Survey Solutions. Frontline Manager s Toolkit for Interpreting Survey Results

Transcription

1 Survey Solutions Frontline Manager s Toolkit for Interpreting Survey Results

2 2 Segmenting Survey Questions Engagement Index Versus Engagement Drivers Engagement Index Engagement Drivers 4 questions Measures attributes of an engaged employee Serves as dependent variable 42 questions Measures employee perceptions of items that impact engagement Serves as independent variable Source: Advisory Board Survey Solutions.

3 3 The Advisory Board s Engagement Index Setting a High Bar To be considered "engaged," respondents must answer "Strongly Agree" to at least two of the four items listed above, and no less than "Agree" to any item. Source: Advisory Board Survey Solutions.

4 4 Defining Engagement Categories Engagement Profile By Category and Index Score Range Category Range Definition Engaged Content Ambivalent Disengaged < 3.49 Go above and beyond to see the organization succeed, tying personal success directly to that of organization Highly loyal and emotionally committed to the organization Solid contributors, satisfied with their jobs and the organization Lacking emotional commitment to organization Would leave if presented with a better offer See job as paycheck more than anything else Least satisfied with their job and organization Tend to be most vocal, actively detracting from quality of workplace for peers Source: Advisory Board Survey Solutions.

5 5 Employee Engagement Drivers by Category COMMUNICATION AND INPUT I am kept informed of the organization's future plans and direction My ideas and suggestions are valued by my organization My manager communicates messages that my coworkers need to hear, even when the information is unpleasant My manager is open and responsive to staff input My manager stands up for the interests of my unit/department EMPLOYEE SUPPORT I have a manageable workload My manager helps me balance my job and personal life My organization does a good job of selecting and implementing new technologies to support my work My organization helps me deal with stress and burnout My organization supplies me with the equipment I need My unit/department has enough staff FEEDBACK AND RECOGNITION Executives at my organization respect the contributions of my unit/department I have helpful discussions with my manager about my career I know what is required to perform well in my job I receive regular feedback from my manager on my performance My organization recognizes employees for excellent work PROFESSIONAL GROWTH I am interested in promotion opportunities in my unit/department I have the right amount of independence in my work I receive effective on the job training If I wanted to explore other jobs within the organization, my manager would help me do that My current job is a good match for my skills My manager helps me learn new skills My most recent performance review helped me to improve Training and development opportunities within my organization have helped me to improve MISSION AND VALUES I believe in my organization s mission I understand how my daily work contributes to the organization s mission My organization gives back to the community My organization provides excellent care to patients My organization provides excellent customer service to patients Over the past year I have never been asked to do something that compromises my values The actions of executives in my organization reflect our mission and values TEAMWORK Abusive behavior is not tolerated at my organization Conflicts are resolved fairly in my unit/department I have good personal relationships with coworkers in my unit/department I receive the necessary support from employees in my unit/department to help me succeed in my work I receive the necessary support from employees in other units/departments to help me succeed in my work My coworkers do a good job BASELINE SATISFIERS I have job security My organization pays me fairly for my job My organization supports employee safety My organization understands and respects differences among employees The benefits provided by my organization meet my needs MANAGER EFFECTIVENESS I have helpful discussions with my manager about my career I receive regular feedback from my manager on my performance My manager communicates messages that my coworkers need to hear, even when the information is unpleasant My manager helps me balance my job and personal life My manager helps me learn new skills My manager is open and responsive to staff input My manager stands up for the interests of my unit/department

6 Methodology for Identifying Top Driver Strengths and Improvement Opportunities Gap to Advisory Board National Benchmark Relative Impact of Driver on Engagement Calculating Top Impact Drivers While all survey drivers have a statistically significant impact on engagement, a subset of those drivers have a relatively higher impact, which we designate as Top Impact Drivers.

7 7 Interpreting the Engagement Profile! Tip: Ideally, performance in the two righthand categories will be above the 50 th percentile, and performance in the two lefthand categories will be below the 50 th percentile. Where should I focus my attention? If performance is above the 50 th percentile for ambivalent and/or disengaged, recommendation to focus on decreasing those numbers before focusing on increasing engagement If performance is below the 50 th percentile for ambivalent and disengaged, recommendation to focus on increasing engagement while maintaining low level of ambivalence and disengagement

8 8 Engagement Index Scores and Percentile Ranks 1. The index provides one number against which to understand your group s performance between 1 and 6. It takes into account all four categories of the engagement or alignment index to provide a more holistic view of your performance. 2. The percentile column indicates your group s percentile rank relative to the national benchmark; see the You Are Currently Viewing box at the top of the report to confirm the benchmark group against which your responses are being compared.

9 9 Top Driver Strengths Items to Consider 1. The strengths listed for your area are the areas you performed well on relative to the remaining drivers on the survey. The list will be between 3 and 8 drivers. 2. It is important to share these strengths with staff and celebrate your successes. Before sharing with staff, try and tie distinct initiatives on the unit to each driver. For example, if training and development opportunities surfaced as a strength, was there a new course being offered to employees? Has communication regarding the training opportunities available increased? Tying department-specific activities directly to items on the survey will help staff connect the dots, and remind them of the hard work being done in a particular area to drive staff engagement.

10 10 Top Driver Improvement Opportunities Items to Consider 1. The improvement opportunities listed for your area are the areas you performed poorly on relative to the remaining drivers on the survey. The list will be between 3 and 8 drivers. 2. Each driver is a hyperlink clicking on the driver will bring up a list of best practices for improving performance in that area. Note: You must have an advisory.com account to access the practices. 3. You should choose no more than two drivers to focus on for action planning. Consider prioritizing the top impact drivers with statistically significant gaps. Note: For further guidance on prioritizing drivers to pursue, see training session on soliciting staff feedback.

11 11 Frequently Asked Questions? How is statistical significance determined? Items with statistically significant gaps to the benchmark in the positive direction show a green check mark, while those in the negative direction show a yellow exclamation point. Statistical significance is determined based on the size of the group and the size of the gap (using a 95% confidence interval). Why do I have drivers listed under my Top Strengths that have negative gaps from the benchmark? Your top strengths are those drivers you are performing well on relative to the other drivers on the survey. If your workgroup performed below the benchmark on all or the majority of the 42 drivers, your top strengths may reflect drivers below the benchmark. Why do I have drivers listed under my Top Improvement Opportunities that have positive gaps from the benchmark? Your top improvement opportunities are those drivers you are performing poorly on relative to the other drivers on the survey. If your workgroup performed above the benchmark on all or the majority of the 42 drivers, your top improvement opportunities may reflect drivers above the benchmark. None of the Top Strengths or Top Improvement Opportunities make sense for me to work on; what else should I look at? If you have access to the analytics tab, see the engagement drilldown report and sort your driver performance by gap to benchmark; other items below benchmark may be good candidates. If you have multiple years of data, see the trend summary and sort your driver performance by trend; items that have decreased since the previous survey may be good candidates.