Lenovo Listens Manager Training Step 2: Interpret and Communicate Results.
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Transcript of Lenovo Listens Manager Training Step 2: Interpret and Communicate Results.
![Page 1: Lenovo Listens Manager Training Step 2: Interpret and Communicate Results.](https://reader033.fdocuments.net/reader033/viewer/2022051018/56649e2b5503460f94b1a62b/html5/thumbnails/1.jpg)
Lenovo Listens
Manager Training Step 2: Interpret and Communicate Results
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2© 2011 Lenovo Confidential. All rights reserved.
Manager Step #2: Interpret and Communicate Results− Process the Data: 4 Lenses− The Basic Story− Team Feedback Session
Next Steps− Key Dates− Linkage to OHRP− Your Role as a Manager
Objectives
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3© 2011 Lenovo Confidential. All rights reserved.
Manager TrainingManager Training
* NOTE: If you had fewer than 5 respondents, you will not receive a Manager Report. In this case, you will work with your Manager to understand the broader organizational results and determine next steps for communication and action.
* NOTE: If you had fewer than 5 respondents, you will not receive a Manager Report. In this case, you will work with your Manager to understand the broader organizational results and determine next steps for communication and action.
Interpret and Communicate
Results*Gain greater insight into the dataShare results with team:
—What’s the basic story?Begin Action Planning
Interpret and Communicate
Results*Gain greater insight into the dataShare results with team:
—What’s the basic story?Begin Action Planning
Plan, Communicate and
Track Actions*Participate in Action Tracker Tool Training (Week of 8/1: pre-recorded session)(Optional: Lead a separate Action Planning Session with Team to prioritize areas of focus and confirm individual commitments)Record Plan in Action Tracker and Track ProgressCommunicate Actions to Team
Plan, Communicate and
Track Actions*Participate in Action Tracker Tool Training (Week of 8/1: pre-recorded session)(Optional: Lead a separate Action Planning Session with Team to prioritize areas of focus and confirm individual commitments)Record Plan in Action Tracker and Track ProgressCommunicate Actions to Team
Understand the Report*
Understand the structure and components of the reportIdentify themes and patterns:
—Overall strengths? —Areas for
improvement?Partner with my Manager and HR to understand how my results fit into the context of the broader organizational results
Understand the Report*
Understand the structure and components of the reportIdentify themes and patterns:
—Overall strengths? —Areas for
improvement?Partner with my Manager and HR to understand how my results fit into the context of the broader organizational results
StepStep11
StepStep11
StepStep22
StepStep22
StepStep33
StepStep33
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Interpret and Interpret and Communicate ResultsCommunicate Results
Understand the Basic Story– Gain more insights into the data;
synthesize results– Prepare to communicate the story
the data reveals– Identify actions re: engagement
that you can personally commit to Lead the Team Feedback
Session– Use Team Feedback Summary
Template & Tools (See Appendix)– Dedicate a separate team meeting
to share results– Communicate value of Survey– Demonstrate the “Promise” of
the Survey … we listen– Begin Action Planning with Team
STEP
2
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5© 2011 Lenovo Confidential. All rights reserved.
Interpretive Lenses
Process the Data: 4 Lenses
Basic Story, Questions,
Possible Actions
Receive Report
Numbers: What are the survey report results?
Reaction: How do I feel about the results?
Context: What has been happening in the organization?
Priorities: How do the results line up with what we want to accomplish? How do they conflict?
Numbers: What are the survey report results?
Reaction: How do I feel about the results?
Context: What has been happening in the organization?
Priorities: How do the results line up with what we want to accomplish? How do they conflict?
Read the report at least twice!
Read the report at least twice!
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6© 2011 Lenovo Confidential. All rights reserved.
Start with the NumbersInterpretive Lenses
Basic Story, Questions,
Possible Actions
Receive Report
What are the Survey results overall?
Are the results typical or exceptional? Are they generally favorable or unfavorable?
For more specific information on how to read your results, see your Manager Interpretation Guide
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7© 2011 Lenovo Confidential. All rights reserved.
Process Your Reactions
Basic Story, Questions,
Possible Actions
Receive Report
My Reactions – Questions to Consider: How did I feel when I first reviewed the results?
– Caution: Don’t under or over-personalize your survey results What results matched my expectations? What results surprised me? Were my scores better or worse than I expected? What are my initial concerns, based on Survey results? What are my initial questions?
– Are any results confusing?– Where do I need more information, clarity or feedback?
Interpretive Lenses
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8© 2011 Lenovo Confidential. All rights reserved.
Consider the Organizational Context
Basic Story, Questions,
Possible Actions
Receive Report
Organizational Context – Questions to Consider:
What challenges has the team/organization faced this past year? What successes has the team/organization had over the past year? What changes has the team/organization gone through? What challenges have I faced as a leader this past year?
Interpretive Lenses
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9© 2011 Lenovo Confidential. All rights reserved.
Consider the Business Priorities
Basic Story, Questions,
Possible Actions
Receive Report
Business Priorities – Questions to Consider: What are we focused on delivering in the next 6 – 12 months? What are the key talent/people initiatives that we have planned? How do our Lenovo Listens results support the above priorities? Where do our Lenovo Listens results suggest areas of caution or concern given
what we’ve prioritized for the business and our talent?
Interpretive Lenses
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10© 2011 Lenovo Confidential. All rights reserved.
What Story Does the Data Tell?
As a team, we are (very; moderately; somewhat) engaged.
Our top three areas (______) suggest that we are good at ______
Our bottom three areas (_____) suggest that we struggle when it comes to____________
Given the context over the past year,
These results make sense to me ___________
I am surprised to see__________
Given where we need to go this next year, I’d like to discuss these areas ____________
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11© 2011 Lenovo Confidential. All rights reserved.
Why Feedback and Action Planning …
Change Over Time By Theme
Managers with no action plan saw an average of 1% favorable change
Managers with an action plan saw an average of 4% favorable change
During a pay freeze, managers with an action plan saw a
smaller drop in employee
satisfaction
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12© 2011 Lenovo Confidential. All rights reserved.
Team Feedback Session: Goals
Share Results
Gain more Insight into Data
Begin Action Planning
Share Results
Gain more Insight into Data
Begin Action Planning
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13© 2011 Lenovo Confidential. All rights reserved.
Opportunities Open and honest participation Show respect and appreciation for
the team’s views Ask questions and understand the
results more completely– You don’t need to have all the answers
going into this meeting
Focus on areas within your control Gain alignment on key areas of focus Work together to generate ideas for
action– Brainstorm solutions as a team
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14© 2011 Lenovo Confidential. All rights reserved.
Feedback Session Guidelines
Include all team members Schedule appropriate time
• At least 1 hour• More than one meeting if needed
Notify employees ahead of meeting:• Purpose• Questions to consider in
preparation• Prepare Agenda
• List topics to be covered• Start with summary of most
positive results• Use a low-sensitivity
topic/question as lead top• Work up to more sensitive tops
Include all team members Schedule appropriate time
• At least 1 hour• More than one meeting if needed
Notify employees ahead of meeting:• Purpose• Questions to consider in
preparation• Prepare Agenda
• List topics to be covered• Start with summary of most
positive results• Use a low-sensitivity
topic/question as lead top• Work up to more sensitive tops
As you develop a plan for your meeting:
Concentrate on major patterns … avoid talking about EVERY item
Show a balanced picture:
• Openly discuss and share negative results
• Celebrate positive results
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15© 2011 Lenovo Confidential. All rights reserved.
Feedback Session Template
Set the Stage
Present Key Results
Confirm Critical Survey Themes
Determine Next Steps
Close the Meeting
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16© 2011 Lenovo Confidential. All rights reserved.
Expectations…
Confidentiality− All responses were confidential, with
no names attached, and will remain anonymous
Acknowledge People
Focus on the “Key Issues”
Balance the Discussion− Leverage strengths and improve areas
of concern
Collaborate to Prioritize Actions
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17© 2011 Lenovo Confidential. All rights reserved.
Tips for Success
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18© 2011 Lenovo Confidential. All rights reserved.
Use Your EARSIf employees are only focused on the negative, this simple three step process can start to focus your team on solutions:
•Echo what you are hearing
• “Let me see if I understand. You are concerned about_________. Is that right?”
•Acknowledge
• “I can see that you have some deep concerns about this. Would you mind if we explored them?”
•Refocus on Solutions• “What are your thoughts underlying this concern?” • “How do you think we could solve this issue?”• “What do others think? Can you see any solutions?”
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19© 2011 Lenovo Confidential. All rights reserved.
JULY 13 Overall Lenovo results delivered to LEC
JULY 22 Reports delivered to All Managers Manager Training: #1 – Understand the Report and
#2 – Interpret and Communicate Results
Week of JULY 25 Yuanqing communicates Lenovo-Wide Results to All Employees
Week of AUG 1 Business / Functional Leaders (SVPs or Tier 1/2 Leaders)
communicate organization-wide results Manager Training: # 3 – Plan, Communicate and Track Actions
AUG 1 - 31
Business / Functional Leaders (SVPs or Tier 1/2 Leaders) and their Leadership Teams identify next steps
Managers Communicate Feedback to the Team / Organization Managers create Action Plans
SEPT 1 Managers insert into Lenovo Listens highlights and Action
Plans into OHRP for further conversation with their Managers
OCTOBER Yuanqing Enterprise-wide Action Planning: Communicate Results to all Employees; Engage Action Teams as Needed
Key Dates
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20© 2011 Lenovo Confidential. All rights reserved.
Manager Support3 Manager Trainings: Step 1: Understand the Report
Step 2: Interpret and Communicate Results
Step 3: Plan, Communicate and Track Actions
Feedback Meeting Deck
ActionTracker Tool
Manager Toolkit
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21© 2011 Lenovo Confidential. All rights reserved.
Employee Engagement will be integrated into:− OHRP Profile − Individual Development Plan (IDP)
Key Changes for 2011/12 OHRP include: − For each Manager, the Lenovo Listens’ Engagement Score
and Management Index Score replaces the Q12 score
− OHRP Executive Summary “highlights and lowlights” section will include your Employee Engagement results
− Manager Action Plans will be included in OHRP deck and discussed during the individual reviews
Linkage to OHRP
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22© 2011 Lenovo Confidential. All rights reserved.
Thank people for participating in the survey Share results and engage the team Focus on areas within your control Work with your Manager and HR Partner to
address broader issues Gain alignment and plan actions
Your Role
You make Lenovo Listens come to life…
You are a leader and driver of change at Lenovo
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