HRPA Conference

1. Best Practices in Measuring and Improving Employee Engagement
Sean Fitzpatrick
HRPA

4. Sample Clients & Benchmark List
Technology/ Media Government Healthcare/ Pharma
Financial Services Education/Other Employee Awards Programs

5. Measuring Engagement
Heart Hands
Logical Emotional Behavioral
Head

6. There’s a Proven Link Between Engaged
Employees and Profit
BUSINESS EMPLOYEES
38% Higher Customer Satisfaction Perform 20% Better
22% Higher Productivity 87% Less Likely to Leave
27% Higher Profits
Engaged
Employees
Happy Repeat &
Referral Customers
Increased
Revenue & Profits

7. “Too often we measure everything and
understand nothing. The three most important
things you need to measure in a business are
customer satisfaction, employee satisfaction,
and cash flow...” -- JACK WELCH

8. Average Engagement
No Change in the Past 6 Years

10. Average Engagement
Select Client

11. Lifecycle approach to engagement
Proper drill down into data
Effective action planning

12. Engagement Lifecycle
Selection process
Reality versus promise
Relationships
Early engagement
Time to productivity
Measure engagement
Engagement drivers
Performance drivers
People program
effectiveness
Preventable attrition?
Drivers to leave?
Say to others?
Would they return?
Alumni communication?

14. TalentEntry Case Study
Survey 1:
Joining
(2 weeks)
Recruitment
Interview
Tools
Resources
Survey 2:
Being Productive
(3 months)
Organizational
Orientation
Dept. Orientation
Formal Training
Informal Training
Survey 3:
Socialization
(7 months)
Values
Culture &
Community
Leadership
Satisfaction

15. TalentExit

16. Engagement Drivers
Root Cause Analysis
Focus Groups
Business Impact Analysis

17. Correlation with Engagement
IMPACT
% Favourable
100%
75%
50%
25%
0%
0.0 0.25 0.50 0.75 1.00
Compensation
Professional
Development
Organizational
Vision
Senior
Leadership
Information &
Communication
Immediate
Management
Work
Environment
Innovation
Work Life
Balance
Performance
Feedback
Teamwork
Key Driver Analysis

19. Root cause analysis
Communication
Vertical
communication-
Some executives don’t
have staff meetings to
summarize business
results and priorities
We need a consistent
process for discussing
business results and
issues with middle
managers
Middle managers and
staff are not involved in
the planning process.
We are just told.
We will get better
engagement to our
business plan if we
involve middle managers
in planning
We need a process for
keeping employees
apprised of our direction
and business issues
Horizontal
communication-
We have no standards
for drawings coming
from Engineering to
Operations
We need to collaborate
to develop standards
Engineering is under-
resourced
We need a process to
match workload with
resources
Engineering does not
see Operations as its
customer and business
partner
We need to align the
goals of Engineering
with those of Operations
and create a partnership

20. Business impact analysis
Needs
improvement
High impact on
engagement
Low Medium High
Impact on business performance
Compensation
Professional
Development
Organizational
Vision
Senior
Leadership
Information &
Communication
Immediate
Management
Work
Environment
Innovation
Work Life
Balance
Performance
Feedback
Teamwork
% Favourable
100%
75%
50%
25%
0%

22. Prioritize
Impact on Performance
Compensation
Review
Individual
Career Development
Plans
Vision
Development
Town Halls
Immediate
Management
Training
Workplace
Ergonomics
Redesign
Leadership
Development
Workflow
Planning
Recognition
System
Social
Activities
High
Investment
Vision
Communications
Low High

23. “
We work hard to avoid falling into the trap that
some other organizations make – assuming that
doing a survey is doing engagement – it’s an
important part of the process, but only part of it.”
- Mark Mitcheson, Pfizer,

25. Sponsorship
Accountability
Involvement
Achievability
Communication
Measurement

26. 26
Next Steps

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