Willis Towers Watson Webcast: The Power of Employee Feedback · Willis Towers Watson Webcast: The...
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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
https://www.linkedin.com/in/chris-pinc-
a6521914
Twitter: @WTWHR
Adam Zuckerman
Employee Engagement
Practice Leader
https://www.linkedin.com/in/adam-
zuckerman-50263220
Twitter: @AdamZPhd
Willis Towers Watson HR Software: Overview
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Agenda
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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
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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
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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
Matching the purpose to the approach
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Different goals align with different methods
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
Matching the purpose to the approach
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Different goals align with different methods
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”
Matching the purpose to the approach
© 2016 Willis Towers Watson. All rights reserved. Proprietary and Confidential. For Willis Towers Watson and Willis Towers Watson client use only. 9
Different goals align with different methods
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
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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
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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
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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
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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
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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
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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)
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Global Workforce Study
(GWS)
Understanding the top drivers of attraction
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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
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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
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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
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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
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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
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• 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
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Discussion and Questions
https://twitter.com/WTWhr
https://www.linkedin.com/company/willis-towers-watson
Appendix
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Linking employee sentiment, customer experience & business
performance
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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
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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
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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
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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
Establish a strong foundation
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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
Establish a strong foundation
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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
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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
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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
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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
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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”
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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
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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