The Business-Focused Employee Survey. Scott Mondore, Ph.D.

Size: px
Start display at page:

Download "The Business-Focused Employee Survey. Scott Mondore, Ph.D."

Transcription

1 The Business-Focused Employee Survey Scott Mondore, Ph.D.

2 Presenter Bio Scott Mondore, Ph.D. Scott has over 15 years of experience in the areas of strategy, talent management, measurement, customer experience and organizational development. He has internal and consulting experience across a variety of industries including transportation, healthcare, manufacturing, pharmaceuticals, utilities, and hospitality. Scott is currently a managing partner of Strategic Management Decisions (SMD). Before SMD, he served as East Region President for Morehead Associates, a healthcare HR company. Before joining Morehead, Scott worked as a Corporate Strategy Director at Maersk, Inc. He also worked as an Organizational Effectiveness Leader at UPS, focusing on employee assessment and measurement as well working as a consultant to large and small organizations in both the private and public sector. He is the co-author of Business-Focused HR and Investing in What Matters: Linking Employees to Business Outcomes (published by SHRM) and won the Walker Award from HR People & Strategy (HRPS) for the article that best advances state-of-the-art human resource practices. Scott holds a master's degree and doctorate in industrial/organizational psychology from the University of Georgia.

3 Learning Objectives Provide practical tips for surveys for design, administration, reporting, and action planning Show the direct business impact of employee surveys Present business impact data to management Create reports that drive action Integrate survey data into systemic-level and local action How to link your survey reports to LMS training Practical Survey Execution Tips

4 SMD Publications Published by SHRM (2009) #3 Bestseller for 2011 Published by SHRM (2011) HR People & Strategy has awarded SMD The Walker Prize for their article on Talent Management Analytics. The Walker Award is given to the article that best advances state-of-the-art thinking and practices in human resources. "

5 About SMD: Driving Business Results Through Talent Management Our Platform Implement Talent Management processes based on analytics, linking people to critical business outcomes Partner with our clients to create and execute people strategies that drive business outcomes and maximize ROI Connecting Employees to Business Results HR Strategy & Planning Human Capital Measurement Talent Management Leadership Development Executive Assessment & Coaching Organizational Effectiveness Our Results Linkage of Talent Management (e.g., engagement survey results, training, performance ratings, competency assessments) to a variety of business outcomes: Operations Metrics (e.g., operating margin) Financial Metrics (e.g., sales dollars, productivity) Customer Satisfaction Turnover/Retention Employee Safety Significant bottom-line improvements and return-on-investment for our clients.

6 Agenda Building the right survey for your organization Analyzing and presenting data at all levels New Opportunities: Linking results to business outcomes Risk Assessments: Union, Turnover Link the survey to your learning management system Integrate survey data with succession planning, leadership development and individual development

7 What We Are Hearing We can t make the business case to do an employee survey. I ve had trouble in the past getting managers to do anything with the results. In the past, the survey didn t tell us much beyond what we already knew. Our in-house survey causes us to spend more time running reports than taking action. Survey vendors are very expensive.

8 Key Questions to Ask Does the survey platform: Tell me exactly what to work on to drive business outcomes? Tell me what drives turnover risk? Tell me what drives unionization risk? Tell me where high-performers have concerns? Link directly to my LMS to drive immediate action? Integrate with succession planning analytics? Show me where I need to focus leadership development efforts?

9 Typical Survey Approach Vendor provides list of survey items Reporting hierarchy is built into the system How-to survey training conducted Survey launched Survey reports available a few weeks later Reports sent to each manager Manager responsible for communicating results and creating action plans

10 The Business-Focused Survey Approach Understand key business outcomes from the beginning Validated Employee Survey customized to the client Conduct Key Driver Analyses at local levels Create HeatMaps to prioritize actions for all leaders Drive action at systemic and local levels Link survey items directly to your learning management system to immediately start working on results Link survey items directly to your business outcomes Integrate the survey with succession planning, leadership development programs, performance management and individual development plans

11 Building the Right Survey Start with a validated, core set of items Customize them as needed Delete irrelevant items Add items that are in focus for the organization Safety Innovation Sense of Urgency items maximum Survey Fatigue is a consequence Cover org, leader and employee issues Anonymity: set a group minimum to receive a report (typically 5 or more)

12 Include Items at All Levels of the Organization Organization XYZ provides me with a safe place to work. I am satisfied with the total compensation (salary, benefits, retirement, etc.) that I receive from this organization. Leader I receive useful feedback from my immediate supervisor. My immediate supervisor provides recognition for team members who do a good job. Individual Employee My job makes good use of my skills and abilities. I have the tools and resources to do my job well.

13 Open-Ended Items Use a maximum of 3 open-ended items Two open-ended items is best What do you like best about this organization? If you could change one thing about this organization, what would it be? What ideas do you have to help us XXXX? Summarize open-ended responses for leaders Be cautious of giving actual comments to leaders (anonymity and skewing results)

14 Using Benchmark/Normative Data Benchmark/Normative data can be useful for comparison Don t just look at organizations that are exactly like yours Select norms that make sense (functional, geographic, industry, high-performing) Key drivers of your business outcomes are still the primary focus of the survey

15 Key Reminder Employee Engagement is NOT a business outcome but it can DRIVE business outcomes

16 Assess Business Impact: Business Partner RoadMap TM 1. Determine Critical Outcomes 6. Measure & Adjust 2. Create Cross- Functional Data Team Business Partner Roadmap TM 5. Build Program & Execute 3. Assess Measures 4. Analyze the Data

17 Linkage Analysis Methodology: Structural Equation Modeling (SEM) Traditional data analysis methods include: Qualitative analysis or gap analysis (strengths/weaknesses) Correlation Regression Advantages of SEM: Allows you to assess multiple independent measures (e.g., competencies) & dependent measures (e.g., sales performance outcomes) simultaneously. Implies causality and allows you to calculate the ROI SEM is commonly used in other industries (e.g., econometrics, market research)

18 Analyzing Your Report: Key Drivers of Business Outcomes What is a HeatMap? A graphical plot that shows the impact of employees attitudes on a key business outcome. Allows leaders to identify attitudes that are key drivers of business results and prioritize improvement efforts in these areas. Performance (Average Rating) Maintain Promote Monitor Focus Level of Impact HeatMap Interpretation 1. Focus: Low Performing AND Key Driver 2. Monitor: Low Performing, Not Key Driver 3. Promote: High Performing, Key Driver 4. Maintain: High Performing, Not Key Driver ANALYZE REVIEW PLAN IMPLEMENT

19 Prioritizing Interventions: Survey HeatMap: Revenue % Effective Performance Linked to Your LMS 69% Impact on Revenue (Beta Weight)

20 Focused Action Planning

21 Linking to Business Outcomes Communication Item-Level Quality Drivers: My manager gives me useful feedback. I can openly express my concerns to management..24*.16* Safety Outcomes Safety Culture Item-Level Safety Driver: My manager puts safety above production. This organization cares about safety. The safety training I receive is effective.

22 Finding Union/Turnover Risk District Name Compensation Career Growth Engagement Communication Manager Relations Change Mgmt NORTH FLORIDA 67% 67% 71% 75% 43% 73% 72% VIRGINIA 67% 93% 100% 53% 80% 60% 90% GULF SOUTH 69% 80% 84% 69% 86% 70% 84% OKLAHOMA 71% 91% 90% 83% 90% 88% 93% NORTHWEST 75% 100% 100% 83% 69% 95% 100% ARKANSAS 77% 83% 58% 86% 84% 88% 81% ILLINOIS 67% 96% 48% 58% 74% 68% 61% EAST CALIFORNIA 57% 61% 38% 45% 64% 60% 63% SOUTH ATLANTIC 77% 55% 49% 82% 75% 58% 61% MICHIGAN 67% 60% 59% 90% 84% 69% 68% OHIO 87% 40% 60% 91% 93% 78% 81% NORTH ATLANTIC 90% 93% 88% 92% 91% 75% 81% MID ATLANTIC 95% 83% 98% 94% 92% 70% 81% NEW JERSEY 92% 90% 48% 93% 98% 72% 81% SOUTH CALIFORNIA 93% 91% 42% 99% 97% 71% 81% CENTRAL PLAINS 99% 90% 88% 88% 93% 68% 81% MINNESOTA 100% 88% 86% 87% 90% 58% 81% SOUTHWEST 60% 87% 85% 88% 88% 88% 81% DESERT VALLEY 65% 93% 84% 89% 94% 88% 81% WASHINGTON 90% 42% 58% 76% 84% 78% 80%

23 Integrate Survey Data for Succession Planning and Leadership Development Utilize the Ready Now Scorecard to Assess Overall Talent Pool Health Key Drivers of Business Outcomes Refer to the scorecard during talent review sessions; incorporate stakeholder ratings of performance and potential to identify true Ready Now talent Assess performance strengths and gaps across the entire talent pool

24 Themes from Open Ended Responses What do you like best about working for this organization? The People Personal Ownership/Involvement; Use of Friendly Work Environment Communication & Teamwork Opportunities for Personal Entrepreneurial Spirit/Improvement Focus Strong Leadership Treatment/Appreciation/Recognition Mission/Vision; Corporate Image Customer Focus Flexible/Dynamic Organizational Structure 7.6% 6.4% 4.9% 3.1% 2.9% 2.5% 15.6% 14.0% 12.9% 11.7% 10.3% 0.0% 5.0% 10.0% 15.0% 20.0% Percent of Responses

25 Maximizing Impact Prioritizing opportunities and maximizing return on investment Low Scoring Items/ Comments Local Drivers of Outcomes Org. Wide Drivers Of Outcomes

26 Improving Behaviors Across the Organization Systemic Interventions Organization Organization Post- Assessment support should inform all levels: Manager Region Rep Region Rep Region Rep System Manager Sales Rep Rep Rep Rep Individual Rep Rep Rep Individual Develop. Plans

27 Practical Tips: Pre-Survey Webinar Training for Managers: Overview of the Survey Local Survey Champions Reinforce anonymity/confidentiality Announcement Letter from the CEO Logistics for employees to participate (not everyone works at a computer) Prize raffle to enhance participation Set goal for participation especially if it is your first survey Set up organizational hierarchy well in advance Survey translations: use internal resources to save cost and increase accuracy

28 Practical Tips: During the Survey Define the key terms in the survey Senior management: Consider the leaders of the organization; the executive team. Maximum of 5-7 questions per screen page Help employees with any special needs Distribute work unit passwords/logins to local managers Send out multiple reminders Keep survey open for two weeks and add time if needed Send out participation reports every few days

29 Practical Tips: Post-Survey Get results back in two weeks maximum Share high-level results with employees (CEO letter) Provide executive overview presentation for senior leaders Have senior leaders create systemic interventions based on key drivers of business outcomes Provide local managers with reports, toolsand agendas to conduct roll-out meetings Post-survey training webinar for all managers on how to read and analyze the reports

30 Practical Tips: Post-Survey Provide agendas and exercises for local managers to conduct focus group meetings Require action plans and deadlines for their creation Assist managers who score very low with conducting focus group meetings Involve employees in creating local action plans Make sure the vendor provides actionable tips for each survey category

31 Follow-up Exercise Determine a specific item that best illustrates the issue. For example: My immediate supervisor treats everyone in my work group fairly. On a flipchart, write the word Stop, Start, and Continue on 3 different pages Instruct the group to write the specific behaviors that need to be stopped, started, and continued to improve the specific issue There should be no local management present during the data gathering

32 Practical Tips Employee survey strategy should focus on driving business outcomes Although the analysis is complicated make the results practical and action-oriented Reach out to key stakeholders and gather outcome data early in the process Demonstrate the linkage to all levels in the organization Show the value of engagement and communicate to all levels of the organization Link engagement data to more than one business outcome, if possible Norms are fine, but linkage to business outcomes will have more impact and ROI in your organization

33 Timing Step Identify target items Identify business outcomes Review organizational hierarchy Finalize survey tool and pre-launch training Launch and administer Deliver reports and feedback training Present systemic analysis Total Time Time to Complete 2 weeks 2-3 weeks 2-3 weeks 1-2 weeks 2 weeks 9-11 weeks

34 What We Have Covered How to create the right survey instrument for your organization How to analyze survey data for maximum impact How to present data to managers to create action and make the process easy Driving impact at the individual and local level Integrating data to make best strategic decisions Practical Tips for Effective Execution

35 To Contact Us: Scott Mondore, Ph.D. Managing Partner (404)

36 Discount Offer Purchase either of Scott Mondore s books, Business-Focused HR or Investing in What Matters and receive 10% off! Enter promo code WC-3407K at checkout to receive your discount. Please note, this offer cannot be combined with any other offers and expires August 31, 2012.

How to Do a Better Employee Survey

How to Do a Better Employee Survey RETHINKING EMPLOYEE SURVEYS TO DRIVE KEY HEALTH CARE OUTCOMES 1 HR professionals must rethink the kind of employee surveys we utilize. These tools must be based on analytical data so that hospital executives

More information

HR Metrics That Matter

HR Metrics That Matter May 19-22, 2014, Toronto ON Canada HR Metrics That Matter Presented by Cathy Missildine, MBA, SPHR HR42 5/22/2014 1:00 PM - 2:00 PM The handouts and presentations attached are copyright and trademark protected

More information

Maximizing the Impact and Effectiveness of HR Analytics to Drive Business Outcomes

Maximizing the Impact and Effectiveness of HR Analytics to Drive Business Outcomes Maximizing the Impact and Effectiveness of HR Analytics to Drive Business Outcomes By Scott Mondore, Shane Douthitt and Marisa Carson, Strategic Management Decisions 20 PEOPLE & STRATEGY The topic of HR

More information

CONSULTING NETWORK OCTOBER 2015

CONSULTING NETWORK OCTOBER 2015 CULTURE DEVELOPMENT & LEADERSHIP CONSULTING THOUGHT LEADERSHIP CULTURE & LEADERSHIP DIAGNOSTICS CULTURE & LEADERSHIP EVENTS CONSULTING NETWORK OCTOBER 2015 Denison Consulting May 2015 1 AGENDA 01 How to

More information

MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER

MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER 2014 ForeSee 2 MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT TABLE OF CONTENTS All Employee

More information

Outsourcing Your HR Analytics

Outsourcing Your HR Analytics Outsourcing Your HR Analytics OVERVIEW HR Analytics have certainly become the hot topic recently and the job title of Data Scientist has been used more and more frequently. But before hiring a team of

More information

Recommended Pre-Survey Communications Assigned To Task Due Date

Recommended Pre-Survey Communications Assigned To Task Due Date Communications Plan Creating a communications plan is crucial to the success of your survey and to receiving a higher response rate. Within this section you will find suggested timelines for distributing

More information

Improving Employee Satisfaction in Healthcare through Effective Employee Performance Management

Improving Employee Satisfaction in Healthcare through Effective Employee Performance Management Improving Employee Satisfaction in Healthcare through Effective Employee Performance Management Introduction The following quotes are comments made by HR professionals from U.S. healthcare providers who

More information

HR STILL GETTING IT WRONG BIG DATA & PREDICTIVE ANALYTICS THE RIGHT WAY

HR STILL GETTING IT WRONG BIG DATA & PREDICTIVE ANALYTICS THE RIGHT WAY HR STILL GETTING IT WRONG BIG DATA & PREDICTIVE ANALYTICS THE RIGHT WAY OVERVIEW Research cited by Forbes estimates that more than half of companies sampled (over 60%) are investing in big data and predictive

More information

APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values.

APPENDIX I. Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. APPENDIX I Best Practices: Ten design Principles for Performance Management 1 1) Reflect your company's performance values. Identify the underlying priorities that should guide decisions about performance.

More information

Section 1: Introduction to the Employee Satisfaction Roll Out Process 3

Section 1: Introduction to the Employee Satisfaction Roll Out Process 3 TABLE OF CONTENTS: Section 1: Introduction to the Employee Satisfaction Roll Out Process 3 Section 2: The Survey Roll Out Process Defined... 4-15 1: Survey Completed And Data Collected. 4 2: Leaders Trained

More information

How Smaller Organizations Can Use Talent Management to Accelerate Organizational Growth and Productivity

How Smaller Organizations Can Use Talent Management to Accelerate Organizational Growth and Productivity How Smaller Organizations Can Use Talent Management to Accelerate Organizational Growth and Productivity Small to mid-sized organizations, whether for profit or not, need a means to manage their talent

More information

Debunking 4 Myths in Talent Management

Debunking 4 Myths in Talent Management Debunking 4 Myths in Talent Management Webinar conversation on March 10, 2015 Webinar Objectives 1. Define terms 2. Apply data and analytics to your business story 3. Debunk 4 Myths in Talent Management

More information

You Can Create Measurable Training Programs A White Paper For Training Professionals

You Can Create Measurable Training Programs A White Paper For Training Professionals You Can Create Measurable Training Programs A White Paper For Training Professionals Executive Summary Determining training return on investment (ROI) is a pressing need for all training professionals.

More information

Talent as a Top Priority and Challenge

Talent as a Top Priority and Challenge Talent as a Top Priority and Challenge Talent is viewed as source of competitive advantage and driver of performance, but it remains a challenge for today s organizations. Mercer s 2013 Talent Barometer,

More information

OUTSOURCING YOUR HR ANALYTICS

OUTSOURCING YOUR HR ANALYTICS OUTSOURCING YOUR HR ANALYTICS OVERVIEW HR Analytics have certainly become the hot topic recently and the job title of data scientist has been used more and more frequently. But before hiring a team of

More information

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers

Consulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage

More information

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among

More information

Human Capital Financial Statements

Human Capital Financial Statements Presents: Human Capital Financial Statements April 19, 2011 About Human Capital Management Institute The Human Capital Management Institute (HCMI) was founded on the belief that organizations can and must,

More information

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your

More information

Employee performance management in a global setting. Brenda Wilson

Employee performance management in a global setting. Brenda Wilson Employee performance management in a global setting Brenda Wilson Performance management overview What is performance management? Performance management is a CORE business process driven by business strategy,

More information

HR Metrics and Workforce Analytics. No Balance NO ROI The Rise of BIG Data

HR Metrics and Workforce Analytics. No Balance NO ROI The Rise of BIG Data HR Metrics and Workforce Analytics No Balance NO ROI The Rise of BIG Data Program Description Regardless of the size of the organization, HR metrics and workforce analytics are becoming increasingly beneficial.

More information

Health Data Analytics (HDA) Build the organizational capabilities to create value from HDA

Health Data Analytics (HDA) Build the organizational capabilities to create value from HDA Health Data Analytics (HDA) Build the organizational capabilities to create value from HDA Health Data Analytics (HDA) Webinar Presenter Celwyn Evans Moderator Joe Crandall Objective: Review a pragmatic

More information

The Leadership Mystery Defining Leadership Success through Competency Modeling and Workforce Analytics

The Leadership Mystery Defining Leadership Success through Competency Modeling and Workforce Analytics viapeople Insight - Whitepaper The Leadership Mystery Defining Leadership Success through Competency Modeling and Workforce Analytics Karen N. Caruso, Ph.D. Amanda Seidler, Ph.D. The Leadership Mystery:

More information

Enhancing Sales Performance Through Negotiation Skills

Enhancing Sales Performance Through Negotiation Skills Enhancing Sales Performance Through Negotiation Skills Executive Summary In today s business era, it is a given that to be effective, salespeople need to embrace the art of negotiation. However, there

More information

Reducing the Costs of Employee Churn with Predictive Analytics

Reducing the Costs of Employee Churn with Predictive Analytics Reducing the Costs of Employee Churn with Predictive Analytics How Talent Analytics helped a large financial services firm save more than $4 million a year Employee churn can be massively expensive, and

More information

The 360 Degree Feedback Advantage

The 360 Degree Feedback Advantage viapeople Insight - Whitepaper The 360 Degree Feedback Advantage How this powerful process can change your organization Karen N. Caruso, Ph.D. Amanda Seidler, Ph.D. The 360 Degree Feedback Advantage Champions

More information

Driving high performance

Driving high performance Driving high performance Towers Watson s Spring Conference Performance Management: Art or science Phil Merrell and Jim Crawley 12 March 2014 Performance Management Let s remind ourselves what it is - The

More information

Moving From a Vendor to a Partner Strategy. Chris McSwain Vice President, U.S. Benefits Walmart

Moving From a Vendor to a Partner Strategy. Chris McSwain Vice President, U.S. Benefits Walmart Moving From a Vendor to a Partner Strategy Chris McSwain Vice President, U.S. Benefits Walmart Employer Challenges and Key Questions Employer Strategy and Use of Data Vendor / Supplier / Partner Differences

More information

Improving on a Good Idea from Employee Survey to Measurecom tm

Improving on a Good Idea from Employee Survey to Measurecom tm Improving on a Good Idea from Employee Survey to Measurecom tm Theresa M. Welbourne, Ph.D. Associate Professor of Organization Behavior and Human Resource Management University of Michigan Business School

More information

Training Analytics Market Analysis:

Training Analytics Market Analysis: Training Analytics Market Analysis: How Do Companies Measure Training and ROI? Bersin & Associates Bersin & Associates March, 2005 Bersin & Associates and LTI Magazine 1 August, 2003 Training Analytics:

More information

Capitalizing on Effective Communication

Capitalizing on Effective Communication Capitalizing on Effective Communication How Courage, Innovation and Discipline Drive Business Results in Challenging Times 2009/2010 Communication ROI Study Report Originally published by Watson Wyatt

More information

Oakland County Wellness Coalition 10 Steps for Creating a Successful Health Management/Wellness Program

Oakland County Wellness Coalition 10 Steps for Creating a Successful Health Management/Wellness Program Oakland County Wellness Coalition 10 Steps for Creating a Successful Health Management/Wellness Program Whatever your company size or budget, there are things you can do to improve the health and productivity

More information

PSI Leadership Services

PSI Leadership Services PSI Leadership Services Strategic Solutions for Your Leadership Needs Select, Promote, & Develop the Leadership Talent Needed to Drive the Growth of Your Business SOLUTION BENEFIT/OBJECTIVE TYPICAL PROJECTS

More information

PERFORMANCE MANAGEMENT

PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT A practical guide www.totaralms.com 1 Performance management and learning are closely related. Performance management involves constructive feedback so that individuals can learn

More information

SAMPLE JOB DESCRIPTIONS

SAMPLE JOB DESCRIPTIONS SAMPLE JOB DESCRIPTIONS In this section we have provided a number of sample job descriptions. We hope that they will provide you with guidance as you develop job descriptions(s). Level Title Page Consultant

More information

PERFORMANCE. 9 Out-of-the-box integration with best-in-class social platforms

PERFORMANCE. 9 Out-of-the-box integration with best-in-class social platforms NetDimensions Performance helps organizations manage performance throughout the year by replacing the traditional annual performance review with an ongoing dialogue between managers and employees, focused

More information

Human Resources 101. Human Resources Series. Agenda - HR s Strategic Role. Module 1: HR s Strategic Role

Human Resources 101. Human Resources Series. Agenda - HR s Strategic Role. Module 1: HR s Strategic Role Human Resources 101 Module 1: HR s Strategic Role University of California San Francisco Human Resources Training Series HR Development & Training Human Resources Series 1. HR s Strategic Role 2. Effective

More information

Positioning Pima County Community College District s Human Capital Management for the Future

Positioning Pima County Community College District s Human Capital Management for the Future Positioning Pima County Community College District s Human Capital Management for the Future February 4, 2015 Baker Tilly refers to Baker Tilly Virchow Krause, LLP, an independently owned and managed member

More information

powered by M a n a g e P e r f o r m a n c e D r i v e S a l e s S a l e s P e r f o r m a n c e D r i v e r

powered by M a n a g e P e r f o r m a n c e D r i v e S a l e s S a l e s P e r f o r m a n c e D r i v e r powered by M a n a g e P e r f o r m a n c e D r i v e S a l e s TM S a l e s P e r f o r m a n c e D r i v e r Advance Your Organization s S a l e s E f f e c t i v e n e s s In today s competitive marketplace,

More information

Establishing Accountability for Employee Survey Results

Establishing Accountability for Employee Survey Results CORPORATE LEADERSHIP COUNCIL FACT BRIEF Establishing Accountability for Employee Survey Results February 2000 Table of Contents Research Methodology Background Information Report Missions and Imperatives

More information

Turning Employee Survey Data into Strategic Action. An Overview of the Action Catalyst Model C A T A L Y S T

Turning Employee Survey Data into Strategic Action. An Overview of the Action Catalyst Model C A T A L Y S T Turning Employee Survey Data into Strategic Action An Overview of the Action Catalyst Model C A T A L Y S T SirotaScience Webinar April 19, 2012 Welcome to the SirotaScience Webinar Series SirotaScience

More information

Measuring Business Impact in Human Resources. A Link Consulting White Paper March 2014

Measuring Business Impact in Human Resources. A Link Consulting White Paper March 2014 in Human Resources A Link Consulting White Paper March 2014 Many, if not all, business leaders readily agree that it is their employees who give them a competitive edge in the marketplace through strong

More information

Marketing Dashboards & Causal Modeling

Marketing Dashboards & Causal Modeling Marketing Dashboards & Causal Modeling 1105 Burlingame Avenue Burlingame CA 94010 650.685.4400 main 650.685.4401 fax www.firewhite.com 2004. This presentation and all derivative works are copyrighted to

More information

Business leaders have long recognized that attracting and

Business leaders have long recognized that attracting and SHRM Foundation Executive Briefing Developing an Employee Engagement Strategy Sponsored by SurveyMonkey Business leaders have long recognized that attracting and retaining top talent is critical for organizational

More information

8 Steps for Turning 360 Feedback into Results. Leadership Intelligence White Paper // Paul Warner, Ph.D.

8 Steps for Turning 360 Feedback into Results. Leadership Intelligence White Paper // Paul Warner, Ph.D. 8 Steps for Turning 360 Feedback into Results Leadership Intelligence White Paper // Paul Warner, Ph.D. 8 Steps for Turning 360 Feedback into Results By Paul Warner, Ph.D. Global Employee Engagement Architect

More information

STATISTICAL BRIEF #435

STATISTICAL BRIEF #435 STATISTICAL BRIEF #435 April 2014 Premiums and Employee Contributions for Employer-Sponsored Health Insurance: Private versus Public Sector, 2012 Karen E. Davis, MA Introduction Employer-sponsored health

More information

ONBOARDING TRENDS REPORT

ONBOARDING TRENDS REPORT ONBOARDING TRENDS REPORT Balancing High-touch & High-tech Strategies Authored by: Impact Instruction Group www.impactinstruction.com Introduction Onboarding has become a strategic priority for a growing

More information

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com

CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com CORPORATE LEADERSHIP COUNCIL JULY 2005 www.corporateleadershipcouncil.com LITERATURE Integrating Performance Management and Talent Review Processes Finding 1: Performance management involves the entire

More information

Employee Onboarding. Susan Ward, PhD. Human Resources Association of Central Connecticut February 27, 2014. Presented by

Employee Onboarding. Susan Ward, PhD. Human Resources Association of Central Connecticut February 27, 2014. Presented by Employee Onboarding Presented by Susan Ward, PhD Human Resources Association of Central Connecticut February 27, 2014 Tonight s Discussion Why invest in Onboarding Onboarding vs. Orientation What to consider

More information

Employee Engagement Survey Toolkit

Employee Engagement Survey Toolkit Employee Engagement Survey Toolkit Acknowledgements This document and this effort is the product of collaboration among a number of departments and individuals at Organization including: Placeholders Placeholders

More information

Implementing a customer relationship management system is a good news/bad

Implementing a customer relationship management system is a good news/bad D R I V E to Success: CRM that Works An Overview of GuideMark s DRIVE Methodology By Gene Mehr, Managing Partner, GuideMark GuideMark Implementing a customer relationship management system is a good news/bad

More information

Profile of IEEE Consultants. Prepared by R.H. Gauger, P.E. May 2003

Profile of IEEE Consultants. Prepared by R.H. Gauger, P.E. May 2003 Profile of IEEE Consultants Prepared by R.H. Gauger, P.E. May 2003 Introduction to a Consultant s Profile When a consultant is preparing a proposal or negotiating a contract, one of the ongoing concerns

More information

K-12 EDUCATION Introduction and Capabilities K-12 Education

K-12 EDUCATION Introduction and Capabilities K-12 Education K-12 EDUCATION Introduction and Capabilities Hanover provides high-quality, timely, and well-articulated services working closely with our staff. Whether working with staff who have significant grant and

More information

Strategically Linking Talent Management to the Business. Vice President of Talent Management, Learn.com

Strategically Linking Talent Management to the Business. Vice President of Talent Management, Learn.com Strategically Linking Talent Management to the Business Michael Sabbag Michael Sabbag Vice President of Talent Management, Learn.com Agenda Defining talent management and the employee lifecyclel Cascading

More information

STATISTICAL BRIEF #273

STATISTICAL BRIEF #273 STATISTICAL BRIEF #273 December 29 Employer-Sponsored Health Insurance for Employees of State and Local Governments, by Census Division, 28 Beth Levin Crimmel, M.S. Introduction Employees of state and

More information

Employee Engagement Survey

Employee Engagement Survey Research-based // Valid // Reliable Sample Items The DecisionWise contains a subset of research-based anchor questions that are designed to measure overall engagement. The other questions measure the factors

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

Center for Effective Organizations

Center for Effective Organizations Center for Effective Organizations WHAT MAKES HR A STRATEGIC PARTNER? CEO PUBLICATION G 09-01 (555) EDWARD E. LAWLER III Center for Effective Organizations Marshall School of Business University of Southern

More information

New Federal Funding to Serve Unemployed Entrepreneurs in Your Community

New Federal Funding to Serve Unemployed Entrepreneurs in Your Community New Federal Funding to Serve Unemployed Entrepreneurs in Your Community Small businesses not only drive the economy and job growth, they also provide a pathway for business owners particularly minorities,

More information

Welcome to The Denali Group presentation of: Stop Sabotaging Your Procurement Transforming Efforts 5 Mistakes to Avoid

Welcome to The Denali Group presentation of: Stop Sabotaging Your Procurement Transforming Efforts 5 Mistakes to Avoid Welcome to The Denali Group presentation of: Stop Sabotaging Your Procurement Transforming Efforts 5 Mistakes to Avoid Since 1991, the Sourcing Interests Group (SIG) has provided forums for networking,

More information

Performance Measurement, Rewards and Recognition: Aligning Incentives with Strategic and Operational Goals

Performance Measurement, Rewards and Recognition: Aligning Incentives with Strategic and Operational Goals Performance Measurement, Rewards and Recognition: Aligning Incentives with Strategic and Operational Goals Copyright Best Practices, LLC (919) 403-0251 1 ABOUT BEST PRACTICES, LLC Best Practices, LLC is

More information

Measuring your most important Asset: Human Capital

Measuring your most important Asset: Human Capital Measuring your most important Asset: Human Capital Workforce Analytics Training We are all familiar with the conventional HR metrics that are frequently used in organizations today Turnover rate, time

More information

BUSINESS PROCESS OPTIMIZATION IN THE CONTACT CENTER

BUSINESS PROCESS OPTIMIZATION IN THE CONTACT CENTER BUSINESS PROCESS OPTIMIZATION IN THE CONTACT CENTER By Brian Hinton Principal Consultant Strategic Contact, Inc. June 2010 2010 Strategic Contact, Inc. All Rights Reserved WHITE PAPER ABOUT THE AUTHOR

More information

7 Change Management Strategies to Transform your Tech Projects

7 Change Management Strategies to Transform your Tech Projects 7 Change Management Strategies to Transform your Tech Projects PMINYC Chapter Meeting February 18, 2015 Deepak Lalwani Overview The purpose of this presentation is to provide you an overview of: Where

More information

Employee Surveys: Four Do s and Don ts. Alec Levenson

Employee Surveys: Four Do s and Don ts. Alec Levenson Employee Surveys: Four Do s and Don ts Alec Levenson Center for Effective Organizations University of Southern California 3415 S. Figueroa Street, DCC 200 Los Angeles, CA 90089 USA Phone: 1-213-740-9814

More information

Guide on Developing a HRM Plan

Guide on Developing a HRM Plan Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in

More information

Workforce analytics: Utilizing benchmarks to maximize performance

Workforce analytics: Utilizing benchmarks to maximize performance Workforce analytics: Utilizing benchmarks to maximize performance Dallas April 9, 2014 Your facilitators G Shebani Patel is a Director with PwC in the Saratoga practice. Shebani is responsible for helping

More information

REVAMP YOUR TRAINING 7 STEPS TO A SUCCESSFUL BLENDED LEARNING PROGRAM

REVAMP YOUR TRAINING 7 STEPS TO A SUCCESSFUL BLENDED LEARNING PROGRAM REVAMP YOUR 7 STEPS TO A SUCCESSFUL BLENDED LEARNING PROGRAM BY STEVE O BRIAN, VICE PRESIDENT, CHRONUS CORPORATION WITH KAREN DU FOUR DES CHAMPS, & DEVELOPMENT EXPERT, AUTHOR, SPEAKER, AND CONSULTANT PROGRAM

More information

Business leaders are asking for more from

Business leaders are asking for more from HR s Role in Talent Management and Driving Business Results Business leaders are asking for more from everyone in their organizations. They want increased revenue and productivity. They need to reduce

More information

Workforce Planning Benefits

Workforce Planning Benefits Workforce Planning Benefits Seven Ways Workforce Planning Can Help Your Organization While surveys show that upwards of 90-percent of companies aren t getting the results they expected from a talent management

More information

Corporate Learning Watch

Corporate Learning Watch Quantifying the Organizational Benefits of Training August 2010 The Majority of CEOs Want Return on Investment Data for Training Programs, But Few Receive It Watch List A recent survey of CEOs found that

More information

Using HR Metrics to Understand the Drivers of Employee Engagement

Using HR Metrics to Understand the Drivers of Employee Engagement Using HR Metrics to Understand the Drivers of Employee Engagement All Rights Reserved. This material may not be reproduced whole or in part and in any media without written permission from viapeople, Inc.

More information

Strategic Executive Coaching: An Integrated Approach to Executive Development

Strategic Executive Coaching: An Integrated Approach to Executive Development Strategic Executive Coaching: An Integrated Approach to Executive Development A new concept in executive coaching is leading companies to fully utilize the talent they have to drive organizational strategy

More information

Context. An aging population and workforce as the first wave of baby boomers turn 65 in 2011.

Context. An aging population and workforce as the first wave of baby boomers turn 65 in 2011. OHA Provincial Health Human Resources Work Plan 2011-2013 Context The OHA Provincial Health Human Resources Work Plan 2011-2013 sets out the direction that the Ontario Hospital Association (OHA) will take

More information

HOW TO DESIGN AND IMPLEMENT AN EFFECTIVE PERFORMANCE MANAGEMENT PROGRAM

HOW TO DESIGN AND IMPLEMENT AN EFFECTIVE PERFORMANCE MANAGEMENT PROGRAM 34 HOW TO DESIGN AND IMPLEMENT AN EFFECTIVE PERFORMANCE MANAGEMENT PROGRAM Kammy Haynes and Warren Bobrow Kammy Haynes, Ph.D. and Warren Bobrow, Ph.D. are principals in The Context Group, a management

More information

Everyone agrees that an employee referral is the best way to find great people for your organization. The numbers bear this out.

Everyone agrees that an employee referral is the best way to find great people for your organization. The numbers bear this out. Tips to improve your Employee Referral Program Opening the doors of opportunity to talented professionals. Everyone agrees that an employee referral is the best way to find great people for your organization.

More information

Executive Education Delivering Strategic Capability: Advanced Human Resource Professional Development

Executive Education Delivering Strategic Capability: Advanced Human Resource Professional Development Executive Education Delivering Strategic Capability: Advanced Human Resource Professional Development Ivy League Leadership, Bottom-Line Success TODAY S organizations expect more from their human resource

More information

TALENT DEVELOPMENT THE ROI OF MENTORING, COACHING, AND OTHER EMPLOYEE DEVELOPMENT PROGRAMS

TALENT DEVELOPMENT THE ROI OF MENTORING, COACHING, AND OTHER EMPLOYEE DEVELOPMENT PROGRAMS THE ROI OF MENTORING, COACHING, AND OTHER EMPLOYEE PROGRAMS it s no secret that organizations who invest in employees are top performers. Programs like mentoring and coaching are increasingly popular methods

More information

Improving Public Health thru Mobility Management Connecting Transportation to Health: Rides to Wellness

Improving Public Health thru Mobility Management Connecting Transportation to Health: Rides to Wellness Improving Public Health thru Mobility Management Connecting Transportation to Health: Rides to Wellness Judy Shanley, Ph.D. Asst. Vice President, Education & Youth Transition Co-Director, National Center

More information

2015 National Utilization and Compensation Survey Report. Section 3 Billing Rates. Based on Data Collected: 4 th Quarter 2014

2015 National Utilization and Compensation Survey Report. Section 3 Billing Rates. Based on Data Collected: 4 th Quarter 2014 2015 National Utilization and Compensation Survey Report Section 3 Billing s Based on Data Collected: 4 th Quarter Copyright 2015 Reproduction of this report or portions thereof without express written

More information

PERFORMANCE MANAGEMENT SYSTEM

PERFORMANCE MANAGEMENT SYSTEM WHITE PAPER BY PATRICIA DAVIS LEADER, PERFORMANCE MANAGEMENT ROBERT W. ROGERS PRESIDENT, DDI WHITE PAPER GETTING THE MOST FROM YOUR 1 GETTING THE MOST FROM YOUR PERFORMANCE MANAGEMENT SYSTEM Is your organization

More information

SU311 Why 360 Degree Feedback Doesn t Work and What to Do About It

SU311 Why 360 Degree Feedback Doesn t Work and What to Do About It SU311 Why 360 Degree Feedback Doesn t Work and What to Do About It ASTD 2007 International Conference & Exposition Atlanta, Georgia Kenneth M. Nowack, Ph.D. Envisia Learning 3435 Ocean Park Blvd, Suite

More information

The New HR Competencies: Business Partnering from the Outside-In

The New HR Competencies: Business Partnering from the Outside-In The RBL White Paper Series The New HR Competencies: Business Partnering from the Outside-In DAVE ULRICH, JON YOUNGER, WAYNE BROCKBANK, AND MIKE ULRICH The New HR Competencies: Business Partnering from

More information

The Talent Management Framework

The Talent Management Framework The Talent Management Framework Talent-Management and Leadership-Development in Europe Wachstum fördernde HR-Arbeit Manage the Change Symposium 29./30.September 20006 3M COE Talent Management Europe,Middle

More information

Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives

Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives Calculating the Return on Investment (ROI) for Organizational Development (OD) and Human Resource (HR) Initiatives By: Temre Green and Michael Brainard April 28th, 2005 Brainard Strategy 2121 Newcastle

More information

HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY. Manager's Guide to Mid-Year Performance Management

HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY. Manager's Guide to Mid-Year Performance Management HUMAN RESOURSES COLLEGE OF EDUCATION AND HUMAN ECOLOGY Manager's Guide to Mid-Year Performance Management Table of Contents Mid-year Performance Reviews... 3 Plan the performance appraisal meeting... 3

More information

Creating an Effective Human Capital Strategy

Creating an Effective Human Capital Strategy Creating an Effective Human Capital Strategy Vol. 57 No. 8 Measure your progress toward being a strategic HR business partner. 8/1/2012 By Edward E. Lawler III and John W. Boudreau A changing workforce,

More information

Calculating the ROI of your Learning Management System:

Calculating the ROI of your Learning Management System: SUMTOTAL WHITE PAPER Calculating the ROI of your Learning Management System: How ResultsOnDemand can change your organization s equation Calculating the ROI of your Learning Management System: How ResultsOnDemand

More information

Sales Compensation Programs and Practices. research. A report by WorldatWork October 2010

Sales Compensation Programs and Practices. research. A report by WorldatWork October 2010 Sales Compensation Programs and Practices research A report by WorldatWork October 2010 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll free: 877-951-9191

More information

Strategic HR Conference - 10-28-12. Link Compensation To Values. A Discussion on What Makes Incentive Pay Plans Work. Tom Wilson Wilson Group

Strategic HR Conference - 10-28-12. Link Compensation To Values. A Discussion on What Makes Incentive Pay Plans Work. Tom Wilson Wilson Group Strategic HR Conference - 10-28-12 Link Compensation To Values A Discussion on What Makes Incentive Pay Plans Work Tom Wilson Wilson Group Pamela Sande The Mentor Network Nora Costa CVS Caremark The Environmental

More information

VF Corporate HR Mission

VF Corporate HR Mission VF Corporate HR Mission Human Resources is a Global Strategic Partner committed to achieving VF objectives by Maximizing Talent, Building Leaders, and Advocating a Culture of Integrity and Respect. Talent

More information

2015 Employee Engagement and Satisfaction Survey

2015 Employee Engagement and Satisfaction Survey 2015 Employee Engagement and Satisfaction Survey Executive Summary Helena College University of Montana Office of Institutional Research Introduction Helena College has identified employee engagement and

More information

Leadership Development Best Practices. By Russel Horwitz

Leadership Development Best Practices. By Russel Horwitz Leadership Development Best Practices By Russel Horwitz 1 December 2014 Contents The case for leadership development 4 Creating a strategy 4 Best practices 5 1. Align to organizational strategy 5 Begin

More information

Seven Steps to Emergency Department Patient Satisfaction in the 99 th Percentile: A Physician s Point of View

Seven Steps to Emergency Department Patient Satisfaction in the 99 th Percentile: A Physician s Point of View Seven Steps to Emergency Department Patient Satisfaction in the 99 th Percentile: A Physician s Point of View September 17, 2013 Speakers Todd Hold, M.D., President, Georgia Emergency Services Dr. Hold

More information

ENTERPRISE ASSET MANAGEMENT (EAM) The Devil is in the Details CASE STUDY

ENTERPRISE ASSET MANAGEMENT (EAM) The Devil is in the Details CASE STUDY ENTERPRISE ASSET MANAGEMENT (EAM) The Devil is in the Details CASE STUDY 1 EXECUTIVE SUMMARY Enterprise Asset Management (EAM) is a strategy to provide an optimal approach for the management of the physical

More information

Optimizing Rewards and Employee Engagement

Optimizing Rewards and Employee Engagement Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin

More information

EMPLOYER OF CHOICE RECOGNITION PROGRAM

EMPLOYER OF CHOICE RECOGNITION PROGRAM EMPLOYER OF CHOICE RECOGNITION PROGRAM WHAT IT MEANS TO BECOME AN EMPLOYER OF CHOICE In today's highly competitive employment world, employers of all kinds are eager to differentiate themselves from other

More information

2011 staff survey. Plans and changes to the staff survey for 2011 June 2011

2011 staff survey. Plans and changes to the staff survey for 2011 June 2011 2011 staff survey Plans and changes to the staff survey for 2011 June 2011 ICO Vision By 2012 we will be recognised by our stakeholders as the authoritative arbiter of information rights, delivering high-quality,

More information

State of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008

State of Washington. Guide to Developing Strategic Workforce Plans. Updated December 2008 State of Washington Guide to Developing Strategic Workforce Plans Updated December 2008 Table of Contents Introduction... 3 What Is Workforce Planning?... 3 Workforce Planning Strategy Areas... 4 Strategic

More information