders and align with their direction for the organization? • Clear Objectives & Expectations - To what degree do employees know exactly what is expected of them, and how their efforts contribute to strategic business objectives? • Adequate Skills & Resources - To what degree do employees feel that they have the skills and resources necessary to do their jobs well and achieve required objectives? • Energizing Environment - To what degree does their working environment help employees to maintain a high level of energy and motivation throughout the work day? • Pervasive Productivity - To what degree are ALL employees highly productive and not dependent upon a small number of "go to" colleagues? • Joyful Engagement - To what degree are employees truly engaged, happy and excited as they work each day? • Cooperative Teamwork - To what degree do employees feel that they can count on others throughout the organization to help them when needed? • Rewards and Recognition - To what degree do employees feel that rewards and recognition are meaningful, fair and objectively targeted? • Development Opportunities - To what degree do employees feel they have opportunities in the business to grow and develop?

29. Customization Options • Sub-group Reports • Aggregate reports can be provided for up to 5 types of sub-groups including: • Department • Division • Geographic Area • Work Group • Custom Field • Sub-group reporting requires completion and uploading of an employee database that includes all necessary search fields • Confidential Comments • Employees can be given the opportunity to provide individual comments for each assessment category • Comments are compiled and summarized, then provided in the final report • Confidentiality of comments is maintained through screening and editing prior to making the final report available to the organization

30. Compelling Purpose • To what degree do employees feel that the business exists for important reasons beyond achievement of financial targets? • Is this area a strength or a development opportunity for your organization? • Enhancement resources: • Why Your Employees Don't Care If Your Company Succeeds • Developing Effective Mission and Vision Statements

31. Authentic Leadership • To what degree do employees trust leaders and align with their direction for the organization? • Is this area a strength or a development opportunity for your organization? • Enhancement resources: • What 100 Years of Research Tells Us About Effective Leadership • Leadership StyleMap assessment • Leadership SkillMap assessment

32. Clear Objectives & Expectations • To what degree do employees know exactly what is expected of them, and how their efforts contribute to strategic business objectives? • Is this area a strength or a development opportunity for your organization? • Enhancement resources: • Setting Clearer Performance Expectations • What's the Big Deal About Clear Performance Expectations? • Communicating Expectations and Aligning Performance Goals to Achieve Exceptional Results

33. Adequate Skills & Resources • To what degree do employees feel that they have the skills and resources necessary to do their jobs well and achieve required objectives? • Is this area a strength or a development opportunity for your organization? • Enhancement resources: • Workplace Productivity SkillMap assessment and development guide • Customer Service SkillMap assessment and development guide • Professional Selling SkillMap assessment and development guide

34. Energizing Environment • To what degree does their working environment help employees to maintain a high level of energy and motivation throughout the work day? • Is this area a strength or a development opportunity for your organization? • Enhancement resources: • Healthy work environments give companies a competitive edge • Healthy Work Environment Standards • Promoting Healthy Work Environments

35. Pervasive Productivity • To what degree are ALL employees highly productive and not dependent upon a small number of "go to" colleagues? • Is this area a strength or a development opportunity for your organization? • Enhancement resources: • Workplace Productivity SkillMap assessment and development guide • Practical Strategies to Boost Productivity

36. Joyful Engagement • To what degree are employees truly engaged, happy and excited as they work each day? • Is this area a strength or a development opportunity for your organization? • Enhancement resources: • Maintaining Employee Engagement • 10 Principles of Employee Engagement

37. Cooperative Teamwork • To what degree do employees feel that they can count on others throughout the organization to help them when needed? • Is this area a strength or a development opportunity for your organization? • Enhancement resources: • 12 Tips for Team Building • What Teams Value

38. Rewards and Recognition • To what degree do employees feel that rewards and recognition are meaningful, fair and objectively targeted? • Is this area a strength or a development opportunity for your organization? • Enhancement resources: • Rewards and Recognition • Employee Motivation with Rewards

39. Development Opportunities • To what degree do employees feel they have opportunities in the business to grow and develop? • Is this area a strength or a development opportunity for your organization? • Enhancement resources: • Training and Development for Employee Motivation and Retention • Employee Development • The Managers Role in Employee Development

40. Final Thoughts The process creates (at least) as much value as the end result.