Survey Results

Process For Reviewing

Denison Organizational Culture Survey

Strategy Board Reviews overall results and Identifies top three issuesThat need to be addressed

Assign members to Core Team

Departmental Reviews:•OSB member reviews datawith direct reports andidentifies top 2-3 issues fortheir department.•Roll out data to entireDepartment along with Organization data•Utilizing rollout processidentify behaviors & processesthat need to be addressed•Determine action plan forDepartmental specific Initiatives and feed enterpriseWide initiatives back to Core Team

CORRECTIVEACTION TEAM

CORRECTIVEACTION TEAM

Core Team Membership*1 member of OSB

1 representative for each Major function/Business Units

Facilitate enterprise wideIssue resolution

Reporting Survey Results

Next StepsACTION DATE

Initiate Survey October 7, 2002

End Survey October 18, 2002

Review overall results with Strategy Board November 12, 2002

Establish Core Team Week of 11/25/2002

OSB identify enterprise wide issues to be addressedDeliver department results to executive leaders

Week of 12/02/2002& 12/09/2002

Departmental roll-out of data in all employee meetingsEstablish enterprise-wide Corrective Action Teams (CAT’s)

January 2003

CAT’s conduct Workshops on identified topics and create action plans

February 2003

Core Team monitors implementation of action plans and reports out progress at monthly HRM meetings

Quarterly in 2003

Core Team provides first progress report at All Employee Meeting April 2003

Employees take Global Census May 2003

Global Census data reviewed and communicated to employees July 2003

What’s Inside…..

• Introduction

• Executive Summary & Process Overview

• Certified Coach’s Role

• Director/Manager’s Role

– Preparation for the Workshop

– Room Set Up

– During the Workshop

– After the Workshop

• Workshop Materials/Presentation

• Follow Up

Introduction

• The following materials provide the process and materials required to roll out by department, the Denison Culture Survey. This process is to be facilitated by a Certified Coach; however, it will be the responsibility of each director/manager to know and understand their survey data so that they can present the results to their organization.

• The breakout teams will go through a process to identify issues that should be addressed by their specific department and to provide input to the top three enterprise-wide issues as identified by the Strategy Board. The workshop concludes with the director/manager as the decision panel. The director/manager holds the team accountable for their action items during subsequent staff meetings.

• Completing this process will provide employees with an understanding of the survey results, create department specific action plans and satisfy the requirement of 100% participation by all employees.

• This package is to provide a common structure for the process and may be modified as needed.

Executive Summary

• Purpose:– Provide a modified Workshop that supports

100% employee participation– Allow all employees to provide feedback on the

identified enterprise-wide issues that will be addressed in 2003

– Introduce how to utilize the philosophy & tools to understand the culture survey results and establish departmental action plans

• Process:– Department director/manager reads and

understands survey data– Department director/manager prepares specific

data to review– Coach facilitates Workshop– Dept director/manager opens workshop, and

approves ideas and action plans– Capture & communicate employee feedback on

enterprise wide issues– Director/manager continues to work department

specific issues in their staff meetings

• Product:– Recommendations for enterprise wide issues– Action plans on department specific culture

issues– Approval/support from management to

implement action plans– Opportunity to sign up for an enterprise wide

survey implementation team

• Format & Focus– Self sufficient approach (leader led workshops,

low cost, independent tracking)– Uses traditional Workshop Tools in a 4 hour

workshop– Primary area of focus

• What culture index items need the most improvement?

• What are our strengths?• What do we need to do more of? Less

of? Regarding the top three issues?

• Cost– Time of leader and employees

Process Overview

Certified Coachworks with Director/Manager to understand their survey data

Director/Manager, Coach, Core Team Member identify key department specific issues that need to be addressed & define what is in and out of scope.

Coach facilitate workshop with strong support from Dept mgmt team

Review items not addressed duringThe Workshop at subsequent staff/departmental meetings

Action item status reportsat subsequent staff/departmentalstaff meetings

Certified Coach’s role

• Understand how to interpret survey data• Coach directors/ managers on understanding their

data• Provide roster, template, and tools• Train/prepare directors/managers to roll out survey

data• Provide initial communication template for the

director to send to all employees• Assist in room setup• Introduce survey process at each session

Workshop Logistics

• Room Set up– Must have enough tables to conduct breakout sessions

• Equipment required:– Overhead projector– 1 flip chart stand with a pad of paper (more if the group is large)

• Materials required:– Slides of the session materials (including survey data)– Flip chart markers, overhead markers, masking tape– Yellow sticky pads for gallery of ideas– Overhead of the action planning sheets– Hard copies of the action planning sheets– Sign-in roster

• Tape 4 Enterprise Charts and 2 Department Charts on wall with the headings of the brainstorming categories

Director/Manager’s Role

• Before the workshop– Study department survey results

• Determine top two issues / problem statements to work on

– Review the session slides – insert your department specific slides

– Schedule a minimum of 4 hours with your staff• Send an Outlook meeting notification (template provided)

– Ensure all employees attend the session – Attend first 60 minutes of workshop to kick off the

workshop and present survey data– Attend last 30 minutes of workshop to approve

department action plans

Correspondence

MEMO to be sent to department from leader, to be sent via Outlook Based upon the timing commitment communicated in the December 2002 All Employee Meeting, the <insert your

departmental name/function> is taking part in a modified Workshop Process to review the Denision Culture Survey Results. This process will allow each of us to understand the model, understand our results, provide feedback and create action plans to improve the overall effectiveness of our department. The logistics are as follows:

Date of Workshop:<enter date>

Time: <enter time>

Location:<enter location>

It is critical for everyone to be in attendance. I place a high priority on the culture at our organization as well as in our department. I am committed to addressing the key issues that are identified in this process.

I look forward to your participation.

Director/Manager’s Role

• During the workshop– Jointly facilitate the session with your assigned

Coach:• Present both process & content as appropriate

• Manage the time and the agenda

– The breakout teams will present the department specific recommendations to the director/manager at the end

– Ensure the action planning activities are correctly captured on the worksheets

– Ensure that all participants sign the roster

Director/Manager’s Role

• After the workshop– Submit roster to your division head to ensure workshop credit– Ensure core team member receives your department’s feedback on

enterprise-wide issues and names of volunteers for those workshops

– Take charts with ideas for future use/documentation (may want to revisit at a later meeting)

– Send memo (or copy recommendation forms) to boss summarizing departmental recommendations

– Track & ensure completion of implementation during follow-up staff meetings until all items are implemented

– Conduct post sessions as needed to address additional issues

– Employees who volunteer for Survey Implementation Teams need to be made available to work on enterprise-wide issues

Correspondence

MEMO to functional director from departmental leader Based on our “Workshop Lite”, our team has identified several issues that we will, as a group and

personally, address to ensure our success as a department and organization’s success as an enterprise.

Below is the high level of our action plan:

Survey Issue to address Benefit Key Action Items

1.

2.

3.

4.

5.

We will need your support in order to move forward on these issues. (Describe what you want this leader to do to support you.)

Workshop Lite

Process

Workshop Presentation

05 Kick-Off – Director/ManagerPurpose/ImpactHow this is different from a “typical” Workshop

20 How to interpret Survey Results – CoachUnderstanding the modelWhat do the numbers mean

30 Review Overall Results and Department Specific Results – Director/ManagerReview Results – answer questions for clarificationReview department specific results, answer questions for clarification, discuss issues most important to department

30 Gallery of Ideas for Enterprise IssuesGroup brainstorming on feedback for enterprise wide issues

30 Gallery of Ideas for Department IssuesGroup brainstorming on department issues

60 Group Action PlanningFrom prioritized matrix, pick top itemsAs a group, complete action planning template(s)

30 Informal Report Outs to Director/ManagerReview department specific action plans, obtain Director approvalReview department feedback on the enterprise wide issuesSupervisor ensures departmental feedback is given to their core team representative

15 Wrap UpParticipants & supervisor identify key activities that the group has decided to work on as a result of this meeting. Supervisor sends director a memo indicating the issues to be addressed & the benefitsSupervisor will track submission and follow up at staff meetings the status of the action plan(s)

Agenda

Purpose/Impact

• Identify issues from the culture survey that can be addressed by our department

• Allows our group to provide feedback on the enterprise-wide issues

• Items addressed may be the “simple stuff” but will have a great collective impact

• Increases employee enthusiasm• Supports Board’s initiative for every salary

employee to experience The Workshop in 2003

How this is different from a typical Workshop!

• Focused on Denison Culture Survey Results for overall as well as our specific department but not a particular process

• Identifying issues that require our attention, not just beauracracy that needs to be streamlined

• Session led by prepared departmental supervisor and a certified Coach

• Session utilizes Workshop Tools but also asks for feedback on enterprise wide issues that will be addressed in separate workshops

• Introduces how to utilize the Workshop Philosophy & tools in understanding issues identified in the survey

• Session completed in shorter amount of time

• Departmental action plans tracked in staff meetings instead of website

• Sessions to be completed throughout entire organization (100% participation)

Gallery of ideas (Enterprise Issues)

Document individuals’ ideas on flip charts with corresponding headings

Coordination & Integration Customer Focus Strategic Direction & Intent

What does our organization have in place to ensure successful improvement of Coordination & Integration? What will get in the way to prevent us fromimproving this issue?

What does our organization have in place to ensure successful improvement of Customer Focus? What will get in the way to prevent us from improving this issue?

What does our organization have in place to ensure successful improvement of our Strategic Direction and Intent? What will get in the way to prevent us From improving this issue?

Gallery of ideas (Enterprise Issues)

Document individuals’ ideas on flip charts with corresponding headings

Team Orientation

What does our organization have in place to ensure successful improvement of Team Orientation? What will get in the way to prevent us fromimproving this issue?

Issue #1What gets in the way of us being more effective in this department?

• • • • • •

Issue #2What gets in the way of us being more effective in this department?

•

• • •

•

Gallery of ideas (Departmental Results)

Document individuals’ ideas on flip charts with corresponding headings

What does our organization have in

place to ensure successful improvement

of Coordination & Integration? What will

get in the way of improving this issue?

Chart 1 - hang on flip chart 1

What does our organization have in

place to ensure successful improvement

of Customer Focus? What will get in the way of improving this issue?

Chart 2 - hang on flip chart 2

What processes does our organization have in

place to ensure successful improvement of Strategic Direction & Intent? What will get in

the way of improving this issue?

Chart 3 - hang on flip chart 3

What processes does our organization have in

place to ensure successful improvement

of Team Orientation? What will get in the way of improving this issue?

Chart 4 - hang on flip chart 4

What gets in the way of us being more effective in this department?

Chart 5 (Issue #1) - hang on flip chart 5

What gets in the way of us being more effective in this department?

Chart 6 (Issue #2) - hang on flip chart 6

Recommendation TemplateWorkshop Issue Identify Problem

Analyze Root Causes

Recommendation

Benefits

Plan: Action(s) to Implement Owner Due

Decision

Evaluate: Monitoring and Follow-Up Champion: Roadblock Buster: