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THE WELCOME DEATH OF EMPLOYEE SURVEYS

THE WELCOME DEATH OF EMPLOYEE SURVEYS. Organization Effectiveness / Change Mgmt: Art + Science. Change Management Model. Business Process Reengineering. Align Organization Systems. Organization Structure / Leadership. Business Vision/Strategy.

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THE WELCOME DEATH OF EMPLOYEE SURVEYS

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  1. THE WELCOMEDEATH OF EMPLOYEE SURVEYS

  2. Organization Effectiveness / Change Mgmt:Art + Science Change Management Model Business Process Reengineering Align Organization Systems Organization Structure / Leadership Business Vision/Strategy

  3. OBJECTIVE: CREATE HIGH PERFORMANCE ORGANIZATION CULTURE FORMAL SYSTEMS Strategy/objectives Structure/leadership Policies/procedures Business processes Performance Mgmt. Technology Products Financial resources Reward/recognition INFORMAL SYSTEMS Values/beliefs Perceptions, feelings Norms, behaviours Informal leaders Output: Prevailing patterns of values, beliefs, behaviours, norms throughout organization

  4. OPINION SURVEYS… TYPICAL QUESTIONS • Think of an organization where you’ve worked… Ineffective, frustrating Supervisor/Manager • To what extent is your company doing what it takes to motivate employees to do great work? • Scale of 1 to 6 … 1 = To a great extent 6 = To no extent • People in this organization believe that jobs should be engaging

  5. So… What’s wrong with Opinion Surveys? • Static... Written… no ability for people to engage in dialogue & feel heard, or be involved in process of creating solutions • No ability to probe, question, clarify, determine real issues from irritants/noise • Yields huge amount of data… difficult to interpret, prioritize, and action… just because it’s an issue, may not mean sr. team feels it’s important and requires a response • Not as effective in creating/sustaining senior management buy-in… data is sterile… senior managers not necessarily “shaken up” • Major expectations raised… can do more harm than good if management doesn’t take action

  6. So… What’s wrong with Opinion Surveys? • Ideal culture elements may not have been articulated by senior team… therefore: • Difficult to determine gaps between articulated ideal culture and actual results • People’s + - perceptions of supervisor or past event may overly influence results… difficult to interpret with written one-way feedback • No flexibility to listen to employee “hot buttons” and diverge from questions • Little ability for employees to elaborate

  7. FUNNELLING METHODOLOGY • Start with open-ended interviews of senior team members to determine business needs and presence of relevant High Performance Culture factors • Focus Groups… custom-designed, based on Appreciative Inquiry & High Performance Team Culture conceptual framework, and senior results… sensitive to uniqueness of issues and organization culture • Pilot questions to ensure common understanding… run pilot with representative first group… modify questions further… use variety of questions… open-ended, closed, quantitative, low & high risk

  8. FUNNELLING METHODOLOGY • Determine level of participation… usually representative cross-section… but give thought to inclusion of “chronic problem employees” • Provide reassurance re: confidentiality and promises re: no retribution… explain Goals, Process, Ground Rules • Engage Assistant to write down feedback… allow Facilitator to focus on group

  9. Brief custom quantitative survey based on High Performance Team Culture conceptual framework… can do at same time as focus groups Funneling continues… take key themes… further prioritize & validate quantitatively on wider basis with larger pop’n Goal: to deliver compelling feedback re: people’s common perceptions that senior managers cannot ignore Qualitative: shows the intensity of and depth & breadth of feelings/issues Quantitative: demonstrates number of people who have same issues… validation of themes & issues QUALITATIVE + QUANTITATIVE“DATA”/ PERCEPTIONS

  10. PRESENTATION TO SENIOR TEAM • Create report with summarized data + preliminary recommendations together • Use anonymous quotes that represent key themes to support presentation to execs • Keep senior team in loop all way through… prepare them for tone of feedback… develop and maintain buy-in • Present to execs/senior team… ensure team does not discount data… build commitment to action… plan next steps • Agree on process for joint Action-Planning • Feedback results & next steps to staff… senior manager(s) to respond… thank staff for feedback

  11. HIGH PERFORMANCE CULTURE Design questions around High Performance Culture attributes • Vision/Business Strategy/focus • Shared Purpose & Buy-in • Org. Structure Design – • Cross-Functional Collaboration • Management / Measurement of • Work Processes • Consistent Leadership/Modeling • Design & Alignment of formal systems • Talent Management & Fit • Internal/External Customer Satisfaction & Metrics • Interpersonal Process Effectiveness

  12. ACTION-PLANNING • Custom designed based on nature of issues • A) “Workout” type process with cross-functional group focusing on resolving key issue in 2 - 3 days. For other few top issues & quick wins, assign teams • Identify the critical few key systems that will bring about desired change • B) Team Development/Effectiveness Workshop • Troops see tangible, relatively expedient results on key issues… whole process shapes expectations & enables action-taking on prioritized outcomes

  13. BENEFITS OF METHODOLOGY • Allows for probing, clarification, listening to intensity of feelings… people vent, feel heard • Groups participate in Prioritization of issues… begin to engage people in possible solutions • Flexible process allows consultant to adapt & respond to unique feedback • Allows for clarification & elaboration… even the best written questions can mean different things to different people

  14. BENEFITS OF METHODOLOGY • Process is an Intervention that commences trust-building, dialogue & joint problem-solving • Experienced consultant… neutral… not part of “power structure”… like medical doctor conducting diagnosis… narrowing in on core root cause issues that interfere with organization effectiveness… already starting to design solutions, possible interventions in back of mind

  15. BENEFITS OF METHODOLOGY • People engaged throughout • Custom process… HR Manager heavily involved in design, managing of process, developing buy-in, interpreting data, planning next steps working in partnership with Consultant • Action Research model using proven principles of Change Management • Consultant presents to senior management… avoids “shoot the messenger” and “a prophet is not accepted in his/her own land” • Process of gathering data and creating solutions seamless vs. 2 separate processes otherwise

  16. COMPETITIVE ADVANTAGE The alignment and fit of all the parts working effectively together creates true synergy and competitive advantage.

  17. ABOUT EXP GROUP Helen Oosterholt has spent over 25 years working in the area of Human Capital development and Organization Effectiveness, leading extensive business transformations in a variety of leading businesses and across broad industries. As the Managing Partner of EXP Group, she heads up a network of highly qualified associates specializing in the design and delivery of innovative business solutions that genuinely enhance individual, team and collective organization performance. Her past successes as full-time or outsourced Vice-President, Human Resources for George Weston Limited, The Thomson Corporation, Cymat Corp., SMTC Manufacturing and Kohl and Frisch, with direct operating accountability in tough, turnaround situations, combined with her internal and external management consulting background, have demonstrated her abilities as a pragmatic business coach and leader. Helen’s methodologies include expert organization diagnosis, and the design and development of the critical few human capital systems and processes that yield collective business improvements most expediently and effectively. Her use of Change Management tools and techniques underlies her interventions as a means of involving business members in the creation of customized business solutions that minimize resistance. Helen has a Masters degree specializing in Organization Development and Effectiveness and has also been a guest speaker at the Ontario Society for Training and Development, the National Society for Performance and Instruction, the Human Resource Professionals of York Region, and the Canadian Management Centre. 150 York Street, Suite 1010, Toronto, On. M5H 3S5 Ph: 416-985-2654 h.oosterholt@expgoc.com

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