Executive Presentation of Insights and Recommendations
An IBM consultant will present our analysis of your organisation’s survey results, giving you clear insight into your results through the lens of strengths, opportunities and priority areas on which to focus in order to become a great workplace. The analysis is not limited to engagement, but considers all aspects of your survey. The analysis will be tailored to your organisation, workplace story and what your workplace survey uncovers. Along with identified priority areas, you will also receive actionable recommendations based from our experience of workplaces and our knowledge of your organisation.
Please note that the cost of the in-person presentation or facilitation does not include travel disbursements from Auckland or disbursements associated with printing and binding presentation handouts.
Insight to Action Workshop
Designed to complement your Executive Presentation, an IBM consultant will run a 2-3 hour facilitated and highly interactive workshop session with up to 20 participants (e.g. for your Exec Team, your HR team, a wider management team or a department team) working with the insights from your workplace survey and its identified priorities, clarifying those priorities and generating prioritised impactful actions. Note: the Executive Presentation is a prerequisite.
Please note that the cost of the in-person presentation or facilitation does not include travel disbursements from Auckland or disbursements associated with printing and binding presentation handouts. Please also note that workshops involving more than 10 participants will require two IBM consultants to facilitate, which will involve additional travel disbursements outside Auckland.
Employee comments in a survey provide a wealth of information, and insight into current ‘front-of-mind’ issues within the organisation. Comments Analysis is used to identify key themes coming through these comments and can offer a more complete understanding of the key issues identified in quantitative (statistical) analyses. A Comments Analysis report includes a summary of the most common themes embedded in the qualitative comments and their prevalence (reported as frequency %), with descriptions and illustrations using sample comments. The analysis is done at the total organisation level.
The standard report includes analysis on the two open-ended questions:
"The one thing, MORE THAN ANYTHING ELSE, that makes this organisation a great place to work is”
"The one thing, MORE THAN ANYTHING ELSE, that needs to change to make this organisation a great place to work is"
Key Driver Analysis
Key Driver Analysis is a powerful way to derive business value from your employee survey data. Essentially, Key Driver Analysis helps your organisation better target your improvement efforts to get the most ‘bang for your buck’.
What is it?
A Key Driver Analysis identifies the key leverage points for improving the engagement levels of your employees. Key Driver Analysis is grounded in a robust statistical technique, and basically identifies the questions within a survey that have the
most significant impact on employee engagement (these are not necessarily the questions that simply scored the lowest in a survey). In effect, the results of a Key Driver Analysis allow managers to better focus their intervention efforts – where they actually make a difference and where the organisation isn’t doing so well at present.
How does it work?
Key Driver Analysis uses a statistical technique known as correlation to identify patterns in the responses of employees. We don't actually ask survey respondents what items in the survey are most important to them, as this most often results in a large number of items being selected, and frustration on the part of the respondent. By using correlation, it becomes possible to identify which questionnaire items have the strongest and most meaningful association with key outcome variables (such as employee engagement). Prioritising intervention efforts upon the results of statistical analysis is far superior to simply targeting intervention efforts towards the lowest scoring items in a survey. Typically the lowest scoring items have no connection with employee engagement (or other outcome variables) whatsoever.
What are the benefits of an IBM Key Driver Analysis?
Better understand which aspects of your organisation are the most important to ‘get right’ with respect to employee engagement (or some other important outcome relevant to your organisation).
Better appreciate how well your organisation is performing with regards to these ‘critical aspects’.
Better prioritise your intervention efforts. Key Driver Analysis enables you to focus on the things that will make the biggest difference to your overall results. Ideally, what you want to end up with at the end of your survey is 2-3 things for your organisation to focus on over the next year - things that will make a real difference to your employees.
Better utilise limited resources by focusing on improving the things that have the most impact on employee attitudes and behaviour. Too often we see organisations choosing to focus on the lowest scoring items in their survey. Frequently, however, the lowest scoring items in an employee survey do not have a significant impact on important outcomes like employee engagement or peoples’ willingness to stay with the organisation. A Key Driver Analysis allows you to avoid the potential for wasted time, money and other resources.
Create a sense of objectivity around intervention efforts. How do you justify to your managers and to staff generally why some survey-related issues are being targeted but not others? By referring to the results of statistical analysis, you can inject a tremendous amount of objectivity into the employee survey and follow-up process. This helps create greater acceptability of the intervention efforts that arise from the survey process.
*From 2018 onwards, benchmarks will be created on an annual basis in line with the calendar year. You can choose whether you'd like to have the 2016 benchmark that includes organisations that surveyed Sep 2015-Sep 2016, or wait until January 2018 for the benchmark that includes organisations that surveyed Jan-Dec 2017. Speak to your project manager for more information.
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