This document summarizes a presentation on conducting employee surveys and taking action on the results. It discusses the benefits of surveys for getting employee feedback, the importance of creating action plans to address issues raised, and how to develop effective action plans. It emphasizes that only 35% of employees believe their survey will result in real change and that organizations must act on survey results to improve engagement and retain talent. The presentation provides tools and best practices for analyzing survey data, developing action plans, communicating changes to employees, and measuring the impact of action plans.

1. For more best practices on talent management and employee engagement, visit monsterthinking.com We Conducted the Survey, Now What? Turning Data Into Action® Presented by: Chris Dustin Executive Vice President of Consulting HR Solutions, Inc. August 11, 2011 http://www.facebook.com/monsterww @monster_works @monsterww http://www.monsterthinking.com/ http://www.youtube.com/user/MonsterVideoVault

2. Agenda Why Employee Surveys Are Valuable The Importance of Action Planning What is Employee Engagement and Why Does It Matter? Turning Data Into Action® Action Planning Process Action Planning Best Practices Final Thoughts Q & A

3. Why Employee Surveys Are Valuable

4. The Benefits of Employee Surveys Give employees a voice Uncover Employee Engagement levels Capitalize on opportunities for improvement Identify company strengths Retain high performers Source: HR Solutions’ Research Institute

5. The Importance of Action Planning

6. The Importance of Action Planning Only 35 percent of employees believe their organization’s Employee Survey will result in change at their organization Source: HR Solutions’ Research Institute

8. Employees badmouth the organization

9. Employee Disengagement worsen

10. Employees question the future direction of the organization

11. Employees pursue other job opportunitiesAs long as real change and action have taken place in direct response to what employees raised through the survey, employees will believe that they have been heard, and that the survey was a credible and valuable communication tool.

12. What Is Employee Engagement and Why Does It Matter?

14. Have an eager desire to accept some portion of ownership for their own level of EngagementCreate a Magnetic Culture® A Magnetic Culture® is one that draws talented employees to the workplace, empowers them, and sustains an environment in which they are less likely to leave.

15. Engaged is…

16. Disengaged is…

17. HR Solutions’ Engagement Transformation Model

19. They are not likely to volunteer for extra assignments or lead roles.

22. Corporate Social Responsibility

23. Work/Life Balance

24. Workplace FlexibilityDetermination of key drivers based on survey responses in HR Solutions’ National Normative Database, representing over 3.3 million employees at more than 2,400 organizations

25. Effective Action Planning Leads to Return on Engagement™ (ROE) What is ROE? An engaged, productive workforce leads to a higher bottom line Engaged employees are 3.5 times more likely to stay with their employer, reducing employee turnover costs Engaged employees are more likely to recommend/speak positively of their organization to friends and family Satisfied employees are linked to satisfied customers at a correlation coefficient of .85 Source: HR Solutions’ Research Institute

26. Turning Data Into Action®

27. Turning Data Into Action® Analytics What do you do with the data? Highlights Opportunities for improvement Focus groups Correlation analyses Business impact analyses

28. Turning Data Into Action® Action planning Set realistic timelines Determine people responsible for creating and fulfilling action plans Establish accountability through bonus metrics/performance evaluations

29. Action Planning Process

30. Action Planning Process Global Opportunities for Improvement for Senior Management Meet with Your Supervisor to Discuss Opportunities for Improvement Develop/Modify Action Plans Discuss/Adjust Action Plan with Staff Submit Action Plan to Supervisor and Wait for Approval Implement & Communicate Action Plan Follow-Up Survey: Measure Results

31. Action Planning Best Practices

32. Developing Action Plans Action plans can be developed by following four simple steps: Clearly define the opportunity for improvement Determine potential causes for the opportunity and focus on the most probable cause Compose a desired outcome statement and discuss potential solutions for overcoming the opportunity for improvement Develop the action plan steps and follow-up procedures

34. Department heads should meet with supervisors in their department to discuss/clarify the survey results and design a plan for action

35. As the implementation process unfolds and changes take place, the organization should send periodic updates to employees regarding the status of the action plan items

37. Explain to employees that they play an active role in developing action plans

38. Measure the results of the action planThree months after the action plans have been implemented, the organization should measure the results

39. Final Thoughts

40. Final Thoughts Employee Engagement Surveys are valuable tools organizations can use to identify, improve and maintain their overall level of Engagement Employee Surveys should be ongoing, not one-time events Organizations must act on employee feedback Accountability is the crucial ingredient for implementing action plans; without it, little or no change will occur

41. Questions/Comments? Please e-mail any additional questions to: info@hrsolutionsinc.com www.twitter.com/engageemployees | www.hrsolutionsinc.com/emporium