Final Report Bandura Berry

Running Head: LEADERSHIP ENGAGEMENT TOOLKIT 1
Leadership Engagement Toolkit for Monterey Bay Human Resources Department
CAPSTONE Report
Submitted in partial satisfaction of requirements of the degree of
MASTER OF SCIENCE in
Instructional Science and Technology
Carol Bandura & Amanda Berry
December 15th, 2020
Capstone Approvals: (At least one advisor and capstone instructor should approve)
_________________________ ___________________________ _____________
Advisor Name Signature Date
_________________________ ___________________________ _____________
Capstone Instructor Name Signature Date

LEADERSHIP ENGAGEMENT TOOLKIT 2
Abstract 3
Background 4
Problem 4
Learner Analysis 5
Desired Performance Outcomes 5
Literature Review 6
Solution Description 6
Goals of the project 6
Learning Objectives 7
Proposed Solution to Fill the Gap 7
Learning Theories, Instructional Strategies 7
Content Analysis 8
Media and Delivery 9
Challenges 9
Methods and Procedures 10
Leadership Engagement Toolkit 10
Interview videos 10
Activities 10
Job Aids 10
Engagement Resources 11
Resources 11
Timeline 11
Evaluation and Testing Report 13
Formative Evaluation 13
Summative Evaluation 16
Conclusion 16
Abstract
The Monterey County Human Resources Department is sponsoring this project, the
Leadership Engagement Toolkit. This project is one component of a larger series focused on the
Employee Engagement Program (EEP) in Monterey County. The EEP includes a survey given to
county employees yearly to determine the success and opportunities for teams, departments, and
the county government as a whole.
The goals of this project focus on the motivation and education of county leaders. This
project motivates county leaders to be active participants in the EEP. County leaders are also
educated in: cause and effects of engaged employees and strategies used to improve work
environments. Resources for county leaders around action planning and team management are
also provided.
County leaders are able to have a direct impact on the engagement level of their teams.
Engaged employees are more effective and productive compared to their disengaged
counterparts. Giving leaders the tools and resources to identify and create the changes needed by
their teams will increase engagement of all members. The county will also see greater
participation rates in the survey and higher scores in all fields.
Working with the client to identify the business and learning goals of the project helped
to create a solid plan for design. The client, the County’s Engagement Manager, has direct
experience working with leaders in the county across all areas of the government from small
teams, to large departments. Her insight into the audience and potential impact of a successful
leadership training helped to determine that a conventional training course or self-paced training
module would not be sufficient.
The authors of this project created a website that includes testimonial videos with
reflection questions, activities to expose leaders to scenarios they may come across in the
workplace, and guidance for handling each, as well as, management strategies. Resources for
employee engagement in the workplace, management strategies, and action planning are
available on the site for further study.
This project does not include formal assessment of the learner as it is intended to be a
curated set of resources and activities to support county leaders. The site will be housed on the
County’s server for their continued use and reference. Increased engagement from leaders,
supervisors, and managers will result in increased engagement from their employees. This will
help the county across all departments become a place of engaged, productive, and happy
employees.
Background
Monterey County Human Resources Department developed an Employee Engagement

Survey that was first implemented May 2017. During this time, the Human Resources
Department has been instrumental in marketing the survey, analyzing the results, and
implementing responsive changes. The long-term goal is to have department leadership take a
greater role in the program to increase participation from their teams and create action plans to
address issues within their department. Department size varies across the county. Some
departments have as little as ten employees. Other departments have over two-hundred. The vast
size differences between departments led to the need to create a flexible toolkit to address survey
results.
Due to the relative novelty of survey implementation, it was determined that training was
needed to teach leaders how to engage with employees in order to proactively affect future
survey results. County leaders consist of managers, supervisors, and heads of all departments
within Monterey County. Current training for leaders focuses on creating SMART (Specific,
Measurable, Achievable, Relevant, and Time-bound) goals based on department needs and
mission statements. While SMART goals allow leaders to create a plan for success for their
department as a whole, they do not always allow for consideration of what employees need to be
engaged. SMART goals also fall short in providing leadership insight in employee engagement
and engagement strategies for improvement.
The creation of the toolkit site with instruction on Causes and Effects of Engaged
Employees and Leadership Engagement Strategies serves this purpose. The County will roll-out
this toolkit in 2021 for use when analysing and creating action plans in response to the 2020
COVID Survey and the 2020 Employee Engagement Survey.
Problem
The 2017 Employee Engagement Survey had a participation rate of 32% from all
departments within the County. 2018 results showed an increase in participation, up to 52%.
While an increase was noted, the cause of the increase could not be easily identified. The survey
is available to employees through paper hard copy and Survey Monkey. Leaders of all
departments are currently not required to actively participate in engaging with employees. It is
hoped that toolkit implementation will result in a direct increase in engagement and survey
completion.
Continued implementation of the Employee Engagement Survey will provide quantitative

data on all areas of Employee Engagement and Satisfaction within the County. Once trends are
determined, leaders working in conjunction with the Employee Engagement Manager will be
able to implement improvement strategies to meet areas of need within the County. Current data
shows an increase in participation from 2017 to 2018, but, there is still room for improvement in
survey participation rates and various subcategories within the survey.
The County would like to use the toolkit to train leaders in employee engagement
strategies as well as types of engagement in order to inspire them to interact with their employees
in meaningful ways throughout the year. It is hoped that increased awareness of these topics will
increase participation and scores in all areas of the Employee Engagement Survey.
Learner Analysis
Currently, there are twenty-four departments with over five-thousand employees. About
six-hundred of those employees hold leadership positions within their department. Leaders are
identified as managers, supervisors, department heads, etc.… It is believed that a top-down
approach to training will be most beneficial to achieving the desired outcomes of positive trends
in all categories of the Employee Engagement Survey. Catherine, the Employee Engagement
Manager and subject matter expert (SME), believes that a connection exists and that scores in the
Employee Engagement Survey are a reflection of leadership skills, relations, and
communication.
It is expected that leaders understand the importance of motivating their departments to

complete Employee Engagement surveys. When reviewing survey results, one department did
report 100% of employees completing the survey, while other department completions ranged
from 0-80%. It would be prudent for future video interviews to include the department manager
with 100% completion as to what they had in place to motivate their employees to complete the
survey. For this Capstone, three leaders of the county were interviewed via Zoom. Interview
videos with successful leaders have been included in the toolkit website in an effort to motivate
leaders to connect the toolkit topics to the way they interact with their teams.
Desired Performance Outcomes
Monterey County HRD wanted training created that focuses on how to enhance
interactions with colleagues, all aspects of emotional intelligence (quality of one’s thinking,
positive/disruptive emotional states, managing emotions), encouraging career development
within departments, action planning, and what is and isn’t employee engagement. The
instructional designers of this capstone project identified the priority of leadership skills
specifically around engagement with their teams.
It is expected that county leadership will use the skills and knowledge from the
Leadership Engagement Toolkit as needed when working with their teams and the results of the
Employee Engagement Survey. The Monterey County 2019 Employee Engagement Survey
states that “the information gathered from the survey will be used to develop initiatives,
trainings, programs, best practices and policies to enrich employees’ work experience in our
organization.” It is the hope of the authors that the toolkit serves to support county leadership as
they identify the current engagement levels of their teams and create strategic plans to respond to
the needs of their teams.
Clearly identifying whether their employees are engaged or disengaged and why, will
allow county leaders to interpret the survey results with a greater degree of empathy. County
leaders that can tie Employee Engagement Survey results to the specific needs of their team will
be more effective when curating strategic plans for their department. Leaders that create the best
work experience for their employees will encourage a more productive workforce.
Literature Review
All companies and leaders strive to be successful. Of many elements that must come
together, the most important is employee engagement. Employee engagement is a driving force
for company’s well-being. Without engagement from and with the employees, a company will
struggle to become successful. Employee engagement, as a concept, has many aspects, from
employees to engagement strategies and surveys, that make it an important piece of business and
employee relations and growth. There are many definitions in literature concerning what makes
an ‘Engaged Employee’, these include: an employee who goes above and beyond their
prescribed job description (Eaglebarger, 2017), the direct relationship between employee and
company goals (Wiley, 2013), and someone who is engaged both emotionally and physically in
their position (Reio & Schuck, 2011).
A reliable way to measure the engagement of employees is through use of employee

engagement surveys. Sirisetti (2012) suggests that in order for surveys to work, employees need
to buy into the organizational mission and feel they have a personal stake in the success and
failure of the organization. An organization must invest the “time, effort, commitment and
investment to craft a successful endeavor” to keep employees engaged (Sirisetti, 2012).
Engagement success is also dependent on management employing effective engagement
strategies.
The authors, Brad Shuck & Thomas Reio (2011), focus their article on the increase that
has occurred around creating strategies that improve employee engagement. A cohesive
approach to creating employee engagement strategies is needed for companies to improve
engagement overall. Research shows that companies composed of engaged employees are more
successful and maintain a competitive edge with similar companies in their field.
While designing the capstone project, the instructional designers were inspired by chapter
eight of the Handbook of Decision Analysis (Tani and Parnell, 2012), Design Creative
Alternatives, to focus on actions, referred to as alternatives, one may take after research and
survey analysis. They lay out a process to create a set of alternatives for a plan of action. Tani
and Parenell present common blocks that can hinder the creation of feasible alternatives. The
bulk of the chapter discusses the creation of many alternatives and the process to reduce them to
a smaller set. This new succinct set can then be refined using analytical thinking. The purpose of
this exercise is to create a set of alternatives that will have the highest change of organization
reward.
This led to the idea to break the many areas of the Monterey County engagement survey
into skills organized by audience. While this project focuses on leadership skills, the
instructional designers worked with the SME from Monterey County to outline other toolkits that
will center on skills employees can develop, as well as, skills that are expected from all levels of
county employees.
Solution Description
Goals of the project
While there were several goals of the Employee Engagement toolkits, the MIST team
focused on the Leadership Engagement Toolkit. The main goal of the Leadership Engagement
Toolkit is to support departmental leadership in gaining skills and confidence when selecting and
owning the improvement strategies. This has been provided as a toolkit to address the needs of
each department as highlighted by the Employee Engagement Program.
Subgoals are as follows:
● Enable Department Heads to promote participation in the survey with their

managers/supervisors and employees
● Increase participation in completing the Employee Engagement Survey
● Educate Leaders of Monterey County about Employee Engagement
● Enable County leadership to promote positive change within their departments.
Learning Objectives
To address the variances of engagement skills, this training focuses on the skills leaders
can use to work with their employees and use the Engagement Program Survey to make
improvements.
The content and activities in the course will allow learners to meet the following
objectives:
1. Provided five Employee Engagement Improvement Strategies, Monterey County

Leaders will be able to implement a chosen improvement strategy within their
department within a year of reviewing Survey results.
2. Given a resource on engagement strategies, Monterey County Leaders will be
able to apply engagement strategies to areas of concern identified in the Employee
Engagement Survey with competency as observed by Employee Engagement
Manager.
3. Given the definition of an engaged employee, Monterey County Leaders will be
able to distinguish between engaged employees and disengaged employees.
4. Provided the Employee Engagement toolkit, Leaders will be able to determine the
causes and effects of disengaged employees.
Proposed Solution to Fill the Gap
A series of toolkits was created to provide county employees with the necessary
knowledge of engagement basics and engagement strategies needed to bolster what prior
knowledge they may have on the subject.. Toolkits are a set of instructional resources including:
videos, job aids, short self-paced trainings, and external resources. The scope of this capstone
project focuses on leadership engagement.
Learning Theories, Instructional Strategies
The authors have incorporated Merrill’s First Principles within the Capstone in order for
it to be effective. Components were created while considering the following:
● Learning is promoted when learners are engaged in solving real-world problems.

o Data from previous Employee Engagement Surveys was used in the training to
provide real-world and relevant information that immediately pertains to each
department of the county.
● Learning is promoted when existing knowledge is activated as a foundation for new
knowledge.
o Employee engagement definitions, scenarios, and examples were included
throughout the toolkit in order to spark recognition of concepts within the
learners.
● Learning is promoted when new knowledge is demonstrated to the learner.
o Information is presented to the learner in a variety of ways, all with accessibility
in mind, in order to promote learning for all learners.
● Learning is promoted when new knowledge is applied by the learner.
o Approaching employee engagement from many avenues challenges learner
understanding of the topic and allows the learner to make connections between
concepts.
● Learning is promoted when new knowledge is integrated into the learner’s world.
o Engagement toolkits are printable so learners can refer to them in real-time for
reference.
The authors have also used Gagne’s Nine Events in order to effectively structure
instruction and assessment of learning.
1. Gain attention: The Employee Engagement Toolkit was created using County approved
color scheme and the Human Resources Seal in order to make the toolkit seem familiar
and inviting to the learners.
2. Tell learners the objective: The main page of the toolkit includes rationale and
information about what will be learned through utilizing the toolkit.
3. Stimulate recall of prior learning: Leadership videos refer to previous experiences with
the Employee Engagement Survey to encourage recall for the learner.
4. Present stimulus with distinctive features: The toolkit is created with accessibility of the
learner in mind. Activities can be accessed through clickable tabs at the top of the page.
Navigation between all pages in the site are intuitive and user friendly.
5. Provide learning guidance: Further guidance and instruction is given for the learner in
key areas of the toolkit.
6. Elicit performance: Interactive scenarios, an interactive Captivate Module, clickable job
aid, and interactive Prezi all allow for learner performance and participation.
7. Provide Feedback: Feedback is provided for the learner during scenario practice as well
as in the Captivate module.
8. Assess performance: A knowledge check is embedded in the Captivate Learning Module.
9. Enhance retention and transfer of learning: The toolkit and all of its resources are
available for the learner to access at any time.
Content Analysis
County leaders are expected to create strategic plans in response to their team’s responses
to the Employee Engagement Survey. The authors determined that the best way to address this
expectation was to focus on leadership engagement.
Leaders need to be able to identify the engagement level of their employees in order to
make meaningful change. An engaged employee needs different levels of support and
communication than a disengaged employee. By distinguishing between these two types of
employees, a leader can select the most effective strategies to engage with their employees,
individually and collectively.
Engagement strategies allow county leaders to personalize their interactions with each
member of the team or the entire team to enhance the work experience for everyone. The authors
have identified a series of proven leadership strategies that correlate to the categories defined by
the Employee Engagement Program. By using these strategies, county leaders can indirectly
impact their team’s survey results and scores.
To more directly affect the survey results leaders should take into consideration the
engagement levels of their employees and appropriate leadership strategies to create a strategic
plan. Due to the variety of job roles that exist within the county, the instructional designers along
with the subject matter experts determined that no one planning method would work. Instead the
authors gathered curated a list of relevant resources that provide county leadership flexibility to
select the most effective methods for their teams.
Media and Delivery
All deliverables are available online to avoid restrictions in access. Training materials are
available to participants through an online platform that requires a login. Only employees with
access to deliverables will be able to utilize materials. A digital database of Employee
Engagement Strategies is also accessible. This allows for all Managers and Supervisors to access
the same material and create continuity across the County. Testimonial videos were created for
this project to address the attitudinal components of Employee Engagement. Videos make it
easy for employees who may be unable to attend a team meeting to find time to watch. Videos
can also be watched at various speeds as well as being re-watched in whole or parts to aid
comprehension. All videos created have closed captioning available.
Challenges
A challenge the Instructional Designers faced that made it difficult to meet deadlines is
the availability of the Employee Engagement Manager (EEM). The goal was to collaborate with
the EEM once a month to maintain focus and integrity of the Capstone Project. Scheduling time
for the Instructional Designers and EEM to meet, video conference, or conference call was
difficult, especially when the project was starting. To overcome scheduling conflicts the
Instructional Designers created a regularly scheduled bi-weekly meeting and an open forum for
communication that all parties could access when available.
The beta testing window was difficult to keep to a timeline as well. Participants were
members of the Human Resources Department training team as well as naive users. As their
responsibilities are already vast, finding time to complete Beta testing posed a challenge. By
extending the timeline for testing as well as expanding the audience, the Instructional Designers
were able to allow for more participants to contribute. Scheduling and recording interviews with
successful department leaders was another area of concern. The authors worked with the EEM to
reach out to and schedule the time and identify the best questions before the interviews were
conducted. This allowed the authors to make the most of the time they had for this milestone.
Methods and Procedures
Employee Engagement Survey data from 2018 and 2019 were available to the authors for
analysis. A ‘Coping With COVID’ Survey was implemented for 2020. A meeting with SME and
Employee Engagement has allowed the Instructional Designers to narrow focus on specific
topics and content types for instruction. While there are several aspects of Employee
Engagement to cover, the scope of this Capstone is Leadership Engagement in the form of a
web-based toolkit.
Leadership Engagement Toolkit
The toolkit was designed to be used as needed by each county leader allowing them to
decide the depth and pace of learning they need. This toolkit is not compulsory material, rather it
is intended to provide support for leaders as they navigate their Engagement Survey results.
Interview videos
The first aspect of the toolkit includes testimonial videos to demonstrate to learners real-
world scenarios and successes from their peers, thus stimulating interest in content. Learners can
watch one or all of the videos in any order they desire. Accompanying the videos are reflection
questions learners can respond to on their own as a way to further engage with the experiences
and ideas of their peers.
Activities
A set of activities were created to focus on the two main topics of Leadership
Engagement: Employee Engagement and Leadership Strategies. Leaders should be able to
identify if their employees are engaged or disengaged. The interactive created for this task was a
series of mini scenarios with immediate feedback, learners have access to resources if needed. A
self-paced training module was created in Adobe Captivate and housed within an iFrame as a
second activity focused on the various leadership strategies and corresponding Employee
Engagement Survey categories.
Job Aids
A pair of job aids were created to address each of these tasks. The Cause and Effect job
aid is an interactive infographic that helps the learner to make connections between aspects of
employee engagement and the effects of employee engagement. The Leadership Engagement
Strategies Prezi allows the learner to access all ten categories of the Employee Engagement
Survey and see what engagement strategies would be most effective for each category.
Engagement Resources
The authors also curated a series resources for leaders to further study each topic as well
as research action planning strategies.
Resources
The Leadership Engagement Toolkit requires a stable internet connection and access to
Monterey County servers. The website will be fully hosted and managed by Monterey County
Information Technology Department (ITD) and Human Resources Department (HRD). The
embedded video content will be relocated from YouTube to an internal video server and a Prezi
job aid will be added to the HRD’s Prezi account. Once, this happens, the HTML will require an
update to allow learners access to the full content.
Some learners may need to be within the internal Monterey County network to ensure the
privacy and security of the network connection. These issues were brought up and discussed by
the authors with both the ITD responsible for network access and HRD responsible for
maintenance of the content.
Timeline
An initial timeline was completed by the authors in January. Changes in the project and
circumstances required flexibility from the authors and requestor to allow the timeline to meet
the needs of the project. A final draft of the timeline was created in August with only minor
adjustments. The authors and requestor maintained a bi-weekly meeting cadence and email
communication throughout the duration of the project. This allowed for the timeline to be kept
for the larger delivery milestones.
Milestone Date(s) Comments
Initial Meeting January Consultation with SME and Employee

Engagement Manager. Consult covered topics
such as: content confirmation, goals of
Capstone, timeline constraints, accessibility
options (will logins be required), and data
collection.
Project Realignment June Miscommunication of project goals was

discussed and new goals were created. The
Pandemic caused a shift in needs of the client.
Beta-Testing June-July Three completed Modules were administered

to a small focus group for Beta testing and
feedback. Feedback was completed through
Google Forms.
Project Definition July 21 The Project Definition document was created

by the Instructional Designers and approved
by the Employee Engagement Manager.
Project Agreement August 4 The definition was finalized and a Design

Document was planned for review.
Design Document August 11 The Design Document was discussed and

adjusted according to client needs.
Final Deliverables August 27 Both the Project Definition and Design

Agreement Document were approved in their entirety and
Instructional Designers were encouraged to
begin storyboarding.
Storyboards/Drafts September 22 Toolkit StoryBoard was created and presented

to the SME.
Functional Prototype October 13 A functional prototype was presented to a

SME group for functionality and delivery..
Implement Changes, Oct 13-Nov17 Issues identified from classmates and client
Finalize Project feedback were addressed. Final elements
completed and added to toolkit.
Testing Nov 20 - Dec 4 Final round of testing
Implement Changes Dec 4-14 Final adjustments made to the toolkit.
Final Delivery Dec 15 Final Capstone Report delivered
Evaluation and Testing Report
Formative Evaluation
Early in the project, the deliverables were expected to be a series of self-paced training
modules that explained how leaders would interpret Employee Engagement Survey results for
their team and create action plans to improve low performing categories. Two modules were
drafted, however the results from user testing showed this plan would require more time from
learners than available. The training content assumed one level of prior knowledge from learners
when in reality prior knowledge varied greatly.
The authors met with the Engagement Manager to discuss results and reassess the initial
design. At this point the direction of the project was changed to the current Leadership
Engagement Toolkit. To test the toolkit, the authors performed functionality and user testing for
a user group of seven, managers (in and out of Monterey County), Monterey County Human
Resources Staff, and naive users (testers who did not have prior knowledge of leadership
engagement).
A review of the survey results, shows a consensus that the content of the website is
relevant to the topic of leadership engagement, the results can be seen below:
On the topic of relevance, testers gave the following verbal feedback:
● “As an experienced HR professional I expected to read a lot of the same things

that I already knew. However, the materials were given in such a different way
that I felt like I was looking at the same material in a new way and being able to
extract new information.”
● “Leadership is a vast topic and I appreciate the focused content with a clean and
professional look. The testimonials are a great and from people who will have
credibility for the audience.”
The authors asked questions to determine how learners would engage with the activities
and resources. The Likert scales showed the following:
Once again, users provided verbal feedback:
● “I like the menu and navigational options. I appreciate that I can explore and see
the entire contents of the course and choose my own starting point; non-linear.”
● “I liked that the click able questions we[re] engaging and help[ed] me mentality
simulate the concepts discussed.”
Overall the feedback from user testing was positive with a few areas to focus for
improvement. From the user feedback, the authors were able to make a few minor adjustments to
keep the toolkit professional, user friendly, and engaging.
Summative Evaluation
The nature of the Leadership Engagement toolkit is to provide resources and support
activities for leaders as needed. Therefore the methods to evaluate the effectiveness of the toolkit
will take at least one year from implementation, after the authors will release ownership of the
toolkit. The requestors of this product, the Monterey County Human Resources Department, will
be able to judge the efficacy of the toolkit based on improved Employee Engagement Program
Survey scores, specifically, in the areas of leadership involvement, support, and communication.
Conclusion
The Leadership Engagement Toolkit created for Monterey County is a sensible solution
to a complex problem. From the time the project was first introduced to the authors to the
completion of the first design document, the scope and understanding of the need by the authors
and the requestor changed quite a bit. What first appeared to be an onboarding style training
series turned into a self-paced, curated resource toolkit. This solution addresses the variety of
learner levels and the different amount of development time available to learners.
This toolkit will be deployed for learners in March of 2021. Using the Leadership
Engagement toolkit as a reference for style and functionality, the Monterey County Human
Resources Department will create more toolkits focused around other areas of engagement
including communication and self-development. The Leadership Engagement toolkit is leading
the change in the way the county is interacting with their employees.
References
Eaglebarger, S. (2017). Engaging employees beyond the office freebies. Strategic HR Review,
16(3), 112–116. Retrieved from https://search-proquest-
com.library2.csumb.edu:2248/docview/1948746123/fulltextPDF/702395CF15DA4667P
Q/1?accountid=10355.
Shuck, B., & Reio, T. G. (2011, December 16). The employee engagement landscape and HRD:
How do we link theory and scholarship to current practice? Retrieved from
https://journals-sagepub-
com.library2.csumb.edu:2248/doi/full/10.1177/1523422311431153.
Sirisetti, S. (2012). Employee engagement culture. The Journal of Commerce, 4(1), 72.
Retrieved from https://search-proquest-
com.library2.csumb.edu:2248/docview/963732759?accountid=10355
Tani, Steven N. & Parnell, Gregory S. (2012). Design Creative Alternatives. In Handbook of
decision analysis. Hoboken, New Jersey: Wiley.
Wiley, J. W. (2013). Using employee opinions about organizational performance to enhance
employee engagement surveys: Model building and validation. People and
Strategy, 36(4), 38-49. Retrieved from https://search-proquest-
com.library2.csumb.edu:2248/docview/1753212806?accountid=10355.
Appendix A
https://itcdland.csumb.edu/~amberry/engagement_toolkit/index.html
Click on the link above to see the full Leadership Engagement Toolkit as hosted on
CSUMB servers. The client was given the raw working files as well as the html files to be hosted
on the Monterey County Government website.
Appendix B
The following survey was conducted using Google Forms.
Leadership Engagement Toolkit User Survey
Website Design and Navigation 1 2 3 4 5

Respond as honestly as you can to the following questions Strongly Strongly
Disagree
about the Leadership Engagement Toolkit. Agree
The design of the website was appealing.
The website was easy to navigate.
The links took me to the relevant pages.
Videos 1 2 3 4 5
Disagree
The video player had all the necessary controls.
The content of the videos inspired me to learn more about

employee engagement.
The videos were a good length.
What other comments do you have about the Videos?
Engagement Activities pages 1 2 3 4 5

Disagree
The activities were engaging.
The activities were relevant to the topic of the website.
I felt confident when responding to the questions in each

activity.
What other comments do you have about the Engagement

Activities?
Resources page 1 2 3 4 5
Disagree
The job aids provided were easy to use and navigate.
The resources provided were relevant to Leadership

Engagement.
What other comments do you have about the Resources

page?
General Questions
Take a few moments to respond to the following questions in
your own words about the Leadership Engagement Toolkit.
Did you face any challenge while using the website? If yes,
please explain.
What did you like most about this website?
Do you have any other comments about the website?

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Running Head: LEADERSHIP ENGAGEMENT TOOLKIT 1

Leadership Engagement Toolkit for Monterey Bay Human Resources Department

Submitted in partial satisfaction of requirements of the degree of

Instructional Science and Technology

Carol Bandura & Amanda Berry

December 15th, 2020

_________________________ ___________________________ _____________

Advisor Name Signature Date

_________________________ ___________________________ _____________

Capstone Instructor Name Signature Date

Monterey County Human Resources Department developed an Employee Engagement

Continued implementation of the Employee Engagement Survey will provide quantitative

It is expected that leaders understand the importance of motivating their departments to

Desired Performance Outcomes

A reliable way to measure the engagement of employees is through use of employee

Goals of the project

Subgoals are as follows:

● Enable Department Heads to promote participation in the survey with their

1. Provided five Employee Engagement Improvement Strategies, Monterey County

Proposed Solution to Fill the Gap

Learning Theories, Instructional Strategies

● Learning is promoted when learners are engaged in solving real-world problems.

Media and Delivery

Methods and Procedures

Leadership Engagement Toolkit

Milestone Date(s) Comments

Initial Meeting January Consultation with SME and Employee

Project Realignment June Miscommunication of project goals was

Beta-Testing June-July Three completed Modules were administered

Project Definition July 21 The Project Definition document was created

Project Agreement August 4 The definition was finalized and a Design

Design Document August 11 The Design Document was discussed and

adjusted according to client needs.

Final Deliverables August 27 Both the Project Definition and Design

Storyboards/Drafts September 22 Toolkit StoryBoard was created and presented

Functional Prototype October 13 A functional prototype was presented to a

Testing Nov 20 - Dec 4 Final round of testing

Implement Changes Dec 4-14 Final adjustments made to the toolkit.

Final Delivery Dec 15 Final Capstone Report delivered

Evaluation and Testing Report

On the topic of relevance, testers gave the following verbal feedback:

● “As an experienced HR professional I expected to read a lot of the same things

Once again, users provided verbal feedback:

How do we link theory and scholarship to current practice? Retrieved from

Sirisetti, S. (2012). Employee engagement culture. The Journal of Commerce, 4(1), 72.

Retrieved from https://search-proquest-

decision analysis. Hoboken, New Jersey: Wiley.

Wiley, J. W. (2013). Using employee opinions about organizational performance to enhance

employee engagement surveys: Model building and validation. People and

Strategy, 36(4), 38-49. Retrieved from https://search-proquest-

The following survey was conducted using Google Forms.

Leadership Engagement Toolkit User Survey

Website Design and Navigation 1 2 3 4 5

The design of the website was appealing.

The website was easy to navigate.

The links took me to the relevant pages.

The video player had all the necessary controls.

The content of the videos inspired me to learn more about

The videos were a good length.

What other comments do you have about the Videos?

Engagement Activities pages 1 2 3 4 5

The activities were engaging.

The activities were relevant to the topic of the website.

___________ _ _

___________ _ _