1. December 14, 2001
Janice Thompson, Senior Vice President
Chateau Communities
6160 S. Syracuse Way
Greenwood Village, CO. 80111
Dear Ms. Thompson:
I wanted to take this opportunity to point out several features, deduced from the data, that were
somewhat prominent.
The comparative analysis data (fig 1,2,3) supports the notion that the Employee Satisfaction scores have
improved by a full 2 points overthe 2000 survey, with marked improvement in each category.
Interestingly, the category of Employee Development still scores in the 60 range over the same period.
Why is that? If we are competitive in our reward structure, why the personnel turnover? If we are not
competitive, what are our competitors or customers saying and doing that is different or better than what
Chateau is doing?
The issue is how do these consistently weak scores affect employee performance, impacting customers
and our ability to delight them.
Could it be that the factors nested in Employee Development- Reward, Recognition, Training and
Advancement- might naturally be low due to the overall type of the work and workers?. Is it just
impossible to improve worker performance? Could it also be that because the enjoyment and
commitment score are so high, that the rewards issue might not be a compelling measurement no matter
what we do? The Employee Development scores have consistently been weak over measured three-year
period, but so what?
Issues to consider:
1. What is the business issue behind taking the survey? Just because the scores in this category are low,
is that adverse to Chateau Community?
2. As seen in the Strengths and Weakness tables, there is consensus from the entire population of
strong enjoyment and commitment to Chateau. What if we did not support the Reward factor of the
Employee Development category?
3. If we did not support the weak Reward scores with salary increases, but everyone enjoys and is
committed to Chateau, how will revenues, turnover, performance and /or customers be impacted?
4. What will it mean to Chateau if the scores are improved?
5. What do our competitors do better than we are doing?

2. The training scores show evidence of weakness.
Issues to consider:
6. What do the employees do with the Training we provide? Are we offering the right training? Who is
doing the training?
7. What do our customers say about the results of the training?
8. Who designed the content and what are we training folks to do?
9. Is the training designed for performance improvement or customer focus?
Please note the training scores from Figure 4, as follows.
The roadmap for action planning will come from the slicing capability of the search engine and the open
ended questions.
1. For example, the gap analysis screen, viewing Corporate/benefit reveal red scores for the senior
executives. Why? If they are not pleased, what impact does that have on direct reports? Attitudes?

3. 2. In the Items report, CWS Properties Group, Atlanta, have 97 responses scored below the overall
Employee Satisfaction scores of the entire population. Why? How does this impact Customer
satisfaction? What are the other performance measures does Chateau need to improve performance?
3. The responses in the Open Ended Questions reveal an overall pleased employee population. Why do
we need to exceed expectation with additional rewards if the existing rewards match or exceed
competitive standards? How does Chateau develop skills to improve processes to reduce costs, or
achieve an uptick percentage improvement on ROI? Do more with less?
Might I recommend that the strategic goals, including critical success factors, activities and measurement
systems of Chateau be reassessed to insure that the voice of the customer is being heard, as well as you
are hearing the voice of the employee. I would be more than pleased to discuss what a one-day session
would look like.
The alignment of the organization for maximum performance is predicated on whether six organizational
bcomponents are aligned-strategy, process, leadership, culture, customers and people. It certainly seems
that the people portion of the alignment model is primed to facilitate the leap to the next level. The scores
are excellent! You have done a commendable job-well done! Maybe we can take these great scores to
make Chateau even more world class.
Thank you for allowing ODI to be of service and I look forward to being part of the next step.
Stanley Labovitz

4. Year 1999 (fig.1)

5. Year 2000 (fig 2)

6. Year 2001 (fig 3)

7. Overall Comparative Three Year Score (fig 4)
CATEGORY
FACTOR
Question
Employee
Satisfaction
Overall
Satisfaction
MEAN MEAN MEAN
2001
2000
1999
n-617
n-538
n-637
77
75
78
80
Enjoyment
Physical environment
Interested in work
Like my work
Security
Secure future
Bright future
My work is important
Commitment
Chateau is important to me
Plan to work
Do my best
Value/Pride
I would recommend Chateau
I an value
I am proud
Benefits/General
Vacation plan
401K/Profit Sharing Plan
Employee incentive programs
Paid Holidays
Service Awards
Paid time off
Benefits/Insurance
Life insurance
Disability benefits
Medical insurance
Prescription coverage
Dental insurance
Organizational
Design
Planning
Plan in place
Contribute to plan
80
82
88
81
92
92
81
73
82
86
87
90
92
81
82
80
79
87
78
84
82
63
87
66
84
75
81
80
66
76
71
79
87
79
90
91
79
71
79
86
86
90
89
80
78
76
75
84
77
84
82
59
86
69
85
75
80
79
68
76
71
77
88
82
91
91
81
72
83
88
88
89
90
83
82
79
78
88
80
85
82
66
87
71
85
73
77
79
64
73
69
80
73
76
75
68
75
71
73
79
76

8. Plan carefully
67
78
60
76
70
80
Find better way
Correct root cause
Innovation
Ideas well received
79
76
79
80
78
71
81
84
84
87
84
81
78
71
78
83
82
76
71
80
78
77
69
80
83
82
87
82
78
78
72
79
82
81
81
78
80
80
80
75
81
84
84
88
85
80
80
75
80
86
84
72
87
86
79
80
71
82
87
77
70
78
84
79
75
80
84
78
80
81
84
76
77
71
89
84
76
78
67
81
87
73
66
73
82
76
72
74
83
76
79
79
84
74
76
75
91
86
79
80
70
84
87
77
70
78
84
79
76
77
85
79
80
81
85
77
79
76
74
75
74
78
77
Learning
Organization
Results Orientation
Follows through
Efficient
Results oriented
Quality Standards
Quality work
High performance standards
Balance quality and schedule
Accountability
Do what is best
Complete responsibility
Accountability
Strategy
Deployment
Understand company strategy
Know what’s expected
Work fit
Culture
Group Relations
Groups work well together
Employee interaction
Fixing not blaming
Common Goals
Spirit of unity
Common goal
Reinforce purpose
Trust and Support
Need each other
Trust fellow employees
Confidence in each other
Teamwork
Value of Work
Grow and develop
Challenging work
Exciting work environment
Balance of
Responsibilities
Balance work priorities
Reasonable workload

9. Flexible schedule
Trust/Fairness
Trust company
Trust management
Honest and frank
Person I trust
Respect
Individual recognition
Treated as a person
Equal treatment
opportunity to change job
Values
Management demonstrates
company value
Strong sense of value
Do not compromise value
Leadership
Involvement
Asks for input
Listens
Seek input
Supervisory Skills
Handles issues
Good example
Available
Has right skills
Respects confidentially
Confidence in
Management
Wise decisions
Confidence in Leadership
Effective management
Do the right thing
Direction
Clear vision
Kept informed
Clear vision of goals
Coaching
Needs improvement
Constructive feedback
Positive feedback
Performance feedback
Employee
Development
Reward
Fairly paid
81
79
75
76
84
83
75
73
77
84
68
76
77
81
76
72
72
81
80
77
72
74
79
83
72
74
82
80
76
76
84
83
80
75
78
81
86
77
77
78
73
81
81
80
83
80
83
81
82
80
85
86
77
74
70
77
78
77
79
77
79
78
79
76
80
84
73
79
75
80
80
79
81
80
82
81
81
80
84
85
77
69
77
79
85
82
83
81
82
79
83
78
79
78
65
65
73
74
82
78
81
77
77
77
80
76
77
75
63
70
78
78
84
81
83
79
81
80
82
79
81
79
66
57
58
55
55
58
59

10. Competitive pay
Salary increases
Negative consequences
Performance rewards
Raises
Promotion
Recognition
Recognition
Day-to-day achievements
Positive feedback
Satisfied with performance
reviews
Review reflected performance
Training
Good orientation
On-going training
Available training
Advancement
Clear advancement path
Learn new skills
Respected
Fair performance appraisals
56
53
71
60
53
52
69
75
66
75
61
54
50
66
57
51
49
70
76
65
74
65
57
51
72
61
53
49
73
78
69
75
68
69
61
59
63
60
76
66
75
85
78
70
61
60
63
59
71
64
74
65
79
74
65
62
67
65
73
68
76
67
80