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Analyze and Act on Engagement Data

Avoid analysis paralysis with a timely and tailored approach to action planning.

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Contributors

  • Ria Emsley, Human Resource Manager, AVVO
  • Andy Donovan, HR Manager, Frankenmuth Insurance
  • Andrew Drake, Organizational Effectiveness Specialist, North American Partners in Anesthesia (NAPA)
  • Michelle Pyram, Director, Human Resources, Board of Education Retirement System (BERS)

Your Challenge

  • Lack of action leads to lack of trust. Cynicism can develop around engagement if action isn’t taken and detract from future engagement initiatives. For action to be effective, leadership needs to own it.
  • However, “The executive leadership team acts on employee feedback” is the fourth lowest scoring question out of 63 from McLean & Company engagement surveys (N=244,519). Launching an engagement survey is like pulling the pin on a grenade. If you’re not prepared to act, be prepared for the consequences.

Our Advice

Critical Insight

  • The most critical part of engagement happens post survey, yet organizations are often struck by analysis paralysis.
  • To avoid cynicism, cascade the analysis of survey results and tailor the approach for timely, targeted, and relevant engagement action planning.

Impact and Result

  • Bridge the gap between survey launch and action by:
    • Analyzing the results: Identify organizational priorities and determine the right approach to analyzing results and action planning for your organization. Analyze and communicate the results to stakeholders and define their roles.
    • Developing insights and actions: Determine the right approach to developing insights and actions and equip managers to conduct qualitative analysis.
    • Building and implementing action plans: Identify initiatives that have the highest impact on organizational priorities, set timelines and task owners, and track progress using McLean & Company templates and tools.

Research & Tools

2. Develop insights and actions

Determine the right approach to developing insights and actions and equip managers to conduct qualitative analysis.

3. Build and implement action plans

Identify initiatives that have the highest impact on organizational priorities, set timelines and task owners, and track progress using McLean & Company templates and tools.

Guided Implementations

This guided implementation is a six call advisory process.

Guided Implementation #1 - Analyze results

Call #1 - Discuss approach to engagement analysis and action planning.
Call #2 - Review analysis of survey results.

Guided Implementation #2 - Develop insights and actions

Call #1 - Discuss selection of methods for qualitative analysis.
Call #2 - Review uncovered insights.

Guided Implementation #3 - Build and implement action plans

Call #1 - Discuss initiatives and prioritization.
Call #2 - Review initiative profiles.

Employee Engagement

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Course Information

  • Title: Employee Engagement
  • Number of Course Modules: 5
  • Estimated Completion Time: 1.5 hours

Learning Outcome

Translate engagement data into action by selecting effective metrics and qualitative data sources to translate engagement data into insights and guide engagement action planning.

Learning Objectives

By the end of this course, learners will be able to:

  • Describe levels of organizational employee engagement maturity and the measurement options.
  • Explain the difference between metrics and qualitative data collection and the merits of each to select the right actions to take and improve engagement.
  • Describe McLean & Company’s 3i Model.
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1 CPD hour per course.

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Each course is valid for 1 PDC for the SHRM-CP℠ or SHRM-SCP℠.

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Course Modules

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Introduction

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Module 1

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Module 2

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Module 3

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Module 4

Onsite Workshop

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Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Prepare an Engagement Strategy

The Purpose

  • Define workforce engagement.
  • Determine survey communication strategy.

Key Benefits Achieved

  • Set definition for organizational engagement.
  • Communication plan determined.

Activities

Outputs

1.1

Define what an engaged workforce means for your organization.

  • Identified engagement maturity; defined purpose, goals, and outcomes.
1.2

Plan and prepare survey communication.

  • Communication plan determined.

Module 2: Plan for Data Collection and Insight Mining

The Purpose

  • Identify metrics.
  • Determine collection methods for qualitative data.

Key Benefits Achieved

  • Metrics have been determined.
  • Collection methods decided.

Activities

Outputs

2.1

Identify additional metrics.

  • Additional metrics set.
2.2

Identify qualitative data collection methods.

  • Determined data sources and collection methods.

Module 3: Move From Numbers to Insight

The Purpose

  • Analyze survey results and identify insights.

Key Benefits Achieved

  • Engagement drivers are set.
  • Insights are determined.

Activities

Outputs

3.1

Analyze engagement survey results.

  • Priority engagement drivers identified.
3.2

Identify engagement insights.

  • Engagement story finalized.

Module 4: Drive Action

The Purpose

  • Determine and prioritize initiatives.
  • Create action plans.

Key Benefits Achieved

  • Initiatives determined and put in a priority sequence.
  • Detailed action plans are created.

Activities

Outputs

4.1

Identify engagement driver initiatives.

  • Engagement driver initiatives determined.
4.2

Prioritize initiatives.

  • Priority initiatives identified.
4.3

Create initiative action plans.

  • Detailed action plan for priority initiatives created.