sample climate survey report

8/9/2019 Sample Climate Survey Report

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Sample CompanyCorporate Values Survey

Summary of Results

Unlock the Potential…

Prepared by Aspire Consulting, Inc.


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Sample Company Corporate Values Survey Results1

IntroductionSample Company launched a formal initiative to capture candid feedback from all employees regarding feelings,perceptions and experiences related to Sample Company’s corporate values: Respect, Courage, Passion, Integrity

and Teamwork. The goal was to assess the climate at Sample Company to better understand how well employeesembrace and behaviorally define each of the Corporate Values. In addition, this survey is an opportunity to prioritizeactions that will further integrate the Corporate Values into the business environment.

Aspire Consulting, Inc. (Aspire) managed the data gathering process, and this summary of results is the outcome of detailed quantifiable and qualitative analysis.

The survey was designed to guide employees through a series of multiple choice, rating scale and open-endedquestions regarding each of the five Corporate Values. The survey gathered quantitative results by asking employeesto rate key questions on a scale of 1-5. In addition, employees were asked to stack rank a series of behaviorsdemonstrated by leaders and colleagues in the environment. Finally, valuable qualitative feedback was gathered tocapture further insight by asking a series of discovery questions relative to each Corporate Value.

Rating Scale5

Regularly4

Often3

Sometimes2

Occasionally1

Rarely

Corporate Values Respect— Recognizes and values the talents and the role of each individual.

Courage— The strength and spirit to take risks, be accountable, and take an innovative approach.

Passion— Enthusiasm and commitment to personal and professional growth, company values, and business objectives.

Integrity— Demonstrates honesty and ethics in all behaviors.

Teamwork— The dedication and drive to achieve group goals.


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Key Considerations for Review For the purpose of this report, quantitative scores have been drawn from each question on the survey. In addition,qualitative results are presented by frequency of request or suggestion. When reviewing the combined data in the tables

on the pages that follow, please keep several factors in mind:

The level of the employee respondents varies.The results are presented as a total group, with respondents ranging from hourly employees to salaried management.

The “percentage” provided for some categories reflected in this report is a simple numerical mean.These are averages, so they don’t reveal some of the nuances to be found in each individual’s qualitative feedback,but the averages give us a way to provide broad indicators of trends for comparison using the quantifiable rating scaleas the key measure.

The qualitative results represent insights surfaced through direct “free text” feedback versus ratings.There are key findings within this report that support trends associated with the frequency of suggestions andrequests. These unedited comments are drawn directly from the “free text” feedback that coincides with eachCorporate Value. These results are identified as qualitative results, and numeric results are identified as quantifiableresults.

The final section of this document presents a rollup of common data across all Corporate Values to provide avaluable point of comparison.

The rollup data is a compilation of quantifiable results across like categories within the question set of each CorporateValue to show comparative outcomes that may merit targeted action.

“One only measures greatness by asking those who experience it.”~Albert Einstein, Commitment to Excellence


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The Corporate Value Survey Results Summarized in this Report Represent DataGathered From 974 Employees Who Shared Their Assessment of the Climate atSample Company.

Table 1: Length of Service Table 2: Position Table 3: Location

0-2 Years 31% Hourly 39% A A 9%

3-9 Years 44% Salaried, Non-Mgmt 43% B 16%

10+ Years 25% Salaried, Mgmt 18% C 41%

D 24%

E 0%F 10%

What is your Length ofService

0-2 years3-9 years10+ years

What is your Position

HourlySalaried, Non-managementSalaried, Management

What is your Location

GO1GO2NationalLakewoodMiamiTEMG Field


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RespectFinding #1: Respondents indicated a high sense of personal commitmentassociated with treating others with professionalism and courtesy at all times,regardless of differences.

Table 4: Personal Priority Regularly Often Sometimes Occasionally Rarely

Respect 92% 7% 1% 0% 0%

It is a priority for me to treat others with professionalism and courtesy at

all times, regardless of ourdifferences.

RegularlyOften

Sometimes

Occasionally

Rarely


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RespectFinding #2: Despite high levels of personal commitment, respondents sharedthe experience of a work environment that is slightly less committed to treatingothers with professionalism and courtesy and embracing differences.

Table 5: Work Environment Regularly Often Sometimes Occasionally Rarely

Professionalism &Courtesy

38% 41% 17% 3% 1%

Open to & RespectingDifferences

33% 42% 19% 4% 2%

Personal Commitment 92% 7% 1% 0% 0%

People in my work environment treatothers with professionalism and

courtesy.

RegularlyOftenSometimesOccasionallyRarely

People in my work environment areopen to and respect differences of

all kinds.



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RespectFinding #3: Respondents identified that their immediate manager most oftendemonstrates Respect in the form of: (1) professionalism & courtesy, (2)respecting differences, and (3) valuing individual talents.

Table 6:Management Demonstration of Respect

1. Treating others with professionalismand courtesy

1st

2nd

3rd

60% 27% 13%

2. Welcoming and respectingdifferences of all kinds

1 st 2nd 3 rd

15% 43% 42%

3. Recognizing and valuing the talentsof each individual

1 st 2nd 3 rd

25% 30% 45%

Professionalism & Courtesy

Respecting Differences

Individual Talents

1

2

3



Individual Talents

1

2

3


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RespectFinding #4: Respondents identified that the people in their work environmentmost often demonstrate Respect by: (1) using common courtesy, (2) beingflexible to balance, and (3) accepting differences.

Table 7:Respect in the Work Environment

1. Using common courtesy such assaying “thank you,” etc.

1 st 2nd 3 rd

51% 30% 19%2. Being flexible to accommodate

work/personal balance needs

1 st 2nd 3 rd

34% 37% 29%

3. Accepting differences throughsupportive words and actions

1 st 2nd 3 rd

15% 34% 51%

Common Courtesy

Flexibility & Balance

Accepting Differences

1

2

3

Common Courtesy

Flexibility & Balance

Accepting Differences

1

2

3



Individual Talents

1

2

3



Individual Talents

1

2

3

Work Environment

Management


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RespectFinding #5: Analysis of Qualitative Feedback Reveals Common Themes that

Influence the Level of Respect Practiced in the Work Environment.Table 5:

Top Respect Trends by Frequency of Feedback

1. Management Demonstration of Respect2. Respecting & Valuing Differences3. Clear Definition of How the Company Defines Respect4. Accountability for Behaviors that Promote Respect5. Employee Involvement & Individual Recognition

Transcript Excerpts: “I’d like to see managers and supervisors break down the wall by

coming down to our level occasionally and remembering that they hired us in the first place because they respected what we bring to thecompany.”

“There seems to be a cold war between management and employees,and management is just not willing to seek or respect our input.”

“Remove the 50% of IT management who feel that Respect is a one-way street and routinely treat those around them like dirt.”

“The IT Department would benefit from an Organizational Development Intervention that targets the value of Respect.”

“Resolve issues that come up within the department immediately.Management cannot turn the other way. Holding people accountablefor demonstrating Respect creates the environment we’re going for.”

“Hold upper management accountable for their actions. We need tohire more qualified supervisors and have them attend communicationclasses. Some upper management staff should think more about how well they lead by example.”

“The fact that everyone must be treated equal is key to Respect. I sometimes feel discriminated against because I do not havechildren. It’s okay for me to work more than “Fictional Bob” because “Fictional Bob” has to take his kid to soccer tonight and I don’t.”

“I have seen and heard people being mocked, punished and mistreated because of differences in physical, cultural and valueareas. I think if the company found a way to celebrate differencesrather than punishing people who are different, it would be a much

better place to come to work.” “Promote and encourage the understanding of cultural differences.

We need to think about multi-cultural communication training and diversity programs. The mix of the company is changing and now is the time to Respect and celebrate that.”

“We need to help people internalize the value of Respect. We need to hold each other accountable and be willing to call each other onit when Respect isn’t demonstrated. The company could help us by specifically defining what Respect looks like when it comes toactions.”

“Give people more examples of what Respect looks like. Some people don’t even realize that their actions or wards aredisrespectful.”

“More company-wide recognition for individuals that deserve to be praised for their hard work, not just for meeting MAJOR goals. Thelittle things such as maintaining a workload under stressful circumstances, or even for those behind the scenes that are alwayshelpful and smiling. I believe that respect given is respect earned,and there are a lot of people in this Company that deserveindividual recognition.”


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RespectFinding #6: Further Analysis of Qualitative Feedback Uncovers Employee Definitions

of Respect and Their Recommendations to Strengthen Its Application in the WorkEnvironment.

How Employees Define Respect: Employee Recommendations to Promote Respect:

Talk to one another and not about one another

Be open to new ideas and differences

Hold each other accountable for our actions

Treat all people the same; be fair

Keep communication productive and two-way

Welcome input and new ideas

Respect all opinions

Agree to disagree without blocking actions

Acknowledging people in the room and greetingthem

Build the self-esteem in others

Listen carefully and answer tactfully

Acknowledge others for their good work

Be flexible and understanding

Return phone calls in a timely manner

Encourage open and honest communication

Acknowledge feelings and fact

Create more opportunities for people to get toknow each other better

Provide Respect training to help people know whatgiving effective Respect looks like

Hold an open forum to discuss these values Conduct communication training to help peoplerecognize and value different styles

Build a recognition system that focuses onindividual contributions

Offer more multi-cultural and diversity training

Communication skill development for managementacross the board

Help new employees learn about the Company andthese values earlier in the hiring process

Identify the Company’s position on work/lifebalance

Find an organized way to facilitate the exchange of different points of view in order to manage theemotion that often gets in the way of progress if notdealt with properly


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CourageFinding #1: Respondents indicated a moderate sense of personal commitmentassociated with taking appropriate risks and trying out new ways of doingthings.


Respect 92% 7% 1% 0% 0%

Courage 40% 35% 20% 2% 3%

I feel that it is important for me totake appropriate risks and try out

new ways of doing things.



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CourageFinding #2: Respondent ratings highlight a range of experiences surroundingthe level of openness to change and feeling safe to willingly admit mistakeswithin the work environment.


Open to Change 17% 34% 36% 8% 6%

Willingly Admit Mistakes 14% 30% 36% 11% 9%


People in my work environmentare open to change.


People in my workenvironment willingly admit

their mistakes.



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CourageFinding #3: Respondents identified that their immediate manager most oftendemonstrates Courage in the form of: (1) being accountable, (2) being creative,and (3) taking risks.

Table 3:Management Demonstration of Courage

1. Being Accountable

1 st 2nd 3 rd

53% 27% 19%

2. Being Creative

1 st 2nd 3 rd

21% 38% 41%

3. Taking Risks

1 st 2nd 3 rd

25% 35% 39%

Being Accountable

Being Creative

Taking Risks

1

2

3

Being Accountable

Being Creative

Taking Risks

1

2

3


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CourageFinding #4: Respondents identified that the people in their work environmentmost often demonstrate Courage by: (1) openness to respectful challenges, (2)showing willingness to learn from mistakes, and (3) taking initiative to drivechange.

Table 4:Courage in the Work Environment

1. Being open to respectful challengesfrom others

1 st 2nd 3 rd

36% 33% 31%

2. Showing willingness to learn frommistakes

1 st 2nd 3 rd

33% 42% 25%

3. Taking initiative to drive change

1 st 2nd 3 rd

31% 25% 44%

Open to Respectful Challenges

Learning From Mistakes

Taking Initiative to Drive Change

1

2

3

Open to Respectful Challenges

Learning From Mistakes

Taking Initiative to Drive Change

1

2

3

Being Accountable

Being Creative

Taking Risks

1

2

3

Being Accountable

Being Creative

Taking Risks

1

2

3

Work Environment

Management


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CourageFinding #5: Analysis of Qualitative Feedback Reveals Common Themes that

Influence the Level of Courage Demonstrated in the Work Environment.Table 5:

Top Courage Trends by Frequency of Feedback

1. Reinforce Truth & Honesty2. Recognize the Learning Opportunity in Mistakes3. Accountability as a Demonstration of Courage4. Rebuild Trust Between Management and Employees5. Feeling Safe in the Workplace

Transcript Excerpts: “Frequently, people are afraid to state the truth. The truth is only problematic when it is pushed in a way that is offensive. Giving peoplehonest feedback is critical to growth, but using tact is just as important.”

“I would like to feel that differences of opinions with supervisors and managers would not result in punitive discussions or actions.”

“Stop squashing courage and initiative by management abuse (lectures,threats, etc.) of individuals who attempt to think outside of the box, or who attempt something better, faster or in any way different regardlessof whether it succeeds or fails.”

“Individuals who stand up for what is right, challenge the wrong doingsof others or question situations of moral and ethical issues are being pushed out of the organization because they haven’t minded their ownbusiness.”

“Recognize that high productivity is often accompanied by occasional mistakes. No matter how careful and conscientious an employee is,mistakes can happen. This environment is brutal about even small failures. The end results is fear of risk, fear of change and demoralized outlooks.”

“People need to be held accountable. It is not that people areunwilling to be held accountable; it is that management isn’t always holding employees at all levels accountable for their actions and outcomes. This takes Courage.”

“The trust level from management and below is very weak.People need breathing room in order to be able to demonstrateCourage. I think a lot of people are too afraid of making mistakesand being reprimanded or even fired to demonstrate Courage.”

“It comes from the top, those in management positions should encourage, welcome and embrace those who dare to take theinitiative to push for positive changes regardless of success or failure. If management recognizes Courage in people, more people will display it. Generally, people around here are afraid of failure so they never try. In reality, the most important thing isthat they try.”

“I might be willing to explain what’s really going on over here, and even offer suggestions if this were a hardcopy that I could drop ina box where my name cannot be linked to it in any way. As long as we continue to get these surveys via the Internet you aren’t ever going to get a true answer from me or anyone else. We arenot safe sharing our thoughts. We are all going to say, yes,everything is just fine and wonderful, and your survey suddenly becomes worthless.”

“My perception is that upper management only wants to hear good news. From my perspective it is courageous to state thefacts, even when they aren’t good. I don’t see that type of Courage being rewarded.”


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CourageFinding #6: Further Analysis of Qualitative Feedback Uncovers Employee Definitions

of Courage and Their Recommendations to Strengthen Its Application in the WorkEnvironment.How Employees Define Courage: Employee Recommendations to Promote Courage:

Speak up even in the face of adversity

Focus on doing the right thing

Foster and environment of encouragement

Take responsibility for change and follow through

Make it okay to challenge appropriately

Showcase and recognize good initiative

Focus on helping people feel safe to share ideas

Uphold Courage as accountability

Take responsibility for all actions and don’t passthe blame on to others

Change the focus from reactive to proactive

Increase sharing of information Have the right daily attitude

Commit to changing for the better

Take appropriate risks

Challenge yourself and others to do more, saymore, contribute more in order for us to get out of our comfort zones and learn new things

Create a forum where fellow associates canexpress themselves and not be afraid to say thetruth. This is in the spirit of positive change.

Keep the entire staff abreast of how our industryand market are changing over time to help thosewho are not in sales or marketing roles tounderstand the importance of learning to adapt andchange.

Offer more change management tools and training.

Have a monthly group of people get together withtheir supervisor and think of one thing that theycould change to promote Courage.

Create a process that welcomes employeesuggestions

Create a more open environment where having thecourage to speak up is valued. Do this by creatingsafe places for people to voice their opinions or suggestions.

Introduce skills for powerful listening andcommunication. Show that when differences arise,reviewing goals brings alignment without having tohave one party “lose” over the other.


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PassionFinding #1: Respondents identified with a high sense of personal commitmentassociated with demonstrating passion, enthusiasm and commitment.


Respect 92% 7% 1% 0% 0%

Courage 40% 35% 20% 2% 3%

Passion 70% 24% 5% 1% 0%

I feel that it is important for meto demonstrate passion,

enthusiasm and commitment.



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PassionFinding #2: Results indicate that personal commitment to Passion is stronger than the Passion experienced in the work environment.


Strive for Excellence 35% 42% 17% 4% 1%

Driven to ContinuouslyLearn & Grow

28% 35% 27% 7% 2%


People in my work environmentstrive for excellence.


People in my work environmentare driven to continuously learn

and grow.



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PassionFinding #3: Respondents identified that their immediate manager most oftendemonstrates Passion in the form of: (1) supporting company values andbusiness objectives, (2) supporting personal & professional growth, (3) andshowing enthusiasm.

Table 3:Management Demonstration of Passion

1. Supporting Company Values &Business Objectives

1 st 2nd 3 rd

42% 32% 26%

2. Supporting Personal & ProfessionalGrowth

1 st 2nd 3 rd

28% 40% 32%

3. Showing Enthusiasm

1 st 2nd 3 rd

30% 29% 42%

Support Values & Business Objectives

Support Personal & Professional Growth

Show Enthusiasm

1

2

3



Show Enthusiasm

1

2

3


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PassionFinding #4: Respondents identified that the people in their work environmentmost often demonstrate Passion by: (1) focusing on achievement & results, (2)showing energy and excitement at work, and (3) taking advantage of learningopportunities.

Table 4:Passion in the Work Environment

1. Focus on Achievement & DesiredResults

1 st 2nd 3 rd

56% 29% 15%

2. Show Energy & Excitement at Work

1 st 2nd 3 rd

24% 46% 30%

3. Taking Advantage of LearningOpportunities

1 st 2nd 3 rd

20% 25% 55%

Achievement & Desired Results

Energy & Excitement at Work

Embracing Learning Opportunities

1

2

3

Achievement & Desired Results

Energy & Excitement at Work

Embracing Learning Opportunities

1

2

3



Show Enthusiasm

1

2

3



Show Enthusiasm

1

2

3

Work Environment

Mana ement


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PassionFinding #5: Analysis of Qualitative Feedback Reveals Common Themes thatInfluence the Level of Passion Demonstrated in the Work Environment.

Table 5:

Top Passion Trends by Frequency of Feedback

1. Continue to Identify & Reinforce Demonstrated Passion2. Strengthen Current Recognition Practices3. Avoid De-Motivating Leadership Practices4. Share More About Company Vision & Direction5. Focus on Building Knowledge & Skills

Transcript Excerpts: “I love what I do and have a living passion for my position. I work hard

every day because my company allows that Passion to grow, personally as well as professionally and I feel that I am encouraged toaccomplish my best. Thank you for that.”

“Our recognition practices at Lakewood are just excellent. It should be expanded to the MPLS facilities.”

“I don’t feel like we’ve really done anything with the R3 program. I

think it was something that we launched, but haven’t implemented. Again, it has to start with senior management. I think that there isn’t enough recognition done to reward employees and divisions for their achievements.”

“Get the recognition program from the planning stage to theimplementation stage.”

“Employees like to be recognized for their efforts and good work.Incentives and/or recognition would help promote Passion. Currently,the recognition program has only recognized those employees whoare non-phone working employees.”

“Because of the missing merit increases and the forced unpaid vacations two years ago, many people feel little commitment to SampleCompany. And, this translates directly to a lack of Passion. Add to thisthe promotions, such as chocolate roses when you move and fortunecookie announcements, and people see the company wasting money when we are told to tighten our belts.”

“Passion for doing a good job is tempered here by frequent requests toorganize our work around supporting empire building. Pet projects of particular directors or managers are emphasized over more important and far-reaching efforts for the company. If it does not provide more power or support for one of these individuals, we all can see it won’t bedone regardless of usefulness to the company. This is incredibly de-motivating. We are managed by too many politicians, serving only their own survival.”

“The leaders in this organization need to foster a more positiveapproach to empowering its employees and recognize that it is people’sPassion that will drive the organization. There are some leaders that donot exude Passion themselves and it shows.”

“Show people what the big picture is and how their work affectseverything. To see how what they do makes a difference is very motivating.”

“A need is still lacking in knowing the company’s mission statement and how I as an individual fit in. The company has shown several of the key programs/projects to our department. I think it would be helpful to hear how our company is really impacting people. Help us learn about our niche in the industry.”

“Providing and supporting personal growth opportunities throughdevelopment plans are important. Let individuals build their owndevelopment plans with support.”

“Please continue to offer the strong growth opportunities we’ve had through Corporate Training.”


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PassionFinding #6: Further Analysis of Qualitative Feedback Uncovers Employee Definitionsof Passion and Their Recommendations to Strengthen Its Application in the WorkEnvironment.

How Employees Define Passion: Employee Recommendations to Promote Passion:

Let people know that they are valued

Provide informal recognition on a regular basis

Let yourself shine through

Make the environment comfortable and inviting

Challenge each other to be the best

Encourage training and professional growth

Involve people in discussions and decision making

Look for opportunities to give positive feedback

Be positive about accomplishments

Engage remote workers

Catch people displaying Passion and recognize it

Celebrate every victory

Encourage brainstorming sessions and teachemployees not to be so quick to criticize the ideasof others.

Schedule consistent training programs where we

can share our knowledge with others. Hold group/department meetings on a regular basis so we can share ideas andaccomplishments.

Pay the underlings more money; they are the onesbringing in the business.

Continue to offer a range of training to everyone,without limitations.

Make sure that employees know and fullyunderstand company values and businessobjectives; they should be on every business card.

Find ways for people to connect with the businessat a higher level. People are so far removed fromthe effect they have on the business, there can bea lack of natural feeling of accomplishment.


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Integrity Finding #1: Respondents indicated a high sense of personal commitmentassociated with demonstrating honesty and ethics in all behaviors.


Respect 92% 7% 1% 0% 0%

Courage 40% 35% 20% 2% 3%

Passion 70% 24% 5% 1% 0%

Integrity 91% 8% 1% 0% 0%

I feel that it is important for me todemonstrate honesty and ethics in

all behaviors.



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Integrity Finding #2: Despite high levels of personal commitment, respondents shared aslightly lower review of Integrity demonstrated in the work environment .


Words Match Actions 37% 43% 15% 3% 1%

Follow Company Policies 56% 31% 9% 2% 2%


People in my workenvironment do what they

say they are going to do.


People in my workenvironment follow

company policies.



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Integrity Finding #3: Respondents identified that their immediate manager most oftendemonstrates Integrity in the form of: (1) honesty and ethics, (2) walking thetalk, and (3) following through on promises.

Table 3:Management Demonstration of Integrity

1. Displaying honesty and ethics in allbehaviors

1 st 2nd 3 rd

62% 21% 17%

2. Walking the talk

1 st 2nd 3 rd

18% 43% 39%

3. Following through on promises

1 st 2nd 3 rd

20% 36% 44%

Honesty & Ethics

Walk the Talk

Follow Through on Promises

1

2

3

Honesty & Ethics

Walk the Talk


1

2

3


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Sample Company Corporate Values Survey Results 25

Integrity Finding #4: Respondents identified that the people in their work environmentmost often demonstrate Integrity by: (1) directly communicating with others, (2)communicating with honesty, and (3) behaving consistent with words.

Table 4:Integrity in the Work Environment

1. Directly communicating with others

1 st 2nd 3 rd

38% 26% 36%

2. Communicating with honesty

1 st 2nd 3 rd

30% 48% 21%

3. Behavior consistent with words

1 st 2nd 3 rd

32% 26% 43%

Direct Communication

Honest Communication

Consistent Behavior & Words

1

2

3

Direct Communication

Honest Communication

Consistent Behavior & Words

1

2

3

Honesty & Ethics

Walk the Talk


1

2

3

Honesty & Ethics

Walk the Talk


1

2

3

Work Environment

Mana ement


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Integrity Finding #5: Analysis of Qualitative Feedback Reveals Common Themes thatInfluence the Level of Integrity Demonstrated in the Work Environment.

Table 5:

Top Integrity Trends by Frequency of Feedback

1. Regular Performance Feedback & Reinforced Accountability2. Reinforce Consistent Policies & Procedures3. Consistent Levels of Involvement4. Consistent Levels of Information Sharing & Learning5. Practice Balanced Business Rewards

Transcript Excerpts: “We need to focus on letting people know more frequently how well they

are doing on the job. We need to know where we stand on a regular basis and not just once a year. Otherwise, it feels like something is hiding out there to get us.”

“Quickly and decisively deal with employees who disrespect Integrity.When individuals are not held accountable for their negative actions, it totally brings down the desire for those who have high Integrity tomaintain it and support the company rules. When this doesn’t happen it

looks like we don’t really mean it.” “To be able to trust upper management and for managers to lead by

example so they would have more followers is key. Some managers and supervisors should be held accountable for their actions and should beexpected to behave consistently when it comes to actually following their own policies and procedures.”

“I think that there is visible segregation when it comes to policies and procedures. One very basic example is the dress code. We are told that we are not to wear jeans during Monday through Thursday.However, half of the staff will wear jeans and the other half is in casual wear, which puts into question the Integrity of the policy. If I’m not allowed to wear them, then neither should anyone else even if they’re at a higher ranked position than I am. Consistency demonstrated policy Integrity.”

“We are improving the communication between levels, but still have along way to go. It appears that often the last people to hear about achange in policy or procedures are the people the change will most effect. It also appears that sometimes changes to policy are madewithout consulting those actually doing the work.”

“Senior Management continues to express how great the company isdoing and how hard the employees are working. Yet, the employeesare not rewarded. The scenario fosters questioning of Integrity and how well does the company and employees need to do in order for employees to get rewarded.”

“Help us understand how last year raises were shelved due to poor economy and no one was to get increases, yet some people in upper management received bonuses and stock options. Somehow thisdoesn’t seem fair.”

“We need more Integrity Training/Coaching. Integrity is a simple but complicated way of being. Integrity means keeping promises, but alsonot promising when the promise cannot or will not be kept. Simply structural things like being on time, having agreements for when being on time is not expected, showing that home commitments are important all add up to an increase in Integrity. Show that Integrity is not all or nothing. Demonstrate ways for Integrity to be restored. Link brokenagreements to consequences that are symbolic and confidential. All of these actions are examples of how to teach us to use Integrity.”


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Integrity Finding #6: Further Analysis of Qualitative Feedback Uncovers Employee Definitionsof Integrity and Their Recommendations to Strengthen Its Application in the WorkEnvironment.

How Employees Define Integrity: Employee Recommendations to Promote Integrity:

Accepting responsibility for our choices and actions

Practicing open and honest communication

Encourage face-to-face feedback

Focus on doing the right thing at all times Be direct and timely with feedback

Practice better follow up and do what you sayyou’re going to do

Walk your talk at all levels

Support people to be accountable for what they do

Do not try to change others. Influence.

Focus on personal motivation and ethical behavior

Demonstrate and earn trust

Seek the opinions of others to gain perspective

Help people better understand how to handleinterpersonal differences.

Help managers learn how to better deal with issuesthat lack Integrity.

Integrity training to help people understand exactlywhat is acceptable and what isn’t.

Continue to support our Honesty Policy whendealing with internal and external customers.

Eliminate gossip by helping leaders understandhow to “nip it in the bud” and stop the unproductivebehaviors that get in the way of practicing Integrity.

Share information when it can be shared witheveryone and not before. It otherwise feels likeinformation is withheld for some and not others.

Practice ongoing performance feedback so peoplearen’t left wondering how they’re doing andworrying.


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TeamworkFinding #1: Respondents indicated a high sense of personal commitment toassist and support others toward the achievement of group goals.


Respect 92% 7% 1% 0% 0%

Courage 40% 35% 20% 2% 3%

Passion 70% 24% 5% 1% 0%

Integrity 91% 8% 1% 0% 0%

Teamwork 83% 14% 3% 0% 0%

I feel that it is important for me toassist and support others toward

the achievement of group goals.



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TeamworkFinding #2: Respondents highlight that the Teamwork experience in the workenvironment is slightly less committed to supporting the achievement of groupgoals.


Support Team Goals &Decisions

37% 38% 19% 3% 2%

Seek & Accept TeamMember Input

38% 33% 21% 6% 3%


People in my work environmentpositively support and

communicate team goals anddecisions.


People in my work environmentseek and accept input of team

members.



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TeamworkFinding #3: Respondents identified that their immediate manager most oftendemonstrates Teamwork in the form of: (1) dedication to achieve group goals,(2) supporting group decisions, and (3) engaging and valuing all team members.

Table 3:Management Demonstration of Teamwork

1. Showing dedication and drive to

achieve group goals1 st 2nd 3 rd

48% 30% 21%

2. Supporting group decision making

1 st 2nd 3 rd

23% 41% 36%

3. Engaging and valuing all members of the team

1 st 2nd 3 rd

29% 29% 43%

Dedication to Achieve Group Goals

Supporting Group Decisions

Engaging & Valuing All Team Members

1

2

3




1

2

3


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TeamworkFinding #4: Respondents identified that the people in their work environmentmost often demonstrate Teamwork by: (1) assisting and supporting teammembers, (2) sharing knowledge, and (3) sharing resources.

Table 4:Teamwork in the Work Environment

1. Assisting and supporting teammembers

1 st 2nd 3 rd

47% 23% 30%

2. Sharing knowledge

1 st 2nd 3 rd

39% 38% 22%

3. Sharing resources

1 st 2nd 3 rd

14% 38% 48%

Supporting Team Members

Sharing Knowledge

Sharing Resources

1

2

3

Supporting Team Members

Sharing Knowledge

Sharing Resources

1

2

3




1

2

3




1

2

3

Work Environment

Mana ement


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TeamworkFinding #5: Analysis of Qualitative Feedback Reveals Common Themes thatInfluence the Level of Teamwork Demonstrated in the Work Environment.

Table 5:

Top Teamwork Trends by Frequency of Feedback

1. Reinforce Cross-Departmental Relationships2. Management Visibility & Involvement3. Opportunities for Team Interaction

Transcript Excerpts: “There are several departments that do not feel that they need to have

cooperation and a team relationship with other areas. These areastreat other departments with little respect. They are territorial and makelittle or no attempt to understand other’s priorities and issues. I haveseen areas make decisions without consulting key players to evaluateinput; demanding special treatment; treating others with disdain or animosity and more. They do not need to follow the same rules as therest of the company because of who they are or the department they are in. Teamwork means that everyone is valuable and equal.”

“Teamwork across departments just isn’t there. Have the North sidespend some real time with the South side. Invite us up for somelearning.”

“I work with two different teams, a team in MSP and a team inLakewood. The two groups are as different as night and day. Theteam in MSP works like a well- oiled machine when problems occur. If a problem occurs in Denver, the majority of the work rests on one or two individuals. Teamwork needs to be more consistent in thecompany, and we could learn from each other.”

“Our manager needs to join us in an occasional lunch or event. Thismanager does not have time nor shows an interest in the rest of theteam. When we have a new team member join us, our manager instructs us to take them to lunch but doesn’t join us. This is thewrong message about Teamwork.”

“Let the teams function as teams, and remove or severely limit theinvolvement of those from outside of the team or effort who may havelittle knowledge about the effort. By virtue of their title, they show upand practice “seagull management” – fly in, crap on everything, and fly out leaving us to clean up the mess. Allow the right level of leadership to manage the team.”

““Keep teamwork top of mind by engaging us in activities throughout the year that allow us to learn how to work together.”

“We need to have more regular team meetings. Sometimes we gomonths with no interaction. Do managers meet regularly? How canwe conduct good business without solid communication and regular updates on what’s happening?”

“We need to increase our communication so that people understand the common goal. Too often the common goal is generated somewhere and then it slowly leaks out in the organization. We also

need to allow people the opportunity to understand what a change indirection means to them by having them describe how they need tochange their behavior to support the new goal. This translation isimportant. There is a clear opportunity to strengthen our teammanagement skills.”

“Teamwork needs to be highlighted more. We only have a staff meeting once a month. It is important to keep in touch and communication with the whole group on a more regular basis.Perhaps basic team activities that support the teamwork mentality canenhance the performance of the group.”


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TeamworkFinding #6: Further Analysis of Qualitative Feedback Identifies Employee Definitionsof Teamwork and Their Recommendations to Strengthen Its Application in the WorkEnvironment.

How Employees Define Teamwork: Employee Recommendations to Promote Teamwork:

Share ideas and knowledge

Hold frequent “team touch base” meetings

Effective cross-training of resources

Always be available to support your peers

Promote the sharing of ideas

Encourage group problem solving and decisionmaking

Encourage open communication

Clear team goals and deadlines

Break up the clicks and keep a holistic view

Role clarity to promote success

Help others succeed whenever possible

Weekly meetings and regular interaction

Let us communicate. Let us use email to teacheach other. Let us have a posting site on our Intranet to share ideas. Let us help each other onthe phones when a supervisor isn’t available.Don’t wait until the last minute to seek our input.

Develop internal Service Level Agreementsbetween departments.

Challenge the “lone rangers” to let the lead fall onothers more often.

Offer cross-training and cross-departmentalteamwork exercises

Set clear team goals so we know what we’restriving for.

Conduct departmental quarterly updates Train the organization on teamwork. There are fewpeople who have even been trained in thediscipline of teamwork, how to run a successfulteam meeting, the difference between work teamsand project teams or how to gain teamsponsorship, etc.


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Total Value Summary Finding #1: Overall Feedback Indicates that Courage is the Value the Holds the MostOpportunity for Growth at the Level of Personal Commitment.

Table 1:

Personal Commitment

Regularly Often Sometimes Occasionally Rarely

Respect 92% 7% 1% 0% 0%

Courage 40% 35% 20% 2% 3%

Passion 70% 24% 5% 1% 0%

Integrity 91% 8% 1% 0% 0%

Teamwork 83% 14% 3% 0% 0%

Personal ommitment

0102030405060708090

100

Respect Courage Passion Integrity Teamwork


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Total Value Summary Finding #2: Overall Comparative Scores Also Indicate that Courage Holds theGreatest Opportunity for Growth in the Work Environment.


Respect—Personal Commitment 92% 7% 1% 0% 0%

Professionalism & Courtesy 38% 41% 17% 3% 1%

Open to & Respecting Differences 33% 42% 19% 4% 2%

Courage—Personal Commitment 40% 35% 20% 2% 3%

Open to Change 17% 34% 36% 8% 6%

Willingly Admit Mistakes 14% 30% 36% 11% 9%

Passion—Personal Commitment 70% 24% 5% 1% 0%

Strive for Excellence 35% 42% 17% 4% 1%

Driven to Continuously Learn & Grow 28% 35% 27% 7% 2%

Integrity—Personal Commitment 91% 8% 1% 0% 0%

Words Match Actions 37% 43% 15% 3% 1%

Follow Company Policies 56% 31% 9% 2% 2%

Teamwork—Personal Commitment 83% 14% 3% 0% 0%

Support Team Goals & Decisions 37% 38% 19% 3% 2%

Seek & Accept Team Member Input 38% 33% 21% 6% 3%

= Work Environment= Personal Commitment


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Total Value Summary Finding #3: Total Respondent Feedback Highlights Management Growth Priorities byValue.

Table 3: Least Often Demonstrated Value % Rated Leastoften

Demonstrated

Respect - Recognizing & Valuing the Talents of Each Individual 45%

Courage - Taking Risks 39%Passion - Showing Enthusiasm 42%Integrity - Following Through on Promises 44%

Teamwork - Engaging & Valuing All Members of the Team 43%

Management Growth

0

25

50



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Total Value Summary Finding #4: Total Respondent Feedback Highlights Work Environment GrowthPriorities by Value.

Table 4: Least Often Demonstrated Value % Least Demo.Management Respect - Recognizing & Valuing the Talents of Each Individual 45%Environment Respect – Accepting Differences 51%Management Courage - Taking Risks 39%Environment Courage - Taking Initiative to Drive Change 44%Management Passion - Showing Enthusiasm 42%Environment Passion – Embracing Learning Opportunities 55%

Management Integrity - Following Through on Promises 44%Environment Integrity – Actions Consistent with Words 43%Management Teamwork - Engaging & Valuing All Members of the Team 43%Environment Teamwork – Sharing Resources 48%

Environment Growth

0

30

55



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Total Value Summary Finding #5: Analysis of Qualitative Feedback Reveals “Additional Comment” TrendsThat Influence the Work Environment.

Table 5:

Common Themes Surfaced from Additional Comments

1. Integration of Corporate Values2. Company Vision & Direction3. Involvement, Coaching & Communication4. Change Management5. Positive Company Growth & Accomplishment

“We need more coaching sessions for one-on-one employeecommunication and problems with performance. We cannot wait for problems to get out of hand, rather we need to be better equip tohandle them and ultimately eliminate them when they occur.”

“Senior Management should get more involved. I work on the first floor at National and I see Phil, Tony, Mary or Dave fewer than four or five times per year. Two or three of those times are at large groupmeetings. I believe that if Senior Management had more “hands-on” involvement, or interaction across all lines of business, morale would

be boosted and people would begin to demonstrate a positive attitudetowards Sample Company Corporate Values.”

“I believe that the Company needs a vision for where we are going and what we want to be as an organization. We seem to change that vision almost annually. This will then set our goals in terms of resources and a human resource strategy. I feel that career development is somewhat ad hoc as the vision and people skillsneeded to accomplish that vision change too frequently. We need todecide what it is we want to be and make the investment in our leadership to deliver that vision.”

“We need more good news from Phil. His announcements are

usually about reorganization or position termination emails , and thisis disheartening. Pride in the company is part of our Corporate Valuesystem. This has to be driven from the top.”

“I’m not sure how to motivate my group, and it seems that most Sample Company managers don’t have this knowledge. We need it.”

“I think that we’re on the right track as far as employee retentiongoes. Implementing the one call resolution plan has empowered employees to resolve problems on their own. “

“I really like the monthly business review updates. It helps me alignmy decisions with the direction of the organization.”

Transcript Excerpts: “It’s important to reinforce that we all share the same Company

Values regardless of our title or the position we hold.”

“Overall, I believe that the Company as a whole has the right CoreValues in place and there will always be some who are stronger thanothers. I’m not sure I believe that we truly use our values asbenchmarks for annual performance. Perhaps there should be moretangible activity that each of us needs to perform during the year todemonstrate each specific Value.”

“My perception is that managers are too focused on achieving business goals to concentrate on changing the behavior of groups of employees. We need time to change our behaviors.”

“I think that the ranking questions of this survey don’t make sense.Many times the manager or environment display none of the choicesoffered. Good luck getting any meaningful feedback out of theserankings.”

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