Willis Towers Watson Webcast: The Power of Employee Feedback · Willis Towers Watson Webcast: The...

Willis Towers Watson Webcast: The Power of Employee Feedback

© 2016 Willis Towers Watson. All rights reserved.

November 16, 2016

Key contacts

2© 2016 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only.

Chris Pinc

Director, HR Software

Product Management

[email protected]

https://www.linkedin.com/in/chris-pinc-

a6521914

Twitter: @WTWHR

Adam Zuckerman

Employee Engagement

Practice Leader

[email protected]

https://www.linkedin.com/in/adam-

zuckerman-50263220

Twitter: @AdamZPhd

mailto:[email protected]?subject=The Power of Employee Feedback

https://www.linkedin.com/in/chris-pinc-a6521914

https://twitter.com/wtwhr

mailto:[email protected]?subject=The Power of Employee Feedback Webcast

https://www.linkedin.com/in/adam-zuckerman-50263220

https://twitter.com/adamzphd

Willis Towers Watson HR Software: Overview

© 2016 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only. 3

Agenda


The changing landscape

Matching purpose with approach – Creating a listening strategy

Building great software to support the strategy

Recent findings from the field: Top drivers of attraction, engagement, and retention

Background


The changing landscape

How do we decide which combination of tools to use, and when?

It’s never been

easier to do a

bad survey

Traditional Approach

Annual surveys that systematically

gather employee input

What Critics Are Saying

Content is too long, process is too

slow, value is uneven

New Technology Options

• Targeted pulse surveys

• “Always on” surveys and daily polls

• Social media scans, online chats/jams

• And much more

Matching the purpose to the approach


Different goals align with different methods

Reason

Improve culture

Increase engagement

Tailor company programs

Show we care

Monitor sentiment

Improve team effectiveness

Support specific change

Measure progress

Improve on-boarding

Reduce turnover

Coalmine canary

Suggestion box




Reason Key Considerations

Improve culture Relatively stable, need data for thorough understanding

Increase engagement Relatively stable, need data for modelling drivers

Tailor company programs Can’t act too often (i.e., stable), need breadth/depth (i.e., data)

Show we care Must be inclusive (i.e., need data),

Monitor sentiment Changes quickly, narrow focus

Improve team effectiveness Changes quickly, narrow focus

Support specific change Narrow relevance window (i.e., changes quickly), narrow focus

Measure progress Narrow relevance window (i.e., changes quickly), narrow focus

Improve on-boarding Continually changing (i.e., changes quickly), narrow focus

Reduce turnover Continually changing (i.e., changes quickly), narrow focus

Coalmine canary Must be “ever ready” (i.e., changes quickly), no focus

Suggestion box Must be “ever ready” (i.e., changes quickly), no focus




Reason Key Considerations Ideal Method

Improve culture Relatively stable, need data for thorough understanding Periodic event

Increase engagement Relatively stable, need data for modelling drivers Periodic event

Tailor company programs Can’t act too often (i.e., stable), need breadth/depth (i.e., data) Periodic event

Show we care Must be inclusive (i.e., need data), Periodic event

Monitor sentiment Changes quickly, narrow focus Pulse survey

Improve team effectiveness Changes quickly, narrow focus Pulse survey

Support specific change Narrow relevance window (i.e., changes quickly), narrow focus Pulse survey

Measure progress Narrow relevance window (i.e., changes quickly), narrow focus Pulse survey

Improve on-boarding Continually changing (i.e., changes quickly), narrow focus Lifecycle

Reduce turnover Continually changing (i.e., changes quickly), narrow focus Lifecycle

Coalmine canary Must be “ever ready” (i.e., changes quickly), no focus “Always on”

Suggestion box Must be “ever ready” (i.e., changes quickly), no focus “Always on”

How to create an effective listening strategy


Establish a strong foundation

Large-scale “events” enable predictive modeling, deep understanding, momentum for change

Must allow one to quickly understand findings, identify priorities, and take action / track progress

Supplement with strategic pulse surveys

Focused pulse surveys provide a timely picture of key issues and actions needed

Technology must serve purpose: What are we asking, why, and what will we do with it?

Automate life-cycle “check ins”

Targeted surveys tied to milestones (e.g., exit, entry, anniversary) generate unique insight

Ideally these are continuously running processes triggered by routine activity

Set-up a background “always on” mechanism

Gather suggestions for improvement and surface problems with a digital suggestion box

Findings must be frequently reviewed, but little effort needed to design and manage process

Four key components

Continuous listening: Leveraging the right tools at the right time


January 2017

Cornerstone “Event”January 2019

Cornerstone “Event”

January 2018

Cornerstone “Event”

Deployed as Needed

Pulse Surveys Measuring Progress

Deployed as Needed

Pulse Surveys on Key Initiatives

Running Continuously

“Always On” Data Capture

Running Continuously

Exit/On-Boarding Surveys

Knowing Our Users


Key Personas and the Problems Our Software Helps Them Solve

Gina, Business Manager

Wants to identify team’s pain points – the ones that really matter

Wants to know how to address pain points and increase engagement

Wants to share results using the medium of big business

Cathy, HR COE Expert

Wants to understand broader engagement / culture trends across the company

Wants to help business leverage survey insights and drive action

Wants to support the business to rapidly diagnose key issues on an ongoing basis

Hunter, CEO

Wants to ensure culture supports business strategy

Wants to inspire employees

Eric, Employee

Wants to know more about all that his company has to offer him

Wants to find ways to get the most out of his work experience

Strategic pulse surveys


Clarifying measurement objectives before deploying

Pulse surveys are less comprehensive but more timely

Agile assessment of issues as they unfold

Specific feedback on particular issues

Ability to identify cyclical trends over time

Sentiment Check

Measure sentiment / well-being at regular intervals

Understand cyclical issues

Effectiveness Check

Measure local-level issues that support/inhibit performance

Guide local actions to improve team effectiveness

Progress Check

Measure progress since prior survey on priority issues

Inform actions and course-correct

Initiative Check

Gauge understanding and support of major changes

Inform communication and change activities

Strategy / Culture Framework


Highest-Rated Cultural Attributes in High-Performing Organizations

Customer Service BrandEfficiency Quality Innovation

Comprehensive

training in basic

processes

Precise job roles

Disciplined

workload allocation

Clear and effective

structure

Data-driven

assessment

Coordination of

efforts

Brand promise

ingrained

Strong belief in

product

Deep pride

Integrity guides

business

Environment

reflects brand

Leadership inspires

respect

Best practices

exchange

Empowerment to

improve processes

Disciplined use of

performance data

Long-term focus

Advanced training

Superior processes

Diverse thought

and opinion

Support for risk

taking

Bias for action

Anticipating

emerging needs

Consistently

recognizing new

ideas

Leadership clarity

on future priorities

Continual

information sharing

Positive team

relationships

Strong customer

orientation

Customer-centric

Focus on talent

retention

Local authority and

empowerment

Strategic Business Priorities

Deploying a listening strategy: Lessons learned


Be prepared to act, not just listen

Recalibrate your expectations for improvement

Even the most thoughtful analysis can’t salvage bad data

Have a plan for how to route and address issues quickly

Manage your managers

About the 2016 studies

Fielded April – June, 2016

29 markets globally

2,004 employer

respondents representing

>21 million employees

Key topics covered:

Attraction and retention

drivers

Talent mobility and challenges

EVP and total rewards

Leader and manager

effectiveness

Career management

Performance management

Pay for performance

35%

21%

18%

26%

2016 Global TM&R Study

Asia Pacific EMEA

Latin America North America

Key topics covered:

Attraction and retention

drivers

Drivers of sustainable

engagement

Leader and manager

effectiveness

Career management

Performance management

Health, stress, wellness

Communication

Fielded April – May, 2016

29 markets globally

>31,000 employee

respondents

Global Talent Management &

Rewards Study (TM&R)


Global Workforce Study

(GWS)

Understanding the top drivers of attraction


Rank

1 Base pay/salary (1) Career advancement opportunities (1)

2 Job security (2) Base pay/salary (2)

3 Career advancement opportunities (3)Reputation of organization as a great place to work (4)

4 Challenging work (5) Challenging work (3)

5 Opportunities to learn new skills (4) Job security (7)

6Reputation of organization as a great place to work (6)

Organization's mission, vision and values (5)

7 Health care and wellness benefits (-) Opportunities to learn new skills (6)

Employer ViewEmployee View

Comparing top drivers of attraction

Why employees would choose to leave your organization


Rank

1 Base pay/salary (1) Career advancement opportunities (2)

2 Career advancement opportunities (2) Base pay/salary (1)

3 Physical work environment (-) Relationship with supervisor/manager (3)

4 Job security (4) Ability to manage work-related stress (4)

5 Ability to manage work-related stress (7) Opportunities to learn new skills (5)

6 Relationship with supervisor/manager (6) Flexible work arrangements (-)

7 Trust/Confidence in senior leadership (3) Short-term incentives (e.g., annual bonus) (6)

Employee View Employer View

Comparing top drivers of retention

Sustainable Engagement

© 2016 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson client use only. 19

A 3-component model

Motivation to work hard

An environment that

supports productivity

Support for personal

well being

ENGAGED

ENABLED

ENERGIZED

Rational,

emotional and

behavioral

attachment to the

company

A local work

environment that

supports

productivity and

performance

Individual

physical,

interpersonal and

emotional well-

being at work

Engaged EnergizedEnabled

41%Lower retention risk

6.5Fewer days lost

3XHigher operating margin

Companies that achieve high levels on all three realize:

Global engagement levels


37%

17%

21%

25%

2016

Highly Engaged: Those who score high on

all three aspects of sustainable engagement

Unsupported: Those who are traditionally

engaged, but lack enablement and/or energy

Detached: Those who feel enabled and/or

energized, but lack a sense of traditional

engagement

Disengaged: Those who score low on all three

aspects of sustainable engagement

The drivers of sustainable engagement

Sustainable Engagement Drivers

Rank 2016 2014

1 Senior Leadership Senior Leadership

2 Clear Goals & Objectives Clear Goals & Objectives

3 Supervision Workload & Flexibility

4 Image & Integrity Image & Integrity

5 Workload & Flexibility Empowerment


What is Sustainable Engagement?

Engagement – Rational, emotional and behavioral attachment to the company

Enablement - A local work environment that supports productivity and performance

Energy - Individual physical, interpersonal and emotional well-being at work

Summary


• An effective listening strategy has four key components

• Foundational census survey

• Strategically deployed pulse surveys

• Automated “check ins”

• An “always on”

• Great software is built by focusing on key personas and their needs

• Gina, the business manager

• Kathy, the HR COE expert

• Hunter, the CEO

• Eric, the employee

• When deploying a Listening Strategy, remember….

• Be prepared to act, not just listen

• Recalibrate your expectations for improvement

• Even the most thoughtful analysis can’t salvage bad data

• Have a plan for how to route and address issues quickly

• Manage your managers

• Top drivers of employee attraction, retention and engagement

• Base pay

• Job security

• Advancement

• Challenging work

• Learning new skills

• Company reputation

• Benefits

• Base pay

• Advancement

• Physical environment

• Job security

• Stress

• Manager

• Leadership

• Leadership

• Goals / objectives

• Supervision

• Image / integrity

• Workload / flexibility


Discussion and Questions

https://twitter.com/WTWhr

https://www.linkedin.com/company/willis-towers-watson

https://twitter.com/WTWhr

https://www.linkedin.com/company/willis-towers-watson

http://twitter.com/towerswatson

http://twitter.com/towerswatson

http://linkedin.com/company/towerswatson.com

http://linkedin.com/company/towerswatson.com

Appendix


Linking employee sentiment, customer experience & business

performance

© [yyyy] Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only. 25

Employee Drivers Business OutcomesCustomer Drivers

Working

Relationships

Employee

Engagement

Employee

Capability

Perceptions of

Staff Courtesy

Perceptions of

Staff

Competence

Site Profitability

A 10%

improvement in

employee drivers

A 3.8%

improvement in

customer drivers

An 9.1%

improvement in

business results


More favorable employee opinion links with better quality of care

More positive employee experience links with better quality of care results for patients –

lower rates of blood stream infection and lower mortality

0.6

1.5

0

0.5

1

1.5

2

Blo

od

str

ea

m in

fection r

ate

(pe

r 1

,00

0 lin

e d

ays)

Hospitals in

the top

quartile of OCI

scores

Hospitals in

the bottom

quartile of

OCI scores

0.54

0.68

0.4

0.5

0.6

0.7

0.8

Ho

sp

ita

l risk a

dju

ste

d

mo

rta

lity r

ate

Hospitals in

the top

quartile of OCI

scores

Hospitals in

the bottom

quartile of

OCI scores

*Blood Stream Infection (BSI) & Hospital Risk Adjusted Mortality Rate (HSMR) results, rolling 12 months

The role of culture in organizational safety


Culture and engagement have strong,

measurable impacts on safety

We have conducted extensive

research on this linkage (e.g., TRIR,

DAFW, etc.).

A safety-specific index typically

includes:

Culture of compliance with rules

Safety training and education

Policies and procedures

Source: Towers Watson client study.

Linkage using OSHA injury rate.

Predictive modelling links engagement with critical outcomes


More Favorable “Process Focus” =

Less ScrapClearer Goals/Objectives =

More Product Packed

0

1

2

3

4

5

6

7

ProcessFocus

Pay &Benefits

Percent

Scrap

Employee Favorability Low

Employee Favorability High

0.50

0.70

0.90

0.790.75

0.730.70

Favorability Quartiles

High

(57%)

Medium

/ High

(44%)

Medium

/ Low

(38%)

Low

(30%)

Product packed / possible



Large-scale surveys remain a cornerstone

Roughly 50 tailored questions annually

Enables managers to:

Benchmark their part of the business

Find strengths/opportunities

Identify and record actions

Enables senior leadership to:

Address culture/strategy alignment

Act on systemic engagement drivers

Inform companywide programs

Create momentum for change



Reasons why event surveys fail – and how good software helps avoid them

Issue How to Avoid

Managers have no time/interest

to read complicated reports

Software must be highly intuitive with

engaging, mobile-enabled experience

Managers don’t know

what actions to take

Software should include specific

action suggestions

Company re-organizes and

results become irrelevant

Software should make it easy to revise

findings after organizational changes

Cannot track who’s doing what, hold

people accountable or share learnings

Software must enable monitoring of action

across company with diagnostic reports

Managers have difficulty

identifying issues

Software should automatically identify

strengths & opportunities for each manager

Too long to analyze results

& distribute reports

Software must allow for fast turnaround of

results AND speed up “time to action”

Open-ended comments can yield great

insights, but it’s too hard to analyze them

Software must be able to analyze free text

responses automatically

Supplement with strategic pulse surveys

© 2016 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis

Towers Watson client use only.31

Example questions

Sentiment Check

Recently I have felt inspired to do my best work (Engaged)

Recently I have had ready access to the work tools and resources I need to excel (Enabled)

Recently I have been able to maintain my overall health and well-being at work (Energized)

Effectiveness Check

The people I work with cooperate to get the job done

The information I need to do my job is readily available

There is usually sufficient staff in my department to handle the workload

Initiative Check

I believe X is a good business decision

I am confident that X will result in value creation for all stakeholders

Communications regarding X have been timely / relevant / helpful

Progress Check

I have a clear understanding of the priorities for action coming out of our last survey

Significant actions have been taken to address priorities identified

The actions being taken to address priorities are likely to be effective

Combing large-scale and pulse surveys

© 2016 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis

Towers Watson client use only.32

Different models, each with Pros and Cons

Managers and leaders deploy independently “as needed”

Maximum flexibility

No coordination/quality control, managers must initiate, no common questions for roll-up

Managers and leaders work with a Center of Excellence as needs emerge

Enables coordination / quality control

Adds a layer of process, managers must initiate, no common roll-up questions

Companywide quarterly pulse for all managers

Enables coordination / quality control, common roll-up questions, initiated automatically

Relationship Between Census Surveys and Pulse Surveys


Executing a “separation” approach: A quarterly census

Global Roll-Ups to

Senior Leadership

Q1

Team Reports to

All Managers

Team Focus: Content geared to sentiment and local drivers of engagement, enablement,

and well being, e.g., empowerment, working relationships, work/life balance, etc.

Organizational Focus: Content geared to culture, systemic drivers of engagement, and

companywide programs

Q2 Q3 Q4 Q1 Q2

Team Reports to

All Managers

Team Reports to

All Managers

Team Reports to

All Managers

Team Reports to

All Managers

Team Reports to

All Managers

Global Roll-Ups to

Senior Leadership

Relationship Between Census Surveys and Pulse Surveys


Emerging approach: Separating high-level vs. local reporting and action planning

Two factors that make an “event” survey such an “event”:

Specifying reporting needs at all levels of a large complex hierarchy

Level-by-level results cascade / roll out

Most meaningful action is often taken by:

Senior leadership on systemic engagement drivers, culture issues, or companywide programs OR

Immediate managers on local drivers of engagement, enablement, and well being

Therefore, focus where the most value is and report:

Global roll-ups to the top 2-3 levels of leadership, AND

Immediate team reports to managers at all level, BUT NOT

Mid-level roll-ups to mid-level managers

Automate life-cycle “check-ins”


Example Exit Survey Quarterly Executive Summary

Career development/advancement 35%

Management/leadership 29%

Working culture 24%

Respect and inclusion 6%

Job security 6%

Efficiency/bureaucracy in my role/company 35%

The location (e.g., journey to work) 12%

My manager 0%

Base pay and discretionary bonus/incentive 12%

Most

selected

2nd-most

selected

3rd-most

selected

4th-most

selected

5th-most

selected

I was not achieving my career

aspirations83%

I was not being developed to my

full potential67%

There were insufficient

opportunities to increase my

eligibility for a better job50%

XYZ did not take steps to improve

efficiency quickly enough83%

My operating unit/department was

inefficient 50%

Too many approvals were needed

for routine decisions33%

Priorities were changed so

frequently I had trouble getting my

work done33%

Respondents were asked to answer at least one follow up question, and not more than three, for each macro reason given.

Set-up a background “always on” mechanism


Create an open funnel to surface problems early and gather improvement ideas

It can be valuable for employees to have

place to go at any time to submit:

Suggestions for improvement

Concerns / problem areas

This would be an application appropriate for

an “always on” survey

Data capture should be tied to a company

portal or intranet site

Example questions include:

What suggestions do you have for how we can improve this company?

What concerns do you have about our ability to succeed, and how can we address them?

Regular monitoring and routing of input is necessary

Instructions should clarify that serious ethical concerns should be submitted to an ethics hotline

Willis Towers Watson Webcast: The Power of Employee Feedback · Willis Towers Watson Webcast: The...

Documents

Transcript of Willis Towers Watson Webcast: The Power of Employee Feedback · Willis Towers Watson Webcast: The...