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: 2014 EMPLOYEE SURVEY

Leader's Guide Prepared for First Name Last Name:

This guide has been prepared for you to use when presenting the results of the . Each page of this guide
has a sample of the corresponding slide with information that you can use to present each slide to your
work group.

Introduction
State the purpose of the survey review meeting. For example: "The purpose of this meeting is to provide a
review of the overall results of the employee survey and the results of our department/group. During the
second half of the meeting we will prioritize issues that need improvement."

Suggested Agenda
Create an agenda for the meeting. For example:

• Review of the overall results of the employee survey.

• Review department results.
• Identify areas with the greatest need for improvement.
• Identify the top three priorities to address.
• Develop an action plan.

Transition
Talk about the survey and what it was designed to do for the company.

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Slide: SUMMARY RESULTS

Introduce Topic
This chart shows score comparisons for each climate dimension of the survey.

Review Key Points

• These scores represent aggregate or combined scores of individual items.

• As a rule, the more specific our data is the better, because it is actionable. To look at where is
performing well or can make meaningful change, we need to "drill down" to individual items within
each climate dimension.

Transition
Next we will look at a summary of all questions rated by favorability.

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Slide: HIGHEST SCORING ITEMS

Introduce Topic
Favorability scores show agreement or disagreement on specific survey items. In this report, the 5-point
evaluation scale is collapsed into a 3-point favorability scale-agree/strongly agree, neutral, and disagree/
strongly disagree.

Review Key Points

• Remember, the survey only includes positively phrased items. Therefore, a high percentage of
agreement for a particular item indicates consensus that the item is, indeed, a strength.
• Conversely, when most employees indicate disagreement on a particular survey item, this
indicates an opportunity for improvement.
• Remember, just because an item is rated as favorable does not mean that there isn't an
opportunity for improvement.

Ask Questions
Q: Why do you think these items received the most favorable ratings?
Q: Which items from the most favorable list surprises you the most or least?
Q: Although these items show where we are doing well, where could we still make significant
improvements?

Transition
Now let's now look at opportunities for improvement.

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Slide: LOWEST SCORING ITEMS

Introduce Topic
An unfavorable score is the percentage of people who scored the item as either strongly disagree or
disagree.

Review Key Points

• Where there is a consensus of disagreement, it points to an opportunity for improvement.

• Low scores typically are a problem of perception or of performance. In other words, are these
areas where people believe things are worse than they are and we need to communicate better, or
are they areas we should focus improvement efforts?

Share an Example
Every item must be looked at critically. For example, we'll also want to look at the importance ratings of
items with low favorability. If an item has a relatively low importance, we might not want to expend the
time, money, or resources to make improvements. Especially if there are other pressing needs.

Ask Questions
Q: Why do you think these items received the most unfavorable ratings?
Q: Are the low ratings for these items a problem of perception or of performance?
Q: Which of these areas would be the easiest to improve?

Transition
Now lets look at some positive trends.

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