Our organization recently enhanced a client relationship by using an Employee Engagement Survey to understand a new generation of worker's program preferences.
The Results: We found out that 91% of the employee population did not want lapel pins in their service anniversary program.
The Lesson: Senior Management's best intention's can be out of touch with that which motivates Workforce Engagement.
Action Items: We need More Data from Varying Teams to formulate a more well rounded Company Culture.
In this blog series we have learned the following:
* Personal Branding is more important to today's talent than Company Loyalty
* Corporate Vision, Values and Mission have replaced Logos
* Innovation has trumped Tradition
The results of our ability to assess what matters to tomorrow's talent have all come at the expense of Senior Leaders swallowing a jagged pill:
* What got us here will not keep us here
* The times they are a-changin'
If you are asking the torch to be passed and for new ideas to be accepted there is one sharp edged tool you better have:
* ACTIONABLE DATA
There are three prevalent ways to gather actionable data:
* Employee Engagement Surveys
* Trial by Committee
* Testimonials through personal case studies
Surveys are traditionally not answered with the slightest of confidence for two reasons:
* Fear of confidentiality
* Unengagining questions
Your Challenge:
1. Present an Employee Engagement survey that is assured anonymous (should come from HR or a confidential source - not direct managers)
2. Customize a Survey that speaks directly to the Business Critical Behaviors you wish to influence.
When you have the critical data it is time to turn this information into an Actionable Strategy:
* Drive an Employee Engagement Strategy
* Understand Trends and Take Action accordingly
* Present results in Business Critical fashion to your CEO
* Allow the organization to be VULNERABLE - it is OK to admit the past is behind us
In formulating an action committee it is vitally important to invite a diverse group:
* Multiple levels of authority (no senior managers to limit intimidation)
* Multiple departments
* Employees who are succeeding
* Employees who are struggling (YES!)
It is also vitally important to check your stripes at the door and encourage open debate....solutions will not come to those who hold back actionable strategy for the sake of being cordial.
If you are a Trusted Business Partner to Senior Management then your job may be less formal. Take to the break rooms, yoga classes, bars and back alleys. Dig in with unexpecting employees to get their opinions on organizational efficiency and the future of the company. You may be surprised what you hear.
In his book "Perspectives on Managing Employees", Mike Fina gives a Senior Management
Perspective on a variety of topics. This book is also courageous enough to invite the Employee Perspective on said topics. Again, the results are often varied and the lesson validated: To know the future of your organization you have to ask the people who will be running it when you are on the beach.
Don't Forget to Remember!
- Dave
References:
http://www.hrsolutionsinc.com/
http://www.amazon.com/Perspectives-Managing-Employees-Michael-Fina/dp/1598638734
Questions: dkovacovich@mcfina.com
David,
ReplyDeleteGood post! I wish more companies and senior execs would use surveys to get employee feedback on key business drivers and strategies. Imagine asking your employees what motivates them the most and least about their jobs, then designing a group and individual plan to keep those motivators in front of the employees. This type of positive action would show the company listens, cares and is proactive towards its workers. Not a bad message to send in these uncertain times.