1. If You Can’t Measure It, You Can’t Improve It
Thursday, March 5, 2015 www.surveyanalytics.com
Welcome to the webinar:

2. SAL FALLETTA
EVP & MD, Organizational
Intelligence Institute
NEAL BONDY
Ex-Chairman, SHRM
VIVEK BHASKARAN
Founder of Survey Analytics
INTRODUCTIONS

3. AGENDA
✓ Employee Surveys and How They Have Changed
✓ Survey Myths and Madness
✓ The New Approach
✓ Question and Answer Session

4. EMPLOYEE EMGAGEMENT
THE BUSINESS CASE FOR EMPLOYEE ENGAGEMENT
n Increase Job Satisfaction
n Reduce Turnover
n Better use of Talent
n Develop Employees to Reach Their Full Capabilities
n Strengthen Leadership Pipeline
n Increase Organizational Capacity
02/13/03Organizational Climate.ppt 1

5. 02/13/03Organizational Climate.ppt 2
FRAMEWORK FOR EFFECTIVE LEADERSHIP
PRODUCTS
and
SERVICES
JOB and
ORGANIZATION
DESIGN
BUSINESS
RESULTS (e.g.,
ROI, PROFITS)
BUSINESS
GOALS
and
STRATEGY
MANAGEMENT
TEAM
• Competencies
• Synergy
MANAGEMENT
SYSTEMS
And PRACTICES
ORGANIZATION
CLIMATE
ADAPTATION INTEGRATION PERFORMANCE

6. 02/13/03Organizational Climate.ppt 3
The Organizational Climate Dimensions
n What is Organizational Climate?
Organizational climate is the perception of how it feels to work in a particular environment.
It is the “atmosphere of the workplace,” including a complex mixture of norms, values,
expectations, policies, and procedures that influence individual and group patterns of
behavior. It is, in effect, people’s perceptions of “the way we do things here.”
n Why is Understanding Organizational Climate Important?
- Climate makes a difference. That is, it differentiates levels of performance among
organizations.
- Typically, climate has accounted for 10 to 25 percent of the variance in performance
measures.
- Climate influences employee motivation.
- Climate drives culture change.
- Climate is indicative of how well the organization is realizing its full potential.

7. CLIMATE AND CULTURE MATTERS
n Employee Commitment is a Key Factor in Productivity
n People Support Most What They Help Create
n Performance and Productivity are Key Outcomes
n Attitudes, Behaviors and Outcome are Part of Engagement
n When was the Last Time You Washed a Rent car?
02/13/03Organizational Climate.ppt 4

8. 02/13/03Organizational Climate.ppt 5
n What Are the Primary Dimensions of Organizational Climate?
n Flexibility
§ The feeling employees have about constraints in the workplace; the degree
to which they feel there are no unnecessary rules procedures, policies, and
practices that interfere with task accomplishment, and that new ideas are
easy to get accepted.
n Responsibility
§ The feeling that employees have a lot of authority delegated to them; the
degree to which they can run their jobs without having to check everything
with their boss and feel fully accountable for the outcome.
The Organizational Climate Dimensions

9. 02/13/03Organizational Climate.ppt 6
n What Are the Primary Dimensions of Organizational Climate?
n Standards
§ The emphasis that employees feel management puts on improving
performance and doing one’s best; including the degree to which people
feel that challenging but attainable goals are set for both the
organization and its employees.
n Rewards
§ The degree to which employees feel that they are being recognized and
rewarded for good work, and that such recognition is directly and
differentially related to levels of performance.
The Organizational Climate Dimensions

10. 02/13/03Organizational Climate.ppt 7
n What Are the Primary Dimensions of Organizational Climate?
n Clarity
§ The feeling that everyone knows what is expected of them and that they
understand how those expectations relate to the larger goals and
objectives of the organization.
n Team Commitment
§ The feeling that people are proud to belong to the organization, will
provide extra effort when needed, and trust that everyone is working
toward a common objective.
The Organizational Climate Dimensions

11. EMPLOYEE ENGAGEMENT METHODOLOGY
n Create a Strategy
n Define and Engage Key Stake Holders
n Define Desired Outcomes
n Survey the Employees to Assess Level of Engagement
n Analyze the Results
n Create a Plan of Action to Improve Engagement
n Execute the Plan
n Measure the Results to Determine Effectiveness
n Refine and Adjust Action Plan
02/13/03Organizational Climate.ppt 8

12. Employee Engagement – Myths, Madness, Models
and More…
Dr. Salvatore V. Falletta
EVP & Managing Director
sfalletta@skylineg.com

13. Q EMPLOYEE SURVEYS AND HOW THEY CHANGED
OVERTIME
Q THE MYTHS (AND MADNESS) OF EMPLOYEE
ENGAGEMENT SURVEYS
Q ORGANIZATIONAL INTELLIGENCE SURVEYS

14. THE
MYTHS
(AND
MADNESS)
OF
EMPLOYEE
ENGAGEMENT
SURVEYS

15. THE
EVOLVING
NATURE
OF
EMPLOYEE
SURVEYS
For decades traditional employee satisfaction
surveys were the norm
By early 1990s we saw the emergence of more
targeted and frequently administered “employee
pulse surveys” (quarterly, bi-annually)
The “dot.com” era and hot market (circa
1995-2000) coupled with the “War for Talent”
ushered in the notion of “employee
engagement"
Real-time workforce surveys, tiny pulses, and
micro-polling on any device are trending up!

16. MYTH
#
1:
EMPLOYEE
ENGAGEMENT
GOES
BEYOND
EMPLOYEE
SATISFACTION,
MOTIVATION,
AND
COMMITMENT

17. SOME
MADNESS…
CONFUSING
AND
COMPETING
DEFINITIONS
OF
EMPLOYEE
ENGAGEMENT
Employee engagement involves the cognitive, emotional and behavioral relationship
employees have with their jobs and organizations, and the effort and enthusiasm they put
into their daily work (i.e., the extent to which employees contribute their discretionary energy
and effort on behalf of the organizations they serve)

18. CONTRIBUTING
TO
THE
MADNESS
IS
THE
BELIEF
THAT
WE
NEED
A
NEWER,
SEXIER
LABEL?
*Source: Zigarmi, Nimon, Houson, Witt, & Diel, The Ken Blanchard Company (HRDQ, 2009)
Employee Engagement “Employee Ecstasy”
Falletta, 2014
Employee Passion
*Blanchard, 2009

19. REALITY
CHECK
EMPLOYEE
ENGAGEMENT
–
“OLD
WINE
IN
A
NEW
BOTTLE?”
Job
sa'sfac'on
Mo'va'on
Commitment
Source:
W.
Macy
&
B.
Schneider
(March
2008).
“The
Meaning
of
Employee
Engagement.”
Industrial
and
Organiza/onal
Psychology.

20. MYTH
#
2:
THE
MORE
EMPLOYEE
ENGAGEMENT,
THE
BETTER!

21. REALITY
CHECK
TOO
MUCH
OF
A
GOOD
THING
COULD
BE
BAD!
q The relationship between engagement and performance may not one way in
terms of direction nor linear. For example:
• Research has shown that performance predicts à EE (reciprocal)
• If employees are too engaged, they’ll be so happy that they won’t
experience any healthy stress, a sense of urgency, or drive at work.
• An employee might be highly engaged – but not aligned (wasted
energy)
• Being totally disengaged may be more beneficial (for both the company
and the employee) than being moderately engaged -- at least
disengaged individuals will look for other jobs/seriously consider
quitting, while those who are “marginally or under engaged” – may
choose to “stick around like a tic on a hound”

22. MYTH
#
3:
MEASURING
AND
FOCUSING
ON
EMPLOYEE
ENGAGEMENT
ALONE
IS
THE
END
GOAL

23. REALITY
CHECK
EMPLOYEE
ENGAGEMENT
IS
A
MEANS
TO
AN
END!
q For all the hype about employee wellbeing, happiness, and
engagement, organizations tend to care about these issues for one
simple reason, that they contribute to higher levels of employee
productivity and retention and in turn more money… $
q In other words, for most organizations, the interest in employee
engagement is purely determined by the premise that engagement
boosts motivation and productivity at work.
SOURCE: THOMAS CHAMORRO-PREMUZIC, FORBES, MAY 2014

24. MYTH
#
4:
THE
USUAL
SUSPECTS
DRIVE
EMPLOYEE
ENGAGEMENT

25. REALITY
CHECK
SEGMENT
YOUR
WORKFORCE
AND
IDENTIFY
WHAT
REALLY
MATTERS
THE USUAL SUSPECTS (PERPETUALLY PANDERING TO THE AVERAGE
JOE & JANE)
The Conference Board conducted a meta-analytic study that identified the most common
engagement drivers in the research literature.
1. Trust and integrity.
2. Nature of the job.
3. Line of sight between individual performance and company performance.
4. Career growth opportunities.
5. Pride about the company.
6. Coworker/team members.
7. Employee development.
8. Personal relationship with one’s manager.
9. Pay fairness.
10. Personal influence.
11. Well-being.
SOURCE: THE CONFERENCE BOARD (2006 & 2012)

26. REALITY
CHECK
SEGMENT
YOUR
WORKFORCE
AND
IDENTIFY
WHAT
REALLY
MATTERS
TOP ENGAGEMENT DRIVERS FOR HIGH POTENTIAL LEADERS
• Organizational leadership opportunities
• Advancement and promotion opportunities
• Compensation (base pay, bonuses, commission)
• Organizational culture
• Job fit
Call to action…
• Segment your workforce and develop HR analytics capabilities
• Measure workforce engagement on a regular cadence
• Identify the drivers of engagement by critical talent segments
• Recognize the pitfalls of “one-size-fits-all” approach
SOURCE: ORGANIZATIONAL INTELLIGENCE INSTITUTE (2015)

27. RETHINKING
&
RETOOLING
WORKFORCE
SURVEYS
q Recent research shows that leading companies are rethinking and retooling
their workforce survey practices to address a broader set of organizational
priorities with a greater focus on:
o IDENTIFYING THE DRIVERS OF ENGAGEMENT BY WORKFORCE
SEGMENTS
o STRATEGY ALIGNMENT & EXECUTION
o ORGANIZATIONAL CAPABILITIES
q Measuring and managing workforce engagement still matters, but business
leaders should question whether the focus on employee engagement
alone is sufficient to drive organizational effectiveness and important
business outcomes…
WHERE DO WE GO FROM HERE? WHAT IS NEEDED IS A MORE
COMPREHENSIVE THAN EMPLOYEE ENGAGEMENT SURVEYS, YET
CONCISE AND MORE FOCUSED THAN TRADITIONAL EMPLOYEE
SATISFACTION SURVEYS…

28. A
Predic[ve
Analy[cs
Framework
That
Measures
Employee
Engagement
and
More...
The
Organiza[onal
Intelligence
Model™
depicted
on
the
right
serves
as
a
useful
framework
to
facilitate
the
design
and
interpreta[on
of
most
employee
survey
or
organiza[onal
assessment
efforts.
The
model
emphasizes
strategic
alignment
and
includes
11
factors
or
variables
that
impact
employee
engagement
and
organiza[onal
performance
and
defines
important
factors
and
rela[onships
to
consider
during
HR
strategic
planning
and
change
efforts.

29. DESIGNING
INTELLIGENT
SURVEYS
The Organizational Intelligence Model can serve as a useful conceptual
framework to guide the design and development of your survey effort.
The survey would be organized into 11 survey categories or dimensions each
corresponding to the strategic factors and primary drivers in the model:
ð environmental inputs
ð leadership
ð strategy
ð culture
ð structure and decision rights
ð information and technology
ð direct manager
ð growth and development
ð employee engagement
ð performance outputs

30. Organizational intelligence surveys can be analyzed through four
different techniques:
! item analysis (frequencies, means, standard deviations, ranges,
percentages, etc)
! conceptual analysis (e.g., survey factor/category scores, highs/
lows, testing relationships between factors in the model and survey
including correlation, regression, multiple regression, factor
analysis, and causal modeling/SEM)
! content analysis (i.e., qualitative analysis, thematic analysis of
open-ended responses or written comments)
! comparative analysis (e.g., comparing year over year,
benchmarking to external norms)
THE
NUTS
AND
BOLTS
OF
SURVEY
ANALYTICS

31. The ACTION PLANNING PROCESS involves:
q identifying the most important issues – not just the “low hanging fruit”
q generating ideas and solutions to address these issues
q determining who (and at what level) are responsible/accountable to
drive decisions and actions
q selecting appropriate interventions for change
q deciding on the best approach to implementation
q making the change happen (execution), and
q then tracking the results over time
FOCUSED
ON
ACTION
PLANNING
&
REAL
CHANGE
A COMMON MISCONCEPTION: IT’S ALL ABOUT THE DIRECT
MANAGER
YOU CANNOT HOLD THE “DIRECT MANAGER” ACCOUNTABLE FOR
MOVING THE NEEDLE ON ALL OF THE EMPLOYEE SURVEY ITEMS AND
RESULTS

32. To learn more about the Organizational Intelligence Institute – a
Skyline Group Company, please visit:
WWW.OI-INSTITUTE.COM
Contact Sal Falletta for more information:
sfalletta@skylineg.com

33. A NEW APPROACH TO LEVERAGING TECHNOLOGY
- collect bite-sized feedback
- high frequency - low latency
- see the big picture over time
FlashLet is Revolutionizing Employee Feedback
Draw pulse insights, actions and accountability within organizations of any size.

34. WHAT CAN FLASHLET DO FOR ME?
▪ Analytics for Managers
▪ Compare Over Time
▪ Reports sent to Everyone
▪ Work Smarter, Not Harder
▪ Connected Workforce & Closed Loop
▪ Weekly Check-Ins
▪ Set Custom Time for Delivery
▪ Automate Rotating Future Messages
▪ Smart Alerts to Remind Who Isn’t Responding
▪ Send by Email or Through the App
Develop Teams Using Technology
Employee Feedback to Act On

35. Setup

36. Respond
Inline Surveys
Mobile Optimized

37. Share
Real Time metrics
Communication of progress

38. Analytics

39. QUESTIONS?
1 (800) 326-5570
E-mail:
sales-team@surveyanalytics.com
Online Inquiries:
www.surveyanaltics.com/contact