Solution and Science
What you'll learn:
Includes information on all elements of the PI Diagnose solution including the Employee Experience Survey, PI software, Employee Experience Coaching services, and Take Action workshop. The PI science section summarizes the research that was conducted to develop the Employee Experience Survey.
Solution and Science
Employee Experience coaching
The Employee Experience Coaching package walks through the paces of an engagement project from beginning to end advising on key opportunities for the consultant to deliver value-add services.
The coaching content includes an end-to-end walk-through of the Diagnose software along with full details on advisory services you can offer your clients in the areas of:
- Assess client readiness and select the right time to launch
- Manage the Project
- Deliver Insights
- Take Action
The following summary includes the main takeaways from the Employee Experience Coaching field guide, however it is strongly recommended that you read the full field guide.
Assess client readiness and select the right time to launch
You can gauge client readiness at 3 levels:
Identify an Executive Sponsor with widespread access and authority that is not only willing to participate, but is passionate about the relationship between improving the employee experience and business outcomes.
Assign a Project Manager that acts as the initiative owner and has the skills and dedicated time to:
- Set and manage dates
- Maintain accountability
- Coordinate support as needed
Ideally, the Project Manager will have additional support from others in the organization who can help execute on moving parts such as:
- Cleaning up employee hierarchy and demographic data for the software org upload
- Monitoring survey participation
- Socializing your organization’s progress on survey completion
The client organization must be fully prepared to:
- Be transparent
- Share the survey feedback openly with employees
- Talk about plans to take action
The Employee Experience Coaching Field Guide provides a client readiness checklist to help you assess if your client is ready to run an employee experience survey.
Manage the Project
1. Develop project plan
Some clients may freeze in the face of so much employee experience data and so many potential actions. The project plan helps to avoid paralysis by analysis by giving both you and the client a clear path to continually refer back to as guidance for the next planned steps at each phase of the project. Key aspects of the project plan include:
- Having the client clearly identify both the near and long-term business objectives of the project
- Ensuring that as one project step is being completed, the following step is concurrently being prepared and put into motion.
2. Build disciplined post-survey timeline
The most critical events take place AFTER the survey has been sent out to employees. This is where the client:
- Reviews results with their leadership team
- Takes a deep-dive into organization-level opportunities and consider which actions to take
- Share results with their entire organization
- Train managers to interpret their reports and prepare their action plans
The Employee Experience Coaching Field Guide provides a post-survey timeline that you can use to communicate to your client the steps they should expect to take and when to do what.
The deliver insights phase of the employee experience survey project includes the following three areas:
1. Interpreting results
After the survey closes, there are four primary methods for reporting employee experience results:
This is a PDF report produced by the software and available to the client. It includes data from all survey responses completed by employees in the organization.
This is a visualization of the employee experience data in the software. It is a summary of dimension scores for Engagement, Job, Manager, People, and Organization across each company department. Colors are used to highlight where a department’s dimension score is significantly above (green) or below (orange) the client’s organization benchmark.
This is a slide presentation that is created to present the overall organization employee experience results to the client’s executive team. The client is capable of creating/delivering the Executive Debrief however they are likely to ask for your support. This is a consulting opportunity for you to add considerable value to the project.
This is a PDF report produced by the software and available to the client. A separate Team Report is produced for each leader in the organization with 5 or more employees having completed the survey.
The first step to interpreting the results is to understand how the data is calculated and represented in the reports:
- Employee responses included: The Organization Report is for the entire organization. The Team Report is generated for a specific leader. It only includes survey responses from employees that either report directly to that leader or report to managers under that leader in the organization hierarchy.
- Benchmarks referenced: In the Organization Report, percent favorable scores are compared to the scores of external companies in the PI XP Benchmark. For the Team Reports, the percent favorable scores on the items are compared to that client organization’s internal overall percent favorable scores.
If you and your client focus on only one part of the Organization Report or Team Report, make it pages 2 and 3. These include the essential highlights of the employee’s experiences working at the organization including:
- Scores for Engagement, Job, Manager, People, and Organization on page 2
- Identification of Strengths and Blind Spots on page 3.
This benchmark is used in the Organization Report. It is PI’s external benchmark based on over 3,000 survey responses from employees across 20 industries. Benchmarks are provided at both the Dimension and Item level.
All of the numbers presented in the reports are % Favorable scores. When you look at each number on the report, the number tells you the percentage of people who selected either Agree or Strongly Agree for that item.
This scoring algorithm uses a series of statistical analyses to identify 3 items as strengths and 5 items as blind spots. The calculation considers:
- Impact on Engagement: The algorithm analyzes how strong of a driver an item is for engagement.
- Comparison to Benchmark: The algorithm takes into consideration the benchmark comparison to identify the final list of strengths (items most above the benchmark) and blind spots (items most below the benchmark).
The Employee Experience Coaching Field Guide includes in-depth information on all of the reporting and scoring details. It also includes links to access sample reports for the Organization Report and Team Report.
2. Executive debrief
Finding the story to tell the executives about the survey results is a critical step in the project. The message about key themes occurring in the employees’ experience at work is more likely to resonate and seem meaningful if given as a story.
- PI provides an Executive Debrief Template for this session to help you and the client get started telling the story at the overall level.
- PI provides consultant only access to action plan content slides that can be incorporated into the Executive Debrief presentation. This allows you as the consultant to add value by helping the client create momentum and focus to begin the conversation on taking action.
The Employee Experience Coaching Field Guide includes a link to access the Executive Debrief Template including the consultant only action plan slides. A link to a fully populated sample Executive Debrief presentation is also included.
3. Communicate to Stakeholders
Before the results of the experience survey are communicated to all employees, the executive team should debrief the manager group separately on the primary findings and themes. The key messaging elements that should be included in the manager debrief are:
- Celebrate manager strengths as successes
- Be transparent about blind spots as opportunities
- Emphasize the critical role managers play in driving positive change on their teams and unlocking the discretionary effort of employees
- Make it clear that all employees have a role to play. Senior leaders must lay the foundation for the initiatives that will drive organizational change. Individual contributors must also actively participate in identifying solutions to challenges, setting goals, and committing to behavior change.
- Commit to taking action. This is achieved by providing clarity on next steps and the manager support plan.
After the client has aligned with their executive team on a course of action via the Executive Debrief and briefed managers on the results, it’s best to communicate survey results to all employees as quickly as possible.
The all company meeting to present employee experience results should:
- Be conducted in-person to provide opportunities for employees to ask questions and share their thoughts
- Communicate openly and collaboratively about the insights and action plan to improve engagement in their workforce.
- Outline next steps for how managers will be meeting with their teams to review the Team Report results and create action plans.
The Employee Experience Coaching Field Guide provides in-depth details on how you as the consultant can support your client in taking action on the results of the survey. This section of the field guide consists of the following areas:
- Best practices
- Managers taking action
- Take Action workshop
1. Best practices
The ownership of actions coming out of the XP Survey fall in two categories:
- Those under the responsibility of your client’s leadership. They typically include actions that relate to Organization and People.
- Those under the responsibility of the client’s managers. They typically include actions that relate to Jobs and Managers.
The optimal sequencing of action you should recommend to your client is therefore the following
- Set up an execution team
- Initiate actions to support managers first
- Conduct additional fact-finding and root cause review
- Identify and launch quick hits
- Implement the long-term plan
- Continue to communicate
The Employee Experience Coaching Field Guide provides full details on how to advise your client through each of these sequencing steps.
2. Managers Taking Action
It is your role as the trusted advisor to counsel your client to understand that successful manager action is an ongoing cycle, not a one and done event. The cycle includes the following phases:
- Understand the situation
- Plan action with their team
- Act on the plan
- Reflect on progress
- Adjust as needed
The Employee Experience Coaching Field Guide provides full details on how to consult with your client to support the manager action cycle including:
- Descriptions of each step in the cycle
- A tactical manager action roadmap
- Recommendations for coordinating efforts across management tiers
- A framework for conducting an onsite manager session if the client becomes concerned that manager action has stalled
3. Take Action workshop
To best support your client and their managers, the optimal path is to sell them one or more sessions of the Take Action workshop.
The Take Action workshop is a half day, in-class learning experience for managers and an upsell opportunity for the consultant. The workshop serves as a kick-off event to begin the process of managers taking action with their teams. The consultant serves as workshop facilitator to support the managers in understanding their team experience survey results and learning how to unlock discretionary effort with their employees. Key areas of focus include team collaboration, action planning, and people-focused strategies.
After the Take Action workshop, managers receive access to the Learning and Engagement Action Platform (LEAP), which includes the resources that will support managers to achieve their goals for driving positive change with the employees on their teams.
A digital email nurture campaign is also provided as a companion resource to LEAP. These weekly email notifications highlight key digital resources available on LEAP and relevant to the actions they should be taking during that time frame.