Measuring the Success of Employee Engagement , livre ebook

Association for Talent Development - Rebecca Ray , Phillips Jack J. , Patricia Pulliam Phillips

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142 pages

English

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Description

Employee engagement, impact, ROI—if you can’t connect the three, your program’s in trouble.

The number of employees who sleepwalk through the day or undermine the work of their engaged counterparts is on the rise. More and more companies are turning to engagement programs to recoup lost revenue and productivity. But these pricey endeavors can lose critical funding when they are designed without business impact in mind.

In Measuring the Success of Employee Engagement, renowned experts Jack Phillips and Patti Phillips and knowledge organization expert Rebecca Ray help you make the business case for an employee engagement initiative. More important, you’ll discover what it takes to build a program with the end in mind. By following real case studies that show the Phillips’s ROI Methodology in action, you’ll learn how to avoid narrowly focusing your efforts on behavioral outcomes alone.

Measuring the Success of Employee Engagement is an essential resource for all who support employee engagement efforts, from the chief learning officer to individual members of employee engagement teams. Ensure that your employees drive innovation and increase sales with an engagement program that earns its keep.

Sujets

Efficacité professionnelle

Efficacité

Business

Economics

Training

Employabilité, métiers et formations

Informations

Publié par	Association for Talent Development
Date de parution	11 avril 2016
Nombre de lectures	0
EAN13	9781607280095
Langue	English

Informations légales : prix de location à la page 0,1948€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

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© 2016 ASTD DBA the Association for Talent Development (ATD) All rights reserved. Printed in the United States of America.
19 18 17 16           1 2 3 4 5
No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except in the case of brief quotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, please go to www.copyright.com , or contact Copyright Clearance Center (CCC), 222 Rosewood Drive, Danvers, MA 01923 (telephone: 978.750.8400; fax: 978.646.8600).
Chapter 1 was originally published as “Engage Employees at Work: Changing the Nature of Work to Maximize Performance,” chap. 6 in High-Impact Human Capital Strategy (New York: AMACOM, 2015), and is adapted with permission.
ATD Press is an internationally renowned source of insightful and practical information on talent development, training, and professional development.
ATD Press 1640 King Street Alexandria, VA 22314 USA
Ordering information: Books published by ATD Press can be purchased by visiting ATD’s website at www.td.org/books or by calling 800.628.2783 or 703.683.8100.
Library of Congress Control Number: 2016932260
ISBN-10: 1-56286-918-3 ISBN-13: 978-1-56286-918-2 e-ISBN: 978-1-60728-009-5
ATD Press Editorial Staff: Director: Kristine Luecker Manager: Christian Green Community of Practice Manager, Senior Leaders & Executives: Ann Parker Associate Editor: Melissa Jones Text and Cover Design: Iris Sanchez
Printed by Versa Press, Inc., East Peoria, IL
Table of Contents
Preface
Part I:           The ROI Methodology: A Credible Approach to Evaluating Employee Engagement
Chapter 1     The Importance of Employee Engagement
The Shifting Nature of Work
Stages of Engagement
Macro Versus Micro View
A Model for Engagement Implementation
Final Thoughts
Chapter 2     A System for Measuring the Impact and ROI
How and Why Engagement Fits With ROI
Types of Data for the ROI Methodology
Selecting Programs for ROI Analysis
ROI Process Model
Final Thoughts
Chapter 3     Alignment of Engagement Programs and Evaluation Planning
Achieving the Proper Alignment
Evaluation Planning
Case Study
Final Thoughts
Chapter 4     Data Collection at All Levels
Quantitative and Qualitative Data
Questionnaires and Surveys
Testing
Interviews
Focus Groups
Observations
Action Plans and Performance Agreements
Monitoring Performance
Improving the Response Rate for Data Collection
Sources of Data
Timing for Data Collection
Selecting the Appropriate Data Collection Method for Each Level
Final Thoughts
Chapter 5     Practical and Credible Data Analysis
Isolating the Effects of the Program
Converting Data to Monetary Units
External Studies
Tabulating the Costs of the Program
Calculating the Return on Investment
Identifying the Intangibles
Final Thoughts
Chapter 6     Reporting Results to Appropriate Audiences
Guidelines for Communicating Results
The Cautions of Communicating Results
The Complete Report
Using Meetings
Routine Communication Tools
Routine Feedback on Progress
The Communication Plan
Final Thoughts
Chapter 7     Implementing and Sustaining ROI
The Importance of Sustaining the Use of ROI
Implementing the Process: Overcoming Resistance
Assessing the Climate
Developing Roles and Responsibilities
Establishing Goals and Plans
Revising or Developing Guidelines and Procedures
Preparing the Team
Initiating ROI Studies
Preparing the Clients and Executives
Removing Obstacles
Monitoring Progress
Final Thoughts
Part II:         Evaluation in Action: Case Studies on the Evaluation of Employee Engagement
Chapter 8     Measuring ROI in Employee Engagement With a Bonus
Chapter 9     Measuring ROI in Employee Engagement With a Broad Focus
Chapter 10   Measuring the ROI of a New Engagement-Based Selection Process
Chapter 11   Measuring ROI for Engagement Linked to Retention Improvement
About ROI Institute
About the Authors
Index
Preface
A large construction aggregates company with 300 plants was facing a typical challenge. Although it was successful, there was an opportunity to improve. In a low-cost industry, the company struggled to keep operating costs below the target numbers. However, company executives believed that if employees were more engaged, plant-operating costs should be reduced. A survey was administered to confirm the status of engagement, and the results were much lower than expected. The employee engagement system needed to be revised. The vice president of operations agreed, and approved a project that involved:
•   adjustments in job descriptions and responsibilities
•   a revision of the definition of engagement
•   formal training with employees and plant managers
•   sharing cost data with employees
•   brainstorming sessions with employees to generate cost-saving ideas
•   routine meetings with employees to discuss actions
•   a gainsharing program that shared half the cost savings with employees.
The project would be implemented on a pilot basis with six plants. If successful, it would be implemented in all plants at a cost of about $12 million. The VP of operations was willing to make this investment if the human resource function could show the financial return on investment (ROI)—“How can I spend this amount of money and not show my shareholders the return on this investment?” This request presented a challenge to the HR executives, who had never pursued an ROI study for any of their previous projects.
This case study highlights three developing trends:
•   Globally, a record amount of money is being invested in employee engagement, as confirmed by several benchmarking reports.
•   A record number of requests are being made for accountability for employee engagement, including showing impact and ROI for major programs.
•   Human resource professionals, particularly those involved in these soft skill areas, must be prepared to step up to this challenge, not only when impact and ROI are requested, but ideally before the request is made. HR professionals around the world are doing just that by developing the skills to become certified ROI professionals (CRP).
This case study has a happy ending, as detailed in chapter 8 of this book.
SNEAK PREVIEW
Measuring the Success of Employee Engagement addresses the issues outlined in the case study. It demonstrates how employee engagement can be evaluated, including measuring impact and ROI. This method represents a significant change in employee engagement because this process begins with the end in mind—the business impact, if it is evaluated at that level. This shift in thinking about employee engagement, which often begins with seeking new engagement behaviors, moves the discussion to business improvement. New behaviors are sought and needed for a reason, which often involves driving the impact of a group of people.
This book will take you through the necessary steps to make this development, and points to other resources for more detail if necessary. The information in the first half is complemented by the case studies in the second part, which use real-life examples to amplify how this challenge is being met. Measuring the Success of Employee Engagement is an essential resource for the employee engagement team, chief learning officer, chief talent officer, chief human resources officer, and others who support employee engagement.
THE FLOW OF THE BOOK
This book begins with a chapter about the status of employee engagement and the challenge of showing its worth to the organization. The next six chapters present the ROI Methodology, which is the most documented and used evaluation system in the world, and fits perfectly with employee engagement. Many practitioners are using this approach to clearly show the value of employee engagement using data that top executives appreciate and understand. Part II presents case studies that offer a variety of settings, programs, and content.
TARGET AUDIENCE
The principal audience for this book is individuals involved in leading the human resource or the learning and development function. Whether their title is chief learning officer, chief talent officer, or chief human resources officer, these individuals need to understand that major employee engagement programs are not only necessary, but can also provide impressive business results. When this value is shown, it improves support, respect, and critical funding for future employee engagement programs.
A second audience is employee engagement directors, organizers, coordinators, and consultants charged with implementing employee engagement in organizations. These practitioners need to know how to set up employee engagement programs to deliver value from the beginning, how to keep the focus on the business impact throughout the process, how to follow up to see if the business impact has been delivered, and how to show the financial ROI directly from the employee engagement program.
A third audience is individuals who are involved in or support employee engagement in some way. This group includes the participants of the program, managers who have some of their own team involved, advisers to the employee engagement team, employee engagement facilitators, external consultants and designers, and developers of employee engagement programs. For individuals in any of these roles, this book provides further evidence that employee engagement is making a difference and satisfying the appetites of the executive group.
CASE STUDIES
The case studies presented here represent a cross section of employee engagement programs with different levels of participants and in different types of organizational settings, such as manufactur