Leader's Guide

Results Presentation Leader's Guide

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 Leader's Guide

Introduction

How to Use This Guide

This guide is designed to be used alongside the Manager’s Report when

presenting the results of the survey to your team.

How This Guide is Organized

Each page of the guide has an image of the corresponding slide from the
Manager’s Report at the top of the page.

Below are a few notes about what you’ll see on the following pages:

1. Slide Notes: additional information that is provided to clarify the data

which is being presented on each page of the Manager’s Report.
2. Key Review Points: insights about the information shown on the page
and potential areas to discuss with your team.
3. Questions to Ask: to make your presentation more interactive and to
foster dialogue, recommended questions have been included to engage
participants.
4. Transition: recommendations on how to move the conversation to the
next slide.
5. Words in parentheses: are meant as notes or instructions for you.

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Slide: 1

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Slide: 2

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Slide: 3

Slide: How to Use this report

(Note: delete this slide before presenting)

Review Key Points

Remind the team that survey response options were from ‘strongly agree’ to ‘strongly disagree,’ but this
report uses percentage of favorability (combining ‘strongly agree’ and ‘agree’ into ‘favorable,’ and ‘strongly
disagree’ and ‘disagree’ into ‘unfavorable’) for ease of interpretation. Reiterate that responses were
optional and confidential, and that results are only reported after being aggregated with at least 5
responses. Describe the purpose of this session, as well as how the team can talk through the results,
celebrate successes, and address opportunity areas. Share the introduction and agenda below with the
team before starting the discussion.

Introduction

State the purpose of the survey review meeting. For example: “The purpose of this meeting is to review
our team’s results and how we compare to others within the organization. Once we discuss our results, we
can have a conversation to prioritize areas of opportunity for us as a team."

Suggested Agenda

• We are going to review the results of the employee survey.

• We will then identify the greatest opportunity areas for us to prioritize as a team and brainstorm the
top priorities to address.
• Finally, we will develop an action plan and check-in points.

Ask Questions

Q: Does everyone understand our goals for today?

Q: Does anyone have any other questions?

Transition

"Now let’s discuss the purpose of the survey and how we can use this report."

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Slide: 4

Slide: What is Expected of You*

(Note: delete this slide before presenting)

Review Key Points

During your meeting with your team, remind them that you are not only accountable for the results from
their responses, but that you are interested in working through the findings as a team and agreeing on the
best next steps moving forward. Explain that you took time to read the results, reflected on the results
independently, and have shared them with your leader. Let the team know that you want to not only share
the team results in this meeting, but also listen to their reactions and understand how the feedback is
relevant to each team member. Finally, let them know that the steps to action on areas of success and
opportunity will be decided by all of you as a group before being implemented.

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Slide: 5

Slide: Favorability format

This slide shows the key drivers of engagement for your team. The questions listed above differentiate the
most engaged people on the team from everyone else. The purpose is to identify the drivers of
engagement so you can focus on improving things that most impact engagement in a more targeted,
efficient manner. Comparisons of the team to other groups within the organization are also shown.

Review Key Points

• Measuring employee engagement is like using a bathroom sale to measure weight: stepping on the
scale will provide a number; changing that number requires a focus on factors that affect it, namely
diet and exercise.
• The drivers of engagement are like diet and exercise, which ultimately impact employee
engagement.
• Improving these areas will have the greatest impact on employee commitment and willingness to
go “above and beyond” with discretionary effort.

Ask Questions

Q: What patterns do you see among these drivers of engagement?

Q: Which items are most relevant to our team?
Q: Which few areas should we prioritize and create action plans?
Q: What can each of you do to improve this area?

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Slide: 6

Slide: Executive Summary

This slide shows overall engagement as a ‘percent favorable,’ the response rate for your team and other
parts of the organization, the category results and the highest and lowest scoring items.

Review Key Points

This slide is an overview of the team’s perceptions and how we are doing overall.
Discuss with them how they feel about work, the team, and our organization. Give others a chance to
discuss whether they agree or disagree with any of the results. Explain the overall categories that are
important to the company and how the team is tracking against the overall scores. Then, discuss the 5 top
scoring items and where the team has strengths to celebrate. Finally, discuss the 5 lowest scoring items
and where there are opportunities for growth and exploration.

Ask Questions

Q: Is our engagement level what you expected? If not, what surprises you?
Q: Are you happy with our response rate? How can we encourage team members to participate in the
future?
Q: Which of our highest-scoring items are you most happy about? How can we maintain the momentum?
Q: Which of our lowest-scoring items are the biggest concern?

Transition

“Let’s look at our category topic data in more depth.”

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Slide: 7

Slide: Favorability format

This slide shows the key drivers of engagement for your team. The questions listed above differentiate the
most engaged people on the team from everyone else. The purpose is to identify the drivers of
engagement so you can focus on improving things that most impact engagement in a more targeted,
efficient manner. Comparisons of the team to other groups within the organization are also shown.

Review Key Points

• Measuring employee engagement is like using a bathroom sale to measure weight: stepping on the
scale will provide a number; changing that number requires a focus on factors that affect it, namely
diet and exercise.
• The drivers of engagement are like diet and exercise, which ultimately impact employee
engagement.
• Improving these areas will have the greatest impact on employee commitment and willingness to
go “above and beyond” with discretionary effort.

Ask Questions

Q: What patterns do you see among these drivers of engagement?

Q: Which items are most relevant to our team?
Q: Which few areas should we prioritize and create action plans?
Q: What can each of you do to improve this area?

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Slide: 8

Slide: Favorability format

This slide shows the key drivers of engagement for your team. The questions listed above differentiate the
most engaged people on the team from everyone else. The purpose is to identify the drivers of
engagement so you can focus on improving things that most impact engagement in a more targeted,
efficient manner. Comparisons of the team to other groups within the organization are also shown.

Review Key Points

• Measuring employee engagement is like using a bathroom sale to measure weight: stepping on the
scale will provide a number; changing that number requires a focus on factors that affect it, namely
diet and exercise.
• The drivers of engagement are like diet and exercise, which ultimately impact employee
engagement.
• Improving these areas will have the greatest impact on employee commitment and willingness to
go “above and beyond” with discretionary effort.

Ask Questions

Q: What patterns do you see among these drivers of engagement?

Q: Which items are most relevant to our team?
Q: Which few areas should we prioritize and create action plans?
Q: What can each of you do to improve this area?

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Slide: 21

Slide: Category Information

This slide shows the individual items included in the Engagement Index and their percentage of
favorability. Comparisons of the team to other groups within the organization are also shown.

Review Key Points

• It isn’t enough to only measure areas of operational effectiveness; the real value in this exercise
will come from identifying and implementing simple and relevant actions to make improvements as
a team.
• For areas of improvement, it is important we work as a team to identify and implement collaborative
solutions; focusing on the problem and potential solutions, rather than placing any blame.

Ask Questions

Q: Which improvements would have the greatest positive benefit to our team and our ability to fulfill our
role within the larger organization?
Q: How can improvements be incorporated into our usual workflow, instead of just being “another thing” to
do?
Q: Are there other actions we could take, that are not listed on this slide, that you feel would help address
the issue?

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Slide: 34

Slide: Taking Action

The real value in the survey process comes from working as a team to identify (a) focus area(s) and then
planning and implementing relevant actions to improve. It is important we work as a team to identify and
implement collaborative solutions; focusing on the problem rather than placing any blame.

Review Key Points

Our approach to action planning is as easy as “1, 2, 3”:

• First, we’ll select one area or item to work on

• Second, we’ll choose two things to do about it
• Third, we’ll commit to discussing the progress we’ve made three times in the future

Ask Questions

Q: What questions do you have about this approach?

Q: Thinking about everything we’ve covered, what results are you particularly proud of?
Q: What was your biggest surprise from the results?
Q: From what you have seen so far, what survey item or items would you suggest we focus on?

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Slide: 35

Slide: Action Planning: Items to Consider

Based on the Drivers of Engagement Analysis, this slide identifies the items which are barriers to
engagement and have the lowest favorable scores.

Review Key Points

Our team rated these items unfavorably and are related to overall engagement levels. A focus on these
items provide us with an opportunity to action plan on areas which should have a significant impact on
overall engagement levels if they become more positive in the future.

Ask Questions

Q: Which of these items surprises you most? Why do you think it is rated unfavorably?
Q: What things in the past have been done to improve these areas? What could we do differently?
Q: Which item do you think is the most important one to address immediately and why?

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