Employee Engagement Survey Results SampleCo International

Executive Summary

Sample Report

Table of Contents

This sample report was produced from the Focal EE Engagement Dashboard. The dashboard is an interactive online data analysis tool that enables you to quickly and clearly identify not only global engagement themes and issues within your organization, but more importantly, what parts of your organization are "at risk" due to specific, localized engagement problems.

If you would like to view a live demo of the engagement dashboard, please contact us. +1 650 577-9604 info@custominsight.com http://www.custominsight.com

Introduction: Components of Engagement and Performance

1 2 3 4 5 6 7 8

Engagement, Alignment, and Competency

Highest Engagement Priorities

Two-Factor Engagement Profile - "The Organization" vs. "My Manager"

"The Organization" Engagement

"My Manager" Engagement

Strategic Alignment

Understanding the Data

SAMPLE REPORT. Copyright 2012 by Elite Business Systems, LLC. All rights reserved.

Introduction: Components of Engagement and Performance What is "Employee Engagement"?

Employee engagement is the extent to which employees feel passionate about their jobs, are committed to the organization, and put discretionary effort into their work.

There are two primary factors that drive employee engagement. These factors are based on statistical analysis and widely supported by industry research.

Engagement with "The Organization" measures how engaged employees are with the organization as a whole, and by extension, how they feel about senior management. This factor has to do with trust, fairness, values, respect, and confidence in organizational leadership.

Engagement with "My Manager" is a more specific measure of how employees feel about their direct supervisors. Topics include feeling valued, being treated fairly, receiving feedback and direction, and generally, having a strong working relationship between employee and manager based on mutual respect.

Performance = Alignment x Competency x Engagement

Engagement with The Organization

How do employees feel about the organization?

Engagement with Manager

How do employees feel about their direct supervisors?

Strategic Alignment
Is employee effort focused in the right direction?

Competency (360)
Do managers have the skills to get the job done and motivate employees?

Beyond Engagement
An organization needs more than just engaged employees in order to succeed. This report also includes two additional measures that relate to employee performance and that are closely linked to engagement.

Strategic Alignment: Does the organization have a clear strategy and set of goals? Do employees understand the strategy and goals? Do employees understand how the work they do contributes to the organization's success? Strategic Alignment ensures that employee effort is focused in the right direction. If that effort is not focused in the right direction, it could be wasted.

Competency: Do managers have the skills needed to get the job done? Do they display the behaviors needed to motivate employees? Competency is measured via 360 Degree Feedback.

SAMPLE REPORT. Copyright 2012 by Elite Business Systems, LLC. All rights reserved.

Engagement, Alignment, and Competency

All Respondents

The chart below provides a high-level overview of engagement, alignment, and competency (if measured). Engagement tells you whether employees are motivated to put discretionary effort into their work. Alignment tells you whether employee effort is focused in the right direction, and competency tells you whether your managers have the skills to manage effectively. Together, these are the critical workforce-related elements that determine whether your organization is performing effectively.

Engagement with "The Organization"

How do employees feel about the organization? Do they have confidence in the organization's leadership? Is there an atmosphere of trust, fairness, and respect?
Engaged: 49% In Between: 35% Disengaged: 17%

Engagement with "My Manager"

How do employees feel about their managers? Do they have strong relationships based on mutual respect? Do managers support and motivate employees?
Engaged: 32% In Between: 25% Disengaged: 43%

Strategic Alignment
Does the organization have a clear strategy and set of goals? Do employees understand how the work they do contributes to the organization's success?
Aligned: 57% In Between: 31% Not Aligned: 12%

Competency (360 Feedback)

Do managers have the skills needed to get the job done? Do they display the behaviors needed to build relationships and motivate others?
High Level: 30% In Between: 60% Low Level: 10%

Performance = Engagement x Alignment x Competency

SAMPLE REPORT. Copyright 2012 by Elite Business Systems, LLC. All rights reserved.

Highest Engagement Priorities

The items and demographic groups listed below are the most urgent engagement trouble spots within your organization. The black box next to each item indicates how high of a priority the item is for increasing engagement within the specified group. Priority level is determined statistically and takes into account the T-Score, the correlation with engagement, and the number of employees in the group.
P

= Priority level. Larger boxes indicate that an item is a higher priority for increasing engagement. = Score is OK. = Moderate to low score. Potential problem area. Take a closer look. = Low score. Problem area. = Benchmark reference line.

Freq = Frequency distribution of responses. Red indicates a high level of disagreement.

Highest Priorities - "The Organization"

Item Group P
2 3 4

Raw

Freq

Personal Expression: I can disagree with my Division: Corporate manager without fear of getting in trouble. Teamwork and Cooperation: It really feels like everybody is on the same team in this organization. Respect for Employees: This organization respects its employees. Respect for Employees: This organization respects its employees. Workplace and Resources: I have the resources I need to do my job well. Manager: Toni Mason Manager: Toni Mason Division: Corporate Department: Warehouse Shipping

3.6

46

3.6

47

3.5

46

3.6

47

3.2

37

Feedback: When I do a good job, I receive the Department: praise and recognition I deserve. Administration Communication: Our senior leaders communicate well with the rest of the organization. Empowerment/ Autonomy: Unnecessary bureaucratic procedures and delays are minimal in this organization. Workplace and Resources: I have the resources I need to do my job well. Opportunities for Growth: I have plenty of opportunities for professional growth in this organization. Manager: Toni Mason Manager: Mike Parish Department: Administration Division: Bottle Caps

3.0

37

3.3

49

2.9

42

3.6

47

2.6

36

SAMPLE REPORT. Copyright 2012 by Elite Business Systems, LLC. All rights reserved.

Highest Engagement Priorities

The items and demographic groups listed below are the most urgent engagement trouble spots within your organization. The black box next to each item indicates how high of a priority the item is for increasing engagement within the specified group. Priority level is determined statistically and takes into account the T-Score, the correlation with engagement, and the number of employees in the group.
P

= Priority level. Larger boxes indicate that an item is a higher priority for increasing engagement. = Score is OK. = Moderate to low score. Potential problem area. Take a closer look. = Low score. Problem area. = Benchmark reference line.

Freq = Frequency distribution of responses. Red indicates a high level of disagreement.

Highest Priorities - "My Manager"

Item Group P
2 3 4

Raw

Freq

Respect for Management: I am very satisfied Department: Outside with my manager. Sales Respect for Management: I am very satisfied Location: Chicago with my manager. Respect for Management: I am very satisfied Manager: Susan with my manager. Petersen Respect for Management: I respect my manager as a competent professional. Department: Outside Sales

3.2

30

33

3.2

31

34

3.3

32

35

3.6

34

33

Respect for Employees: My manager values Location: Chicago my talents and the contribution I make. Respect for Employees: My manager values Manager: Susan my talents and the contribution I make. Petersen Respect for Management: I respect my manager as a competent professional. Location: Chicago

3.5

37

34

3.5

37

35

3.7

37

34

Respect for Employees: My manager values Department: Outside my talents and the contribution I make. Sales Respect for Management: I am very satisfied Division: Widgets with my manager. Respect for Management: I respect my manager as a competent professional. Manager: Susan Petersen

3.5

36

33

3.4

36

48

3.7

37

35

SAMPLE REPORT. Copyright 2012 by Elite Business Systems, LLC. All rights reserved.

Two-Factor Engagement Profile - "The Organization" vs. "My Manager"

Displayed below is a statistically derived overview of your employee survey results based on the two primary factors that drive employee engagement. The vertical (y) axis shows how employees feel about the organization as a whole, and by extension, the senior leaders of the organization. The horizontal (x) axis shows how employees feel about their direct supervisors/managers. Each number on the chart represents one group (see key to right of chart). The larger circle is the average of all respondents.
High

11 17 1 10 18 6 13 2 8 16 9 5 12

"The Organization"
15

14

3 4 19

Data Key: 1 = Chicago (n=34) 2 = San Francisco (n=38) 3 = Bottle Caps (n=5) 4 = Corporate (n=9) 5 = Pet Food (n=10) 6 = Widgets (n=48) 7 = Administration (n=5) 8 = Inside Sales (n=13) 9 = Operations (n=4) 10 = Outside Sales (n=33) 11 = Warehouse Assembly (n=4) 12 = Warehouse Shipping (n=5) 13 = Individual Contributor (n=64) 14 = Manager (n=7) 15 = Andrew Kovacs (n=5) 16 = Linda Charles (n=12) 17 = Mike Parish (n=9) 18 = Susan Petersen (n=35) 19 = Toni Mason (n=8)

Low

High

"My Manager"
High scores on "The Organization" indicate that...

High scores on "My Manager" indicate that...

There is an atmosphere of trust Employees respect senior management Senior leaders demonstrates strong leadership skills Senior management communicates with the organization People cooperate with one another and feel like they are on the same team High ethical standards are maintained throughout the organization Employees feel respected People are treated fairly

Managers treat their employees with respect Managers value the contributions and talents of their employees Managers treat their employees fairly Managers provide constructive feedback to their employees Managers help their employees to grow and advance professionally Managers are viewed as competent professionals Employees feel comfortable expressing their ideas and opinions Employees receive praise and recognition when deserved

SAMPLE REPORT. Copyright 2012 by Elite Business Systems, LLC. All rights reserved.

"The Organization" Engagement

All Respondents

Engagement with "The Organization" measures how engaged employees are with the organization as a whole, and by extension, how they feel about senior management. This factor has to do with trust, fairness, values, respect, and confidence in organizational leadership. When looking at overall results, or results for large demographic subgroups, this factor will usually give you the most coherent indication of how engaged employees are and what problem areas might exist. = Engaged = In Between = Disengaged

n = Number of respondents in the group.

Item

25%

50%

75%

n 17% 35% 49% 72

All Respondents

The items listed below are the most important drivers of engagement for this group. All items on this list should be considered "important", but items near the top have a stronger influence on engagement (based on item correlations with engagement). The black box next to each item indicates how high of a priority the item is for increasing engagement. Priority level is determined statistically and takes into account the T-Score, the correlation with engagement, and the number of employees in the group. Look for items with the highest priorities, regardless of where they are on the list. These are the areas to focus on if you want to increase engagement. Items near the top of the list with lower priorities are most likely having a positive effect on engagement for this group. The message here is "keep up the good work". Don't do anything to undermine these areas. Doing so will have a negative impact on engagement.
P

= Priority level. Larger boxes indicate that an item is a higher priority for increasing engagement. = Score is OK. = Moderate to low score. Potential problem area. Take a closer look. = Low score. Problem area. = Benchmark reference line.

Freq = Frequency distribution of responses. Red indicates a high level of disagreement.

Item

Raw

Freq

Trust: There is an atmosphere of trust in this organization.

3.6

57

69

Respect for Employees: This organization respects its employees. Organizational Effectiveness: This organization is willing to make changes when necessary in order to remain competitive. Values: The actions of our senior leaders support this organization's mission and values. Teamwork and Cooperation: It really feels like everybody is on the same team in this organization. Organizational Effectiveness: This organization retains its most talented employees. Respect for Management: I have a great deal of respect for the senior leaders of this organization. Values: High ethical standards are always maintained throughout this organization. Respect for Management: The senior leaders in this organization are highly ethical. Communication: Our senior leaders communicate well with the rest of the organization.

3.9

53

72

3.9

54

70

4.1

59

72

3.3

53

71

3.6

58

68

4.4

61

72

3.8

50

72

4.0

57

71

3.5

54

69

SAMPLE REPORT. Copyright 2012 by Elite Business Systems, LLC. All rights reserved.

"My Manager" Engagement

All Respondents
Engagement with "My Manager" is a more specific measure of how employees feel about their direct supervisors. Topics include feeling valued, being treated fairly, receiving feedback and direction, and generally, having a strong working relationship between employee and manager based on mutual respect. Engagement issues in this factor are often more localized (unique to each specific manager). Issues that are specific to different managers can cancel each other out if you are looking at a large group of respondents. When looking at results for groups that include multiple managers, look for possible systemic management and leadership deficiencies. When looking at smaller demographic subgroups that are more manager-specific, this factor can be your most useful source of information. = Engaged = In Between = Disengaged

n = Number of respondents in the group.

Item

25%

50%

75%

n 43% 25% 32% 72

All Respondents

The items listed below are the most important drivers of engagement for this group. All items on this list should be considered "important", but items near the top have a stronger influence on engagement (based on item correlations with engagement). The black box next to each item indicates how high of a priority the item is for increasing engagement. Priority level is determined statistically and takes into account the T-Score, the correlation with engagement, and the number of employees in the group. Look for items with the highest priorities, regardless of where they are on the list. These are the areas to focus on if you want to increase engagement. Items near the top of the list with lower priorities are most likely having a positive effect on engagement for this group. The message here is "keep up the good work". Don't do anything to undermine these areas. Doing so will have a negative impact on engagement.
P

= Priority level. Larger boxes indicate that an item is a higher priority for increasing engagement. = Score is OK. = Moderate to low score. Potential problem area. Take a closer look. = Low score. Problem area. = Benchmark reference line.

Freq = Frequency distribution of responses. Red indicates a high level of disagreement.

Item

Raw

Freq

Respect for Management: I respect my manager as a competent professional. Respect for Management: I am very satisfied with my manager. Respect for Employees: My manager values my talents and the contribution I make. Feedback: I receive useful and constructive feedback from my manager. Values: My manager always acts in a way that is consistent with this organization's values. Opportunities for Growth: My manager plays an active role in my professional development and advancement. Personal Expression: I can disagree with my manager without fear of getting in trouble. Respect for Employees: I am always treated fairly by my manager.

4.0

44

72

3.6

40

72

3.8

45

70

3.5

43

72

3.8

49

69

3.4

47

70

3.8

49

70

3.9

45

72

SAMPLE REPORT. Copyright 2012 by Elite Business Systems, LLC. All rights reserved.

Strategic Alignment
All Respondents The amount of effort employees put forth is a function of engagement. Strategic Alignment ensures that employee effort is focused in the right direction. If that effort is not focused in the right direction, it could be wasted. In the chart below, the vertical (y) axis shows how strategically aligned employees are with the organization. The horizontal (x) axis shows how engaged employees are with the organization. The percentages indicate how many employees fall within each box.
High

Discouraged, Cynical 4%

Lack Motivation 14%

High Performance 39%

Unmotivated

Strategic Alignment
6%

Basic Performance 15%

Motivated, Need More Direction 10%

Fully Disengaged 7%
Low

Lack Direction 6%

Motivated, but Wasted Effort 0%

High

Engagement "The Organization"

Strategic Alignment Breakdown Aligning employees with the organization's strategy requires that you (a) have a clear strategy, (b) communicate that strategy, and (c) make sure that employees understand how that strategy relates to them. The items listed below address these topics.

= Score is OK. = Moderate to low score. Potential problem area. Take a closer look. = Low score. Problem area. = Benchmark reference line.
Freq = Frequency distribution of responses. Red indicates a high level of disagreement.

Item

Raw

Freq

This organization has a clear set of priorities and objectives.

4.0

57

71

I have a clear understanding of this organization's strategic goals. I have a clear understanding of this organization's values and behavioral standards. I understand how my work directly contributes to the overall success of this organization.

4.1

56

71

4.3

63

72

4.5

62

72

SAMPLE REPORT. Copyright 2012 by Elite Business Systems, LLC. All rights reserved.

10

Understanding the Data Engagement and Alignment Percentages

Item
25% 50% 75%

n 25% 50% 25% 120

Sample Group

Engagement and Strategic Alignment results in this report are shown as "percent engaged", "percent disengaged", and "percent in between". The percentages indicate the percent of employees who fall into each category.
"Engaged" is defined as employees whose responses are in the top quartile (25%) of all responses in our database. (Industry research consistently finds that between 20% and 30% of employees across all organizations are truly engaged.) If your engagement level is above 25%, you have a higher percentage of engaged employees than most organizations. If your engagement level is below 25%, you have a lower percentage of engaged employees than most other organizations. "In Between" is the middle 50% - everybody who does not fit into either the "engaged" or the "disengaged" category. These are people whose responses were about average compared to all responses in our database. They are more or less "satisfied" with their jobs, but they are probably not overly motivated or giving as much extra effort as they could be. "Disengaged" is defined as employees whose responses are in the bottom quartile (25%) of all responses in our database. (Industry research also consistently finds that between 20% and 30% of employees across all organizations are disengaged.)

Survey Item Scores

Item P
2 3 4

Raw

Freq

Sample Item

3.2

45

78

Raw Scores are simply an average of your feedback results on a 5-point scale. The lowest possible raw score is a 1, and the highest possible raw score is a 5. T-Scores show how your scores compare to the scores received by other organizations. By themselves, raw scores do not give any indication of whether your scores are high or low. T-Scores make this possible by eliminating the natural variations between items and providing a benchmark to measure the raw scores by. The T-Scores on this report show how your organization scored versus a broad range of other organizations. When using T-Scores, the mean (average) is always 50, and the standard deviation is 10. If your T-Score is above 50, then it is above average. If your score is less than 50, it is below average. For example, if you have a TScore of 60, you scored higher than 84% of all organizations. T-Scores are distributed in a bell-shaped curve, as illustrated in the diagram to the right. 68% of T-Scores fall between 40 and 60. 96% of scores fall between 30 and 70. Only 4% of scores fall below 30 or above 70.

SAMPLE REPORT. Copyright 2012 by Elite Business Systems, LLC. All rights reserved.

11

Understanding the Data Number of Respondents ("n")

It is easy to overlook the importance of the number of respondents, represented by the letter "n". As you dig into the data, be sure to always check the number of respondents and keep these general rules in mind:
Data for groups with fewer than 4 respondents are not included in this report because they are too statistically unreliable. A smaller "n" will often yield more extreme results. Just one or two extreme responses can have a strong effect. When looking at groups with a small "n", look for extreme results and clear trends, not subtleties. Check the small frequency distribution chart to see how consistent or inconsistent the responses are. A larger "n" will often appear less extreme, but could be more relevant than a comparable score from a group with a small "n". When looking at groups with a large "n", focus on the most clear results and patterns, but keep in mind that more subtle results or patterns could also be relevant. When comparing two groups with similar scores, but vastly different numbers of respondents, the group with the larger "n" is usually the more meaningful result.

Frequency Distributions
A frequency distribution is provided next to each item in the form of a small histogram. This provides an indication of how much agreement or disagreement there was among survey respondents. A high level of agreement among respondents means you have a clear, consistent, and more reliable result. A high level of disagreement, where responses are more spread out across the 5-point scale, can indicate that you need to dig deeper into the results for that item, or it can simply indicate an inconclusive finding. Items with especially high levels of disagreement are shown in red. For groups with fewer than 10 respondents, a high level of disagreement usually means you have an inconclusive result. Because the group is so small, there is generally nothing more that can be concluded. The important point here is that you should not take action based on an inconclusive result before gathering more information to find out what is really happening. For larger groups of respondents, a high level of disagreement is often an indication that there are differing opinions coming from different parts of the organization. When you encounter this situation, take a closer look at how different demographic subgroups responded to the item.

Priority Level
The Engagement Breakdown sections use statistical analysis to help you understand the issues that are most relevant to your organization and which issues are most in need of attention. The size of the black box next to each item indicates how high of a priority the item is (assuming your goal is to increase engagement).

What you need to know...

Higher on the list = stronger link to engagement. The order of the items does not take into account how high or low the score is. Larger box = higher priority. The item is more strongly linked to engagement and has a low(er) score. Focus your attention in these areas.
Technical details... The statistical analysis behind the "black box" looks at the correlation of each item with engagement, the T-Score, and the number of people in the group. These things will be different for every organization and for every demographic group within your organization. Therefore, the list of items will be different for each group as well. Items at the top of the engagement breakdown lists are the most important drivers of engagement for your organization (or for the demographic subgroup). The lists are sorted by how highly correlated each item is with engagement. An item that is highly correlated with engagement is more important to the people in your organization than an item with a low correlation with engagement. However, the items at the top of the list might not be the highest priorities. If an item is high on the list (strong driver of engagement), but also has a high T-Score, then this item is already having a positive effect on engagement. In other words, nothing is broken. Move on, but also be sure that you don't do anything to undermine these areas where things are already working. Statistical significance: In all cases, correlations and the other statistics used to determine priority levels are significant at p < 0.05. This is a customary indication of the likelihood that the observed correlations are a result of chance. For our purposes, we have set this probability (p) threshold to be no more than 0.05 or 5%. There is less than a 5% likelihood that the statistics are due to chance. SAMPLE REPORT. Copyright 2012 by Elite Business Systems, LLC. All rights reserved. 12