achieving change from employee from employee surveys 101 Dr Peter Langford e: peter.langford@voiceproject.com.au p: 0408 810 502
agenda 1. The Voice Project story 2. Top 10 tips to prevent positive change from employee surveys 3. What’s slick & what’s sticky – what practices change more what practices change more easily & how much change is achievable 4. Discussion of how to maximise positive change 2
the voice project story • Voice Project began as a research program at Macquarie University exploring the impact of employee and client "voice" on engagement, leadership and service quality in private, public and not-for-profit sectors • We've now conducted research involving over 3,000 organisations and implemented 500 consulting projects across 200 commercial clients involving 700,000 employees, across 200 commercial clients involving 700,000 employees, leaders and clients in a wide range of industries and countries • We're headquartered on campus in the commercial Research Park at Macquarie University, with a second office in Melbourne CBD 3
top 10 tips to prevent positive change 10. Shelve your results 9. Adopt a laissez faire response to survey results 8. Measure and act upon superficial, low importance, and unaligned practices 7. Expect more change than is achievable 6. Assume what’s good will stay good 5. Spread your focus and resources thinly 4. Rely on supervisors rather than executives to drive change 3. Punish folks for taking a risk 2. Reward A while hoping for B 1. HR should take all the responsibility Bonus Tip: Keep actions and successes a secret 4
our 7 Ps participation people model • leadership • motivation & • recruitment initiative • cross-unit • talent cooperation • teamwork • learning & development • involvement passion/engagement • reward & recognition purpose • organisation commitment • appraisal COMES • job satisfaction • organisation • supervision IVERS • intention to stay direction • career • results focus opportunities DRIVE OUTCO • mission & • mission & values • ethics progress • role clarity • organisation objectives • diversity • change & innovation • customer satisfaction property • resources peace • processes • technology • wellness • safety • work-life balance • facilities • flexibility Based on Langford, P. H. (2009). Measuring organisational climate and employee engagement: Evidence for a 7 Ps model of work practices and outcomes. Australian Journal of Psychology , 61, 185-198. 5
drivers of passion & progress DRIVERS OUTCOMES purpose passion • Organisation Direction (engagement) • Results Focus • Mission & Values • Organisation Commitment • Ethics • Job Satisfaction • Role Clarity • Intention To Stay • Diversity participation • Leadership • Leadership people peace • Recruitment • Cross-Unit Cooperation • Motivation & Initiative • Learning & Development • Wellness • Talent • Involvement • Work/Life Balance • Reward & Recognition • Teamwork • Flexibility • Performance Appraisal • Supervision • Career Opportunities property progress • Resources • Processes • Organisation Objectives • Technology • Change & Innovation • Safety • Customer Satisfaction • Facilities Based on Langford, P. H., Parkes, L. P., & Metcalf, L. (2006). Developing a structural equation model of organisational performance and employee engagement. Proceedings of the joint conference of the Australian Psychological Society and the New Zealand Psychological Society, Auckland, New Zealand. 6
gap analysis maintain promote Teamwork higher Diversity Results Focus Role Clarity Work/Life Balance Gap Mission & Values Supervision analysis Talent mance based on Motivation & Ethics Safety Initiative over Wellness Teaching 100,000 performa Resources Flexibility Flexibility employees employees Middle Management Research Community Workload Organisation Direction across more Processes Engagement than 2,000 Leadership Facilities Learning & Technology of Voice Recruitment & Selection Development Social Responsibility Project’s Performance Appraisal research & Rewards & Recognition Entrepreneurship Environmental consulting Responsibility Cross-Unit Cooperation clients Involvement lower Career Opportunities limit prioritise importance lower higher 7
how much change is achievable? • We compiled data from longitudinal surveys within 21 of our clients who gave permission for us to use their data for this research • We examined changes in scores for 123 business units within these clients, representing responses from clients, representing responses from over 10,000 employees at each of two time periods (average of 85 responses per business unit per time period; average response rate 64%) • We examined the improvements in “% favourable” scores for all of the standard categories in our engagement survey 8
how much change is achievable? • Organisations that provide feedback and take action score 100% substantially higher on 90% 80% 78% Engagement 80% employee engagement 70% (36% higher employee 60% engagement; showing engagement; showing 50% 50% 44% 44% Employee E 42% 42% correlations .45 to .50) 40% 30% • Acting upon survey 20% results won’t cause an 10% immediate 36% 0% No Yes improvement, but Acted On Survey Results cultures that act on Provided feedback of survey results survey results show far Made improvements based on results higher engagement 9
how much change is achievable? • Substantial improvements in 20.0% 17.3% employee engagement Engagement (% Fav) 15.0% were seen for units ncrease Per Year scoring below average 10.0% • More modest 3.7% 3.7% improvements for units improvements for units Employee En 5.0% 5.0% Avg Inc in the 3 rd quartile 1.5% 0.0% • A clear ceiling effect is -0.2% seen for organisations -5.0% Lowest 2nd 3rd Highest in the top quartile Quartile Quartile Quartile Quartile Original/Baseline Employee Engagement * n = 2 (ie only two business units) for the lowest quartile, so caution is needed in interpreting results 10
how much change is achievable? • When clients scored in the lowest quartile on 6.0% any particular practice 5.0% 5.0% they improved an 4.0% ease Per Year ories (% Fav) average of 5.0% 3.0% favourable per year 2.1% 2.0% • When clients scored in • When clients scored in 0.9% 0.9% All Categor Avg Increa 1.0% the highest quartile on 0.0% a particular practice -1.0% (and probably didn’t -2.0% -1.8% take action to improve -3.0% that practice), they Lowest 2nd 3rd Highest Quartile Quartile Quartile Quartile “decayed” an average Original/Baseline Score of 1.8% fav per year 11
how much change is achievable? maintain promote Teamwork higher Diversity Gap Results Focus Role Clarity analysis Work/Life Balance Mission & Values based on Supervision over Talent rmance Motivation & 100,000 Ethics Safety Initiative Wellness employees Teaching across more Resources Flexibility perform Middle Management Research than 2,000 than 2,000 Workload Workload Community Community Organisation Direction Organisation Direction Processes of Voice Engagement Leadership Project’s Facilities Learning & Technology Recruitment & Selection research & Development Social Responsibility consulting Performance Appraisal clients Rewards & Recognition Entrepreneurship Environmental Responsibility Cross-Unit Cooperation legend: Involvement improving lower Career Opportunities limit prioritise importance lower higher See Mingo, S., & Langford, P. H. (2008). The HRM-Performance Link: A Longitudinal, Business-Unit Investigation. Proceedings of the 22nd Annual Conference of the Australian and New Zealand Academy of Management, Auckland, New Zealand, December. 12
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