employee engagement - surveys and beyond
TRANSCRIPT
Jo Hennessy, Director of Global Research
Liz Finney, Principal Researcher
Roffey Park Institute, 16 June 2011
The Human Voice of Employee Engagement
Surveys and Beyond
A Roffey Park Webinar
www.roffeypark.com
Session outline
Who we are
Why employee engagement matters
Surveys: strengths and limitations
What to do with your survey results
What you might discover
Discussion
www.roffeypark.com
About Roffey Park
www.roffeypark.com
What we offer
www.roffeypark.com
Why does it matter? The data
Roffey Park’s Management Agenda shows
A clear, well-defined link between employee engagement and
the bottom line.
Organisations that are steadfastly driven by their purpose
are the most successful.
Businesses that do well by their people, help them find
fulfilment through their work and who demonstrate ethical
leadership are rewarded by loyalty and higher performance
and productivity.
© Roffey Park Institute 2011
www.roffeypark.com
Roffey Park and employee
engagement
MEASURE IT
with surveys
UNDERSTAND IT
With focus groups
PLAN IT
with strategy
BUILD IT
with development programmes, culture
change interventions etc
MEASURE IT (again!)
with surveys
www.roffeypark.com
Employee engagement
© Roffey Park Institute 2010
www.roffeypark.com
Survey Design
Engagement model
Questions & response
scales
1 2 3 4 5
Trends and
benchmarks
024681012141618
Look and feel
www.roffeypark.com
Gaining buy in to surveys
High level sponsor &
Area championsConfidentiality
Will see resultsBelief in follow up
Nothing
changed
last time
www.roffeypark.com
Communicating survey findings
Timely
Not enough
on their own
Visual and jargon freeTalked through
www.roffeypark.com
What lies beneath the surveys?
www.roffeypark.com
The limitations of surveys
“We wanted to delve beneath the engagement figures to gain a
better understanding of employee engagement at Royal Mail. We
know how employee engagement varies across the organisation
and compares with other organisations, but what does it really
look like in detail? How does it manifest day-to-day? How does it
impact on performance? And, most crucially, what can be done to
improve it? ”
Tracey Hammond
Head of The Chairman’s Office, Royal Mail
www.roffeypark.com
What you might discover
www.roffeypark.com
www.roffeypark.com
Filling in the gaps
www.roffeypark.com
We want leaders who are…
www.roffeypark.com
We want leaders who are…
www.roffeypark.com
We want leaders who are…
www.roffeypark.com
We want leaders who are…
www.roffeypark.com
Where can your leadership improve?
www.roffeypark.com
My job - aligned with the big
picture
The assumption
www.roffeypark.com
My job - unaligned with the big
picture
The reality?
www.roffeypark.com
Hearing your people’s voices
www.roffeypark.com
Questions and debate
www.roffeypark.com
Roffey Park and employee
engagement
MEASURE IT
with surveys
UNDERSTAND IT
With focus groups
PLAN IT
with strategy
BUILD IT
with development programmes, culture
change interventions etc
MEASURE IT
With surveys
www.roffeypark.com
Our contact details
Roffey Park Institute, Forest Road, Horsham, West Sussex, RH12 4TB
Tel: +44 (0)1293 851644
Registered Charity No: 254591 Company Limited by Guarantee Registered in England No: 923975
Jo Hennessy
Director of Global Research
Liz Finney
Principal Researcher