Improving Business Satisfaction Moving from Measurement to Action

1. Improving Business SatisfactionMoving from Measurement to Action

2. What’s Next Is Up to You • McLean & Company recommends the following communication activities following your completion of the survey. • All activities are optional and should be completed as you see fit.

3. Using the Results • You get: • Overall HR Satisfaction & Value • HR Relationship Satisfaction • Top Business Priorities • Core Services Satisfaction • So you can: • Show you care about satisfaction and communicate to: • Executives • HR • Business Leaders HR Satisfaction Report Card • You get: • Capacity Metrics • HR Supply & Value Satisfaction • Capacity Satisfaction by Department • So you can: • Demonstrate demands on HR to the CEO and Executives • Communicate capacity issues to: • HR • Business Leaders HR Capacity Report Card • You get: • HR Satisfaction & Value by Department • HR Relationship Satisfaction by Department • Core Services Satisfaction by Department • Capacity Metrics by Department • So you can: • Manage the needs of individual Business Leaders • Communicate results to individual Business Leaders Stakeholder Satisfaction Reports • You get: • Business Leader Comments and Suggestions • A Fresh Perspective on Actionable Initiatives • So you can: • Communicate to individual Business Leaders • Solicit actionable advice from Business Leaders Stakeholder Feedback Sheets

4. Step 1. Prepare your Stakeholder Strategy with McLean & Co. • Dive into your results package! • Maximize results by helping us understand. Print out results and sort them by department, satisfaction level, and seniority level to elicit different perspectives. Identify areas that are critical to the organization’s success – not just HR. Pinpoint areas where you would like guidance so that McLean & Company can customize the analysis to better suit your needs. • Let McLean & Company guide you. McLean & Company will walk you through your results to provide you with different views of the data, better understand their implications, and identify what you should do next. • Identify strengths and weaknesses. • Which departments are most satisfied? • Which departments are least satisfied? • What is HR’s prioritization of core services? • Does this align with the business’ overall prioritization of core services? • Does this align with the highest priority departments’ and stakeholders’ prioritization of core services? • What core services received the highest and lowest satisfaction scores? • Which high priority areas had low satisfaction results? • In what ways do the reports identify with your expectations and differ from your expectations? • List Top 3 priorities. • … • … • … Engage Us! Take some time to answer the initial questions to the right. Identify three areas of high priority. Send this to us to get a tailored analysis.

5. Step 2. Build Consensus & Accountability within HR • Goal: Build Department Buy-In • After your results call with McLean & Company, meet with your team. The objective is not just to share the results of the call with them, but to get them to care about the results. • Satisfying the business needs should be presented as a challenge to HR and can be used as a rallying point. • Make it explicit that enabling the business and satisfying stakeholders is THE mission of the HR department. • Process: Decide on an Approach • Determine meeting format • Depending on HR's size and theappetite for involvement, invite the fulldepartment or your leadership team for a meeting that can range from 30 minutes to several hours. • Determine the initial release strategy • Identify your key areas of focus. Using the template, prepare an initial action plan to share with your CEO and critical stakeholders. • Determine level of accountability to be delegated • Decide what new responsibilities HR leaders will have and how future results will impact them. • This is to ensure they care about the results and may include tie-in with personal performance evaluation.

6. Step 3. Brief the CEO & Critical Stakeholders • Goal: Build Strong Relationships • Meeting with your CEO should be an exercise in relationship building, especially around HR's dedication to enabling the business and satisfying stakeholders. • The exact flow of the meeting will depend on your organization dynamics, the data, and your preferences. • Process: Getting Direction • Communicate results to CEO/steering committees • No matter how good or bad the results, they can be used to create commitment to action and improvement. Coming prepared with an agenda or talk track and initial action plans will benefit the outcome of this meeting. • Get CEO direction on goals and objectives • Ask what the CEO wants to see from your initiatives. This input should develop and improve the initial action plans. Address how to prioritize stakeholders. • If a capacity gap exists and you feel comfortable making the case, discuss capacity & demand to get at what is feasible and what is not. Be prepared to discuss why you believe a gap exists, how HR can be closed, and the benefits of closing it. • Determine which other critical stakeholders to engage • Determine which other stakeholders should be looped in. • Prepare an Agenda. • Topic: … • Topic Owners: … • Discussion Time: [#] min. • Decision or Required Result: … • Review Date: -- / -- / -- • Bring your Tools. • McLean & Co. HR Satisfaction Report Card • McLean & Co. HR Capacity Report Card • McLean & Co. Client Feedback Forms • Action Plans (completed) • … • … • … • Develop Outputs. • Example: CEO Mandate for Improvement Program • Example: Commitment to Increased Budget Flexibility • … • … • …

7. Step 4. Build Relationships with Key Decision-Makers • Goal: Actively Manage Stakeholders • How you tackle meeting with business leaders will depend on how many there are and how many are important to the CEO. • Process: Build the Stakeholder Playbook • Identify and prioritize stakeholders • Use the discussion with the CEO as a starting point. • Decide who will be accountable for stakeholders • The head of HR shouldn’t be responsible for managing more than ten individual business stakeholders, so decide who will be. • For organizations with an unwieldy number of stakeholders, consider using a tier system to group them. • Create a plan and regular meeting process • Begin by reiterating the objective of the program: creating stakeholder satisfaction and driving business value. • Use the Department Priorities Poster to review results. • Areas with very low scores, very high scores, or significant deviation from the business should be explored. Address neutral or negative feedback with a positive, client-facing attitude. • Use the action plan templates to develop solutions. • Determine an on-going Stakeholder Management Plan • At minimum, follow up with each stakeholder six months after the survey. Create a program to ensure this occurs. • Start with a Plan. • Communicate Individual Department Results • Communicate HR Goals • Identify Business Leader Priorities & Pain Points • Bring your Tools. • McLean & Co. HR Satisfaction Report Card • McLean & Co. HR Capacity Report Card • McLean & Co. Client Feedback Forms • Action Plans (blank) • Department Priorities Poster • Mission, Goal, Objectives • … • Develop a Timeline for Follow-up Meetings. • 1st Quarter: • 2nd Quarter: • 3rd Quarter: • 4th Quarter:

8. Step 5. Create Company and Business Unit Action Plans • Goal: Create Action Plans • The purpose of HR team meetings is to help create a business-focused improvement plan for individual teams. • Focus on improving performance regardless of current satisfaction levels, not just criticizing current results. Use business leader feedback to underpin action plans. • Allow the HR team to brainstorm to keep them engaged and invested in the outcome. • Process: Get to Action • Create a company-wide HR Project Plan • Begin by organizing all of the initiatives coming out of this program into a single portfolio so that they can be managed and delegated to appropriate HR teams. • Create action plans for each business unit • Create and document plans against which progress can be measured. • Have the team commit to goals and measurable outcomes within the next quarter or the next year so that progress can be measured and communicated. • Build an on-going communication plan • Getting to action is not enough; progress must be regularly communicated to the business to keep them satisfied.

9. Step 6. Communicate Success & Improvement • Goal: Communicate to the Business • By this point, you should have a clear understanding of a) business leader priorities and b) commitments to action from HR teams. • With this information, you are ready to assemble business leaders and share HR's improvement plan over the next year. • This information should be communicated to all business leaders who were invited to participate in the survey. • Process: Execute on your Annual Plan • Manage communication with quarterly business updates • Soliciting feedback and not acting on it is as bad as not soliciting any at all, if not worse. Schedule quarterly updates with the business to communicate progress. • Prepare a timeline that highlights the milestones that were and will be achieved. • Put up results scorecards to keep them top of mind. • Six Month Follow-Up: Meet with all business leaders • Depending on number of participants and quality of results, this may be conducted as one meeting or a series. • To keep business leaders engaged, this meeting must be conducted within three months of completing the survey. • Highlight Success Stories. • … • … • … • … • … • … • Be Transparent in Identifying Challenges. • … • … • … • Reflect on Action Plans and Integrate Improvements into a Timeline. • 1st Quarter Actions: • 2nd Quarter Actions: • 3rd Quarter Actions: • 4th Quarter Actions:

10. Timeline Month 1 Survey Stakeholders Analyze Results Develop Initial Release Strategy Meet with HR Meet with CEO & Critical Stakeholders Create a Stakeholder Management Plan Meet with Stakeholders Build HR Project Plans Ongoing Communication Plan Month 3 Quarterly Update Six Month Update Month 6 Month 9 Quarterly Update Survey Stakeholders Year 2