session 2 your engagement baseline

Session 2

Your Engagement Baseline

Gathering Information from Employees

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© The Employee Engagement Group 2 - 1 Session 2 All rights reserved Engagement Baseline

Creating the Best Team

8 – 16 members

Equal mix of Leadership team and others

Volunteers and high performers

Seek fresh eyes

Engagement Survey

Keys to an Engagement Survey Notes

Listen and be prepared to act • Feedback must lead to action • Create complete project plan including:

• Methods for capturing feedback and ideas • Action planning sessions • Follow up strategy

• Recognize what you can and cannot change

Partner with an Outside Firm Understand what’s important in a partner Select the right partner for you Recognize that you may not get it all

Invest less in technology, more in solutions • Use your Rank Order exercise to help determine your

technology provider • Could you use your own technology? • Recognize that solutions don’t come from the technology • What providers have you used?

Create Committees and Sub Committees • Equal mix of leadership and non-members of Leadership

team • Evaluate results of data

• Strengths • Challenges

• Make recommendations • Prioritize • Present to Leadership • Follow-up – make sure things get done!

• Recognize that you can’t do it all • Active for 10 – 12 months


Keys to an Engagement Survey Notes

Create a Communication Plan • Commission a communication team to develop a plan

• Macro results to senior leadership • Outline results for employee base • Identify both strengths and challenges • Communicate:

• Actions to be taken • What will not be addressed (either this

time or ever) • Schedule multiple communications

• It’s not a one-time activity • Use multiple venues – e-mail, e-zines, web page,

social media, town hall meetings, team and individual meetings

Adopt a Common Action Plan Template • What does your action plan look like? • Share action plans with

• Leadership team • All employees • Other departments

Keep it Simple and Execute Flawlessly • What are the consequences of under-delivering on your

promise?

Follow up • What follow-up mechanisms have you used when collecting

employee information? • Who is responsible for follow-up? • Best practices include:

• Assign follow-up to committees and sub-committees

• Identify accountabilities • Schedule follow up activities on a regular basis –

planning meetings, project reviews, updates


EM Systems International You are the director of a 3-person HR department for EM Systems International (EMS). You were hired three months ago and are one of the first director-level employee not promoted from within. EMS is a cell phone manufacturing, sales and service company located just outside of Denver, Colorado. EMS was started 28 years ago by Tracy Davis as a local distributor of pagers and cell phones. It has grown from its original 4 employees in Denver to over 600 employees including 8 offices in the US and Canada, and one office in Australia (opened only last year). The organization is made up of 15% management and 85% production, sales, and customer support. Tracy, founder and original CEO, retired last year and the new CEO, Kathy, was promoted from her position as COO. Kathy has been with the company for fifteen years and has been considered the successor to the CEO position for the last two years. Where Tracy was very hands-on and seemingly involved in all decisions, Kathy is much more facilitative and manages from 30,000 feet. Kathy, along with the Senior Leadership Team, is concerned about employee engagement as the company continues to grow and change. She has asked you to conduct an Engagement Survey with all employees globally. In order to prepare you for the project, Kathy shares this information:

Three years ago, in the midst of growth and reorganization, the leadership team sent out a survey to ask employees how they felt about the company and to help determine their engagement levels. Wanting to save money, the former CEO directed the IT department to develop an internal online survey to gather the information. The survey ran into multiple problems:

A technical glitch 5 days into the survey period corrupted the data file and

employees were asked to take the survey again An IT employee copied one of the negative comments from the survey and,

thinking he was e-mailing it to a friend, copied the entire company Survey questions were often seen by the employees as leading and not

addressing issues important to the employees The CEO reviewed the results and was surprised by the areas that scored

low. He determined that the employees probably didn’t really understand the questions.

As a result of the survey, a newsletter was developed to keep employees better informed and a vacation buy-back policy was implemented.

Kathy has given you full control of the project with a $25,000 budget which she expects to be used for the survey process (survey and follow up).


Survey Partners Add any other categories that might be important to your organization. If you could only have 5 from the list of categories below, what would they be? Which from the entire list are least important? Mark the 5 ‘must haves’ from the list to help you determine a vendor.

Category Description Rank Confidentiality Our staff needs to know that their answers are truly

anonymous and will be held in strictest confidence

Cost of survey process We have a limited budget for completing the engagement

survey

Credibility of partner We need to use a well-known survey provider like a

Gallup or Towers Watson

Customizable We have specific needs and can’t use an out of the box

Filter options We want to be able to drill down into multiple levels of

employee data (by department, location, manager, etc.)

Flexibility Our time frame is in flux – we need the survey provider to

be able to kick off the survey at a moment’s notice

Global We need to deliver this survey in multiple offices across

multiple countries

Guidance during process We know very little about conducting a survey and need

my provider to give me specific guidance

Languages We need to deliver this survey in multiple languages

Normative data (industry) We want to see normative data that is specific to our

industry

Normative data (size) We want to compare our data to companies of our size

(no matter what the industry)

Online survey option Our survey must be done online in a secure environment

Paper survey option Some of our employees are remote without access to a

computer – they will need a paper version of the survey

Presentation of material We want our survey provider to deliver the initial results

to our leadership team

Quick turnaround We need to have a quick turn-around from start of

survey to finish

Reporting We want reports that are easy to read while being

thorough

Services We want a provider that offers services after the survey

such as consulting and training

Other

Other


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EMS Leadership Team

Tracy

Former CEO

Tracy founded EMS 28 years ago and grew the company through his relentless pursuit of product development, unique sales approaches, and exceptional customer service. Tracy was a hands-on CEO, asking to be involved in each initiative and often taking a lead role in major projects. Tracy retired last year and appointed Kathy as his replacement as CEO.

Kathy

Chief Executive

Officer (CEO)

Kathy started with EMS 15 years ago as a sales associate worked her way through the company in various departments and divisions. She was instrumental in the acquisition of the Canadian company 5 years ago and was promoted to Chief Operating Officer as a result. After three years as COO, Kathy was asked to be the successor to Tracy Davis, the outgoing CEO and founder of EMS.

Doug

Chief Operations

Officer

New to the organization, Doug replaced Kathy as COO when she moved to the CEO position. Doug worked for a competitor for 20 years prior to joining EMS and bringing an outsider into the company created some discord among the long-term staff. In the short time Doug has been with EMS, he has introduced several innovative procedures that have improved efficiencies.

Rebecca

Chief Financial

Officer (CFO)

Rebecca was promoted to the position of CFO three months ago. She worked in the department for 12 years prior to being promoted. She earned her MBA prior to being promoted and but struggles with people skills. In her short time in the position, Rebecca has implemented multiple cost savings processes and reduced DSO (day sales outstanding) by 5%.

Jacob

Director of

Technology

Jacob has been with the organization for 28 years. He started right out of high school as a clerk and worked his way through the ranks in different positions and by getting his education while working. Jacob has been the only director the IT department has ever had and likes to build systems internally rather than going to outside vendors.

Ashley

Office Manager,

Australia

Ashley worked for a small Australian cell phone provider before joining EMS two years ago to open and manage its first Australian office (which opened just last year). In less than a year, she has grown the office from 5 sales and service associates to 12 total employees with 30% in revenue growth. Although successful, her team feels isolated and distant from the rest of EMS.

Renee

Regional

Manager, Canada

Renee knows how to make money in this industry and the Canada BU always meets or exceeds its business plan. He is good with clients but has poor follow-through skills. Although a people manager, he struggles with holding team members accountable. His team almost always demonstrates high productivity and quality but outside observers say team members don’t make independent decisions without Renee’s input.


EMS High Potential Employees

The people listed below are some of EMS’s high potential employees who have been recommended by their managers to work on the survey committee. All are employed at US offices unless otherwise noted.

Aaron

(Sales Rep)

Aaron was hired within the last 3 months and is seen as very capable. He is very

effective as a sales rep but Aaron’s coworkers say he isn’t as focused on service after the

sale. He likes to move from one opportunity to the other quickly.

Connor

(IT Support)

Connor displays great work ethic and high productivity – he’s at work on time, socializes

to a minimum, and meets deadlines on projects. Work / life balance is very important to

Connor and he resists working beyond his schedule or weekends when needed.

Diane

(Customer Service

Phone Rep)

Diane is a mid-level employee with 7 years of experience on the phones with EMS. She

demonstrates a real loyalty to the company and is an advocate during and outside of

work. Diane champions volunteer efforts, social activities, and likes to work on

committees when offered the opportunity.

Donna (Assembly

Line Tech)

Donna is an employee with an outstanding attitude in the manufacturing department. She

was hired only 6 months ago but her manager describes her as ‘a keeper’. Because she

was hired from a different industry, she lacks technical expertise but seems to be willing to

learn and develop.

Heather

(Payroll)

Heather was hired right out of college after receiving her MBA and is working toward a

doctorate in international finance. She has taken on leadership roles on project teams

within her department and seems very effective, mostly through delegation.

Leslie

(Sales, Australia)

Leslie is incredibly talented technically and blessed with a natural ability to build rapport.

She was hired from a competitor where she led her business development team to double

sales in 15 months and she is hoping to have the opportunity to lead a sales team with

EMS Australia.

Mary

(Manufacturing

Quality

Assurance)

Mary has been with the organization for 15 years and just transferred from the Denver

plant to the one in Boston. She is a solid performer and likes routine. She is seen as a

no-nonsense person who is straight-forward and matter of fact. Mary communicates with

the least words possible

Rebecca

(Receptionist,

Canada East

Office)

Rebecca has exceptional business and people skills and has been with the company

even before the Canadian acquisition. While at the front desk, she works on large-

contract proposals for the sales department. She has exceptional writing and

presentation skills.


This Employee Engagement Survey is provided to EM Systems International. All responses are based on a 5 point scale, 1 = Disagree Strongly and 5 = Agree Strongly. The benchmark is the compiled normative data for the top 25 companies in the industry with similar size and markets.

1. Link to High Performance Employee Rating Benchmark

I know what my organization is trying to achieve strategically

3.2 3.8

Management gets the best work out of everybody in the office

3.7 3.9

I am encouraged to learn and develop new skills

4.6 3.9

2. It Starts at the Top Employee Rating Benchmark

People in our office always treat others with respect

4.1 3.7

Management is trusted 3.3 4.1

Management operates in accordance with the firm's overall philosophy and values; they practices what they preach

3.5 3.9

3. Engage First-line Leaders Employee Rating Benchmark

My manager is interested in my well being 4.2 4.4

Our managers have good people skills 3.7 3.9

I am a member of a well-functioning team 3.6 3.9

Continued on next page


4. Communication Employee Rating Benchmark

I am informed about what is happening at this organization

3.1 3.6

Communication between the office’s management and people at my level is very good

3.2 3.8

I feel comfortable talking to my superiors about any concerns I might have about my work

2.6 4.1

5. Individualize Engagement Employee Rating Benchmark

Staff diversity is respected; employees of different backgrounds and personalities are valued

3.9 4.0

Promotions at my company are based on capability, and not tenure

3.4 3.1

I would like to be working for this organization one year from today

4.1 3.9

6. Create a Motivational Culture Employee Rating Benchmark

There are real opportunities here for meaningful career and professional advancement

3.3 3.7

We have high quality training opportunities to improve skills

3.2 2.9

I have the freedom to make the necessary decisions to do my work properly

3.0 3.8

7. Create Feedback Mechanisms

Employee Rating Benchmark

In the last seven days, I have received

recognition or praise for doing good work

4.0 4.1

I am actively encouraged to volunteer new

ideas and make suggestions for improvement

of our business

2.8 3.8

Management meets with employees often

enough

4.3 3.9


Continued on next page

8. Reinforce and Reward the Right Behaviors Employee Rating Benchmark

Considering my contribution, I think I am fairly

paid compared to others in the office

2.7 2.9

Considering the office as a whole, the

compensation system is managed equitably

and fairly

3.8 4.0

Our benefits are at least as good as our

competitors

2.8 3.1

9. Track and Communicate Progress and Success Employee Rating Benchmark

We regularly discuss our progress toward our

goals and objectives

4.1 4.2

We regularly discuss the results of client

satisfaction feedback

3.1 3.9

In the past 6 months, someone has talked to

me about my progress

3.0 4.0

10. Hire and Promote the Right Behaviors and Traits for Your Culture Employee Rating Benchmark

People are promoted here for what they know,

not who they know

3.3 3.9

My manager displays the behaviors and traits

that are consistent with the company’s values

2.9 4.1

When my manager hires someone for our

team, he/she seeks my input

3.1 3.8

Note: Benchmark information on this exercise is not actual benchmark data


Communication Plan Template

Communication Objectives Audience Who delivers Venue Key Details Date Overview of survey results Provide high-level overview

List specific strengths and

challenges

Provide a recommended

timeline for results

Estimate budget

Executive

Leadership

Team

Survey

Committee

(specifically

Dave and

Renee)

Annual

Executive

Team Strategy

Meeting

Overall results – 3.8 rating vs a 4.1

benchmark (-.3 variance)

Communication seems to be a common

challenge

Rated highest in how we treat

employees as individuals

Recommend establishing five focus 3-

person focus groups for up to 4 hours to

create action plans (estimated cost in

time of $22K)

5/15/15

Overview of survey results Thank staff for the candid

feedback

Provide high-level overview

of all results

Point out strengths but focus

on concerns

Describe next steps and

timeline, noting that we will

be looking for volunteers to

help

All employees CEO Webinar

followed by

Yammer and

posted on

Intranet

‘Water Cooler’

page

TBD by Executive Leadership Team 6/2/15

© The Employee Engagement Group 2 - 13 Session 2 All rights reserved

Action Plan

Date:

Metric Area Opportunity Identified Specific Action Results Expected Responsible

Person

Time

table

Note in this space any incentives associated with accomplishment of particular opportunities and related actions or any overall incentives:


Follow-up Best Practices

Make committees and sub-committees responsible for follow-up o Assign a specific person within the committee

Schedule follow-up activities on a regular basis and throughout the year o Planning meetings o Project reviews o Updates and company communications o Pulse surveys o Focus groups

Build follow-up into your communication

Steps to Survey Success


Pulse Surveys

A pulse survey is basically a mini-engagement survey

Part of the follow up to focus on specific actions

Keeps communication alive

Can be done more often than a full survey o Full survey – 18 – 24 months o Pulse survey – every 6 months

Keeps action committees active and focused

Before, during, after A pulse survey should not replace a full engagement survey.


Town Hall Meetings

Benefits of a Town Hall Meeting o Hold audience attention better than any other form of communication

Must be a dialog, not a monolog o Keep the intro short and the Q&A long o Avoid scripting

Best practices o Have employees send in questions (anonymously) beforehand and during o Presenter must be prepared - intro, answers, reactions, conclusion o Assign a note-taker – scribe questions, answers, and actions o Say ‘Thank you’ – employees want to be acknowledged o Follow-up, follow-up, follow-up

Guidelines for Successful Town Hall Meetings

Understand objectives

A town hall is usually a call to action around something that isn’t going right. Make sure that the leaders that are involved come to do more listening than speaking. Employees want to hear less of the pre-packaged speeches and more of their concerns and how leaders will address them. Management has to be prepared and dedicated to see employee concerns through to a successful resolution. Be poised to deliver results after the meeting to show your dedication to the town hall process and the people that make your business a success every day.

Set expectations

Be sure to have employees and managers sitting together preferably at a round table to foster open discussion. Managers should not be at a dais table, a podium or anything else elevated that gives the impression of hierarchy. When managers and employees are seated together it gives the impression that the playing field is leveled. You want to mitigate intimidation both perceived and actual.

Create ground rules

The beauty of a town hall is the serendipity of the conversation and sharing. However, there is usually one person that will spoil it for the bunch by making it a personal therapy session or being inappropriate in their address to senior management. Ground rules ensures that all involved parties understand that they have an opportunity to be heard, but it must be done in a respectful, responsible and reasonable manner.

Safe environment

It is extremely important that your employees, managers and supervisors understand that retaliation against an employee for speaking up during a town hall no matter how damaging the statement will not be tolerated. It is important that employees feel safe and empowered to speak up during the town hall. If they feel like their job will be on the line or some other adverse action will be taken - it will prevent them from being candid.

Adapted from: Recruitment News, Janine Truitt


Employee Development Plan

Three Circles An engaged employee is aligned in 3 areas of his or her job function:

How much he or she likes the job

How good at the position he or she is

If the job function is valued or needed by the organization

Each circle in the diagrams below represent one of those areas. On the far left, the three areas are not aligned at all (illustrating low or no engagement) and on the far right, all 3 overlap completely to illustrate highly engaged. Looking at the circles and descriptions, check the box that best describes you at this time in your career.

1

2

3

4

5

I’m not doing what I really like to do; I’m not sure I’m even good at doing what I’m asked to do.

I like some of what I’m doing, but doing a lot of things I don’t particularly like doing; I’m not really leveraging my skills

I like most aspects of my job; I believe I’m really skilled in most of what I’m being asked to do.

I really like what I do, and believe I’m really good at my job as it maximizes my skills.

I love what I do. My skills are a perfect match for this position.

I feel this describes

me at this time


me at this time


me at this time


me at this time


me at this time

Strengths and Opportunity area Describe the employee’s strengths and opportunity areas. Be as specific as possible, including examples.

Strength Areas Opportunity Areas

Name

Title

Salary Grade

Office/Dept.

Supervisor

Review Period From: To:


Employee Development Plan

Looking Back – Goals and Accomplishments Against Goals Summarize performance and progress made on goals/metrics established in the beginning of the review period.

Review Period Goals Accomplishments Against Goals

1

2

3

4

5

6

7

8

9

10

Looking Ahead - Goals for Next Review Period List 5-6 high-impact goals to be achieved in the upcoming review period. Link each goal to one or more of the company’s strategic priorities

Goals and Measures This links to which of the company’s strategic

priorities?

Completion Date

1

2

3

4

5

6

7

8

9

10

Succession Planning Identify at least one successor for his/her position, evaluate readiness of each person, and list actions that will be taken to

Successor Readiness (check one) Action Plan

Ready now

Ready in 6 months

Ready in 1 year or more

Ready now

Ready in 6 months


Ready now

Ready in 6 months


© The Employee Engagement Group 2 - 19 Session 2 All Rights Reserved

Three Circles Exercise Debrief Using the Employee Development Plan form showing the 3 circles, explain the differences in the 3 circles to your employee. Make your explanation relevant to his/her job. Remember this exercise is one that leads to discussions about the employee’s direction and job performance. It is not meant to point out deficiencies or demonstrate the employee’s level of loyalty to the organization. Use this to stimulate a conversation that will help you provide better leadership and the employee provide better service. Ask the employee to identify where he/she thinks they are in their job engagement emphasizing that there is no right or wrong reason – this is merely a tool for launching a discussion.

1

2

3

4

5

I’m not doing what I really

like to do; I’m not sure I’m

even good at doing what

I’m asked to do.

I like some of what I’m

doing, but doing a lot of

things I don’t particularly

like doing; I’m not really

leveraging my skills

I like most aspects of my

job; I believe I’m really

skilled in most of what I’m

being asked to do.

I really like what I do, and

believe I’m really good at

my job as it maximizes

my skills.

I love what I do. My skills

are a perfect match for

this position.

1 2 – 4 5 Why did you select this

particular diagram?

What do you like to do?

Do you see any jobs that

are a better match for your

skills?

What experiences do you

bring to a new position?

How can we help you

make a move?

Do you see other areas of

need?

Are there areas of you

Why did you select this particular diagram?

What aspects of the position could be improved?

What are the things that you don’t like? Why don’t you like

those areas?

When do you feel successful?

What times do you feel unsuccessful?

What are the things that you do like about what you do?

What would need to happen to give you different experiences

– training, job sharing?

What aspect of your job can you truly control?

What parts of your job do you feel are out of your control?

Why did you select this

particular diagram?

What challenges do you

need to stay engaged?

What do you want to do

that you haven’t done?

What types of things that I

do (as your manager) that

you would like to do?

Do you want to stay

where you are or move

up or laterally?

Note: If an employee selects

this diagram, resist the urge to


1 2 – 4 5 position that you could

control that you aren’t?

Note: If an employee selects

this diagram, resist the urge to

assume the employee is totally

disengaged or unhappy with

his/her position. An employee

selecting this diagram

demonstrates a high level of

trust in you, his/her leader, and

indicates a willingness to have

an open discussion.

Note: There can be a large difference between selecting diagram 2

and 4. Keep questions for diagram 2 focused on how the employee

feels and his/her ability to make a difference. Try to focus questions

for diagram 4 on challenges, improvements, etc. Questions around

diagram 3 can be a combination.

assume the employee does

not want to make a change or

isn’t looking to move. Although

you may see this employee as

a star performer, as his/her

manager you must be able

help the employee take the

next step, even if it’s out of

your department.

Coaching Questions Here are some coaching questions from Co-Active Coaching by Karen Kimsey-House and Phillip Sandahl. Use these questions to help as you discuss your employee’s view of his/her engagement. These questions invite clarity, action and discovery while minimizing evasion and confusion. They can be used to discuss any of the situations addressed in the Three Circles exercise.

Read through all of the questions and highlight a few that seem the most natural to your style and/or the needs of your employees. Highlighting and memorizing a few to ask will seem more natural in the process than reading a scripted list.

Assessment/Outcomes Clarification/Elaboration Evaluation Example/For Instance

What do you make of it?

How does it look to you?

How do you feel about it?

What do you want?

How will you know you have reached your goal?

What would it look like?

What do you mean?

What does it feel like?

What is the part that is not yet clear?

Can you tell me more?

What do you want?

What else?

What is the opportunity?

What is the challenge?

How does this fit with your plans (work and life)?

What do you think it means?

What is an example?

For instance?

Like what; such as?

What would it look like?

If you could do it again…?

How else could this have been handled?

Options Planning Resources Summary

What are the possibilities?

If you had your choice, what would you do?

What are possible solutions?

What will happen if you do…?

What will happen if you don’t…?

What do you plan to do about it?

What’s your game plan?

What kind of plan do you need to create?

How could you improve the situation?

Now what?

What resources do you need to help?

How can you find out more about that?

What resources are available to you now?

What is your conclusion?

How is this working

How would you describe this?

What do you think this all amounts to?

How would you summarize the effort so far?


Stay and Exit Interviews

In every employment life cycle the employee is on-boarded (in some way), acclimates and, we hope,

excels at the job, and at one point leaves the company (whether it’s through retirement or moving to a

different organization).

Exit Interview

The most common interview during the life cycle (after the hiring interviews) is called the exit interview – a

questionnaire or discussion about what the employee liked and disliked about the company, job, and/or

manager. The exit interview is typically done at the end of employment and serves to validate strengths

of the organization and find patterns to areas that need improvement. Its’ one fault is that it’s done after

the employee has elected to leave the company.

Exit interviews can be conducted by the employee’s manager, human resources, or by sending the

document directly to the employee (including through an online survey tool). One on one discussions

with the employee can result in a more thorough understanding of the employee’s answers while answers

on paper or online may provide more candid responses.

Stay Interview

A stay interview is a structured

discussion with individual employees

to determine many of the same

things an exit interview would

determine, but with retention in mind.

Intent to say reaches a low point

after 3 years with an organization.

It’s at this time that an employee is

vulnerable to outside offers and

begins to see the ‘grass as greener’

elsewhere. By conducting a stay

interview, managers and human

resources can help the employee

see the ‘green’ within the current

organization and reinforce the aspects of the business that are attractive. At the same time, the stay

interview reveals areas of the organization or manager that could be improved.

Ideally the stay Interview is conducted by the employee’s direct manager to help determine immediate

needs. It should be an open discussion about current state and the future – how can things be better? A

trusting relationship is required in order for an employee to share areas in which the manager can

improve. If information is more forth-coming in an anonymous environment, an HR representative might

want to conduct the interviews and compile the results. It can also be created as an online pulse survey

that is easy to use and administer.


Stay Interview Questions Gauging employee interest in the company and the job is important to helping to ensure retention. “Stay interview” questions provide insight to how employees are feeling and what a supervisor can do to help the employee feel valuable and continue to grow.

1. What about your job makes you jump out of bed in the morning?

2. What makes you hit the snooze button?

3. What aspects of your job do you like the most and the least?

4. What would make you leave (our company) for another job?

5. Do you get enough recognition?

6. What kind of recognition would be meaningful for you?


7. Are we allowing you to reach your maximum potential?

8. How can the company help you be more successful in your job?

9. If there are three things we can change around here that would help you and others realize

your potential, what would they be?

10. If you were to win the lottery and resign, what would you miss the most?

11. What would be the one thing that, if it changed in your current role, would make you consider

moving on?

12. What is something new you would like to learn this year?


Innovation Boxes

Create a Suggestion / Innovation Committee • All levels of employees • Rotating membership

Set very clear guidelines of what is an acceptable idea • This is a learning activity – people need direction and feedback

Evaluate all ideas – send the best up the ladder

Communicate results

Innovation Committee Overview Example


Innovation Committee Process

Create and maintain a web page from which employees can submit ideas

Idea generation - Employees click on lightbulb to submit an idea (all ideas welcome!)

Ideas vetted/filtered using “knowledge experts” for each idea category

“Knowledge experts” responsible for delivering 100% follow-up (use your star employee(s) as partner to support idea follow-up)

Ideas vetted into bins:

(a) Thanks, but no action (too expensive, poor organizational fit, defer to local business for further consideration)

(b) Thanks, easy to implement, let’s do it Monday! (c) Thanks, great idea, expensive or far-reaching, truly innovative. Consider:

Explore with stakeholder committee

Move to R&D with funding

Ask for organizational input (via email, blog, ‘pulse’ survey, other)

Maintain the historical lightbulb database

© The Employee Engagement Group All Rights Reserved 1 Session 2 Action Plan

Use additional pages if needed

Please finish all sections and be prepared to discuss during Session 3

Session 2 Action Plan

1. Discuss with your leadership team the benefits of gathering employee input.

Use your notes on the pros and cons of each type of tool

Determine what type of tool might be best for your organization and why

Tool Pros and Cons Why is this tool appropriate for your organization?

© The Employee Engagement Group All Rights Reserved 1 Session 3 Pre-work



Session 3 Pre-Work

1. Create four lists of ‘reasons why’:

Why do you think people work for your organization or would want to work for the

organization?

Ask several senior leaders why they think employees work for your organization.

Ask at least 3 employees why they work for the organization.

What are 3 – 5 reasons that your customers buy from your organization

© The Employee Engagement Group All Rights Reserved 2 Session 3 Pre-work



2. Identify how your organization uses social media

Does the organization encourage using social media? If no, why not? If yes, how is it

encouraged?

Does your organization have a social media policy? If yes, can you bring a copy?

3. Review the articles/video on the web site in preparation of the workshop

session 2 your engagement baseline

Documents