ACME Incorporated. and measurable impact on your business McLean & Company. McLean & Company is a division of Info-Tech Research Group Inc.

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1 McLean & Company is a research and advisory firm providing practical solution to human resources challenges via executable research tools and advice that have a clear and measurable impact on your business McLean & Company. McLean & Company is a division of Info-Tech Research Group Inc.

2 Overall Department Results Response Rate % Department R Employees: 4 Department P Employees: Department W Employees: 22 Department G Employees: Department O Employees: 73 Department B Employees: Department E Employees: 87 Department L Employees: Department S Employees: 55 Department A Employees: Department F Employees: 26 Department Q Employees: 36 Disengaged Indifferent Almost Engaged Engaged 2

3 Overall Department Results Continued Response Rate % Department T Employees: 75 Department D Employees: Department H Employees: 52 Department U Employees: Department C Employees: 94 Department K Employees: Department N Employees: 55 Department Y Employees: Department J Employees: Department V Employees: 61 Disengaged Indifferent Almost Engaged Engaged 3

4 Department A Results ResponseRate % ENGAGEMENT RESULTS Current Year Previous Year Organization Overall 39.5% 28.6% 40.0% 17.9% 21.1% 22.1% 25.0% 21.1% 18.9% 18.4% 28.6% 18.9% Engaged Almost Engaged Indifferent Disengaged DRIVER SCORES Previous Year Avg. Score Across Org Working Environment 75% 74% (+1) 77% (-1) Coworker Relationships 64% (+6) 67% (+3) Manager Relationships 67% 48% (+19) 58% (+8) Culture 65% 54% (+11) 55% (+10) Employee Empowerment 61% 70% 45% (+16) 56% (+5) Company Potential 59% 29% (+30) 46% (+13) Employee Experience Question How likely would you be to recommend this organization to a qualified friend or a family member as a great place to work? Department Relationships Learning And Development 57% 57% 37% (+20) 50% (+7) 43% (+14) 49% (+8) Employee Experience Breakdown Work Life Balance 57% 41% (+16) 57% (-1) DETRACTORS Answered 0-6 # of Respondents: 11 (28.9%) Employee Experience Score -2.6 Previous Score Rewards And Recognition 55% 27% (+28) 37% (+19) Customer Focus 55% 28% (+27) 41% (+14) Benefits 53% 42% (+11) 44% (+8) NEUTRAL # of Respondents: Answered (44.7%) SUPPORTERS # of Respondents: Answered (26.3%) Organization Score 6.6 Employee Experience Score = % Supporters - % Detractors Senior Management Relationships 49% 20% (+29) 38% (+11) Compensation 46% 27% (+19) 37% (+9) < 40% Low Performing 40%-59% Average Performing > 59% High Performing 4

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7 Appendix Response Rate % Interpreting the Results Engagement Calculation The survey questions were developed by subject matter experts. The reliability of the overall engagement score was calculated using Cronbach s alpha. The reliability for engagement was found to be α = Engagement is calculated by averaging the responses to the engagement measure questions, for each employee. Average scores correlate to our four levels of engagement. Average scores between = Engaged Average scores between = Almost engaged Average scores between = Indifferent Average scores less than 4.00 = Disengaged Driver Calculation McLean & Company uses a standardized 6-point scale for data collection. Respondents are asked to indicate the extent to which they agree with each statement by choosing a number between 1 and 6 on the scale. We display the results as a top box score, or the percentage of respondents who chose 5 or 6 (agree or strongly agree). Benchmarks McLean & Company offers clients a general benchmark to ensure the data has enough breadth and depth to maintain its integrity. The following industries are included in McLean & Company s engagement survey benchmark: Business Services, Financial Services, Not-for-profit, Manufacturing, Construction, Retail/Wholesale, Consumer Products, Energy, Health Care, Government, Education. Ultimately the state of engagement at every organization is shaped by its people, culture, history, and other factors. Consequently, all decisions related to engagement initiatives must be based on your organization s results and unique needs. External comparisons including benchmarks should be used to provide context around your results rather than to make decisions. Priority Matrix The prioritization grid is created by plotting the top box scores for each driver on the horizontal axis and the impact of each driver on engagement on the vertical axis. The top box scores for each driver are calculated by taking the average top box score (% of respondents selecting 5 or 6) for each of the question that relates to the corresponding driver. The impact each driver has on engagement is determined by calculating the correlation between each driver and engagement and then multiplying this correlation score by the slope between each driver and engagement. 70