hr_Analyze_and_Act_on_Employee_Engagement_Data_Storyboard_V2.pptx

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1. Analyze and Act on Employee Engagement Data Avoid analysis paralysis with a timely and tailored approach to action planning.

2. E x ecuti v e Summary Employee engagement positively impacts organizational outcomes and is positively related to employee and organizational performance. Engaged employees are more committed, innovative, and customer focused, yet work on engagement often stops with surveys. Situation 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 59 engagement driver questions (McLean & Company Engagement Database, 2020-2023; N =94,995-219,903). Launching an engagement survey is like diving into a new adventure. Just like any journey, a lack of preparedness and inaction increases the risk of negative consequences. Complication 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 the organization. Analyze and communicate the results to key partners 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. Solution The most critical part of engagement happens after a 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. McLean & Company Insight

3. Employee engagement positively impacts organizational outcomes Employees with higher levels of engagement are more likely to innovate and contribute to a thriving culture (Inspirus, 2023). Engaged employees are more committed, innovative, and customer focused: 92% of executives agree that engaged employees lead to increased customer satisfaction (Harvard Business Review, 2020). % reporting being very committed to their organization ( N =177,527) % reporting expecting to be at the organization a year from now ( N =150,256 ) Disengaged Engaged McLean & Company, Engagement Survey Database, 2020-2023 Engagement is positively related to employee and organizational performance: McLean & Company, Engagement Survey Database, 2020-2023

4. Yet work on employee engagement often stops with surveys However, only 55% of employees in the average organization agree with the statement “This organization takes actions to improve employee engagement based on employee feedback” (McLean & Company’s 2020-2023 Engagement Survey Data; N =194,771) . Taking action to improve employee engagement pays off… McLean & Company, Engagement Survey Database, 2020-2023; N =232 Don’t expect that employees will connect the dots by themselves. Communicate and follow through on timely analysis of engagement data and action planning or the impact of seeking employee feedback will be lost. McLean & Company Insight

5. Bridge the gap between survey launch and action This blueprint covers actions to take after running an employee engagement survey. 1. Develop an engagement program strategy 2. Scope survey project 3. Prepare to launch 4. Run survey 7. Build and implement action plans 5. Analyze results 6. Develop insights and actions 8. Conduct regular check-ins Note: Look for the chess icon throughout the blueprint as some decisions will have been made as part of the earlier engagement program strategy step. See McLean & Company’s Develop an Engagement Program Strategy for guidance related to the first four steps of this roadmap.

6. Use McLean & Company’s resources to move through the stages of the employee engagement program 1. Develop an engagement program strategy 2. Scope survey project 3. Prepare to launch 4. Run survey Use McLean & Company’s annual Engagement Survey . Contact us for help with scoping, launching, and running an engagement survey. Use McLean & Company’s Develop an Engagement Program Strategy . Use McLean & Company’s Improve Survey Response Rates Guide . Use McLean & Company’s Employee Engagement Survey Scoping Checklist . 5. Analyze results 6. Develop insights and actions 8. Conduct regular check-ins 7. Build and implement action plans Use McLean & Company’s Analyze and Act on Engagement Data (this project). Use McLean & Company’s Analyze and Act on Employee Engagement Data (this project). Use McLean & Company’s Analyze and Act on Engagement Data (this project). Use McLean & Company’s Equip Senior Leaders to Drive Employee Engagement . Use McLean & Company’s Build a Change Sustainment Plan .

7. Follow McLean & Company’s three-step process to act on employee engagement data 2. Develop insights and actions 3 . Build and implement action plans 1. Analyze results

8. Step 1 Analyze results This step will walk you through the following activities: Identify organizational priorities and determine the right approach to analyzing results and action planning for the organization. Analyze and communicate the results to key partners and define their roles. After completing this step you will have: Determined organization-wide employee engagement priorities Developed an approach to employee engagement analysis and action planning Analyzed survey results Presented employee engagement results and timelines 1. Analyze results 2. Develop insights and actions 3 . Build and implement action plans

9. Identify existing organization-wide priorities Review the engagement strategy to identify existing priorities that can be impacted by engagement analysis and action planning . If there is no engagement strategy in place, examine the organizational strategy, goals, and initiatives. For example, if an organization is prioritizing innovation, focusing engagement action planning on areas that align with or support innovation would be a good place to start. Voluntary turnover rates Customer retention rates Metrics: What are ways to measure those outcomes? Improve the employee experience to then improve the customer experience. Purpose: What is the purpose of engagement? Goals: What are the outcomes of engagement? What does an engaged workforce look like? Improve team dynamics Increase customer satisfaction Review the purpose of engagement, goals, and metrics, and connect identified organizational priorities accordingly. Use McLean & Company’s Develop an Engagement Program Strategy . Record the purpose, goals, and metrics in tab 2 of the Employee Engagement Action Planning Workbook . Follow the approach below to identify engagement priorities at the organization using the following information: Engagement strategy Strateg ic goals, roadmap, and plans Organizational mission, vision, and values Engagement action planning is not just about addressing employee feedback. The best engagement actions address both priority engagement drivers and organizational needs. This allows for quick wins and buy-in for actions that help propel engagement initiatives forward.  McLean & Company Insight See McLean & Company’s HR Metrics Library for examples of metrics used to measure and track progress for goal achievement or toward outcomes.

10. Most engagement survey providers provide the following three levels of analysis: Participation rates Engagement levels Drivers Reviewing engagement results at a high level will help to determine the approach to engagement and further analysis . Pay special attention to results in comparison to last year. Participation rates Overall engagement level Ensure the participation rate is high enough that the results represent a majority of employees before taking broad actions across the organization . Aim for at least 80%, but best practice is to compare to previous years’ participation rates. The overall engagement breakdown (e.g. % engaged, % disengaged) How results have changed since the last survey If the score is unexpectedly low and will shock key partners McLean & Company’s overall benchmark for engagement is 63% ( McLean & Company Engagement Survey Data 2020-2023, N =266,130); however, best practice is for an organization to benchmark internally. Examine: Engagement drivers are areas that influence an employee’s happiness and commitment to their day-to-day role and their organization. Most survey providers will have their own engagement drivers, however, theme drivers by factors at the job level (e.g. empowerment) versus factors at the organization level (e.g. culture) to generate a better understanding of where action needs to be taken. Answer the following questions: Which drivers scored the highest? Which scored the lowest? Are there any clear areas to improve or quick wins? Drivers Input high-level results in tab 3 of the Employee Engagement Action Planning Workbook . Review employee engagement results at a high level

11. Confirm organization-wide priorities This high-level, easy-to-read report plots engagement drivers by engagement score and impact of each driver on engagement based on statistical analysis. It is always included in McLean & Company Engagement Reports. If the survey provider reports on results differently, graph individual driver scores against importance to highlight priority drivers. Priority drivers include both strengths and weaknesses. Don’t fall into the trap of concentrating only on weaknesses – be aware of what the organization is doing well to celebrate those areas to maintain them. It’s better to fully implement a few actions for one priority than to build a larger plan and not fully act on any initiatives due to other organizational priorities or lose momentum due to the sheer number of priorities or initiatives. Select priorities that tie to organizational strategy. Evaluate the current organizational context, what has been done in the past, and other relevant factors . Remember: Some engagement drivers require action at certain levels of the organization. For example, managers should not be expected to change the culture without action by senior leadership. McLean & Company recommends selecting one to three areas to improve or maintain Add organization-wide priorities in tab 3 of the Employee Engagement Action Planning Workbook . Consult the priority matrix if possible Low-scoring drivers should not automatically become priorities. Look for the drivers that, if improved, will have the greatest positive impact on employees’ engagement. McLean & Company Insight

12. Understand the different approaches to employee engagement analysis and action planning Centralized approach: Priorities are identified at the organizational level and all levels of action planning are based on the same priorities. Decentralized approach : Analysis, priorities, and action planning are identified at each level. Hybrid approach: Organizational priorities are identified, and further analysis happens at the other levels to dig deeper on those priorities to identify unique priorities for those levels and better tailor action planning at those levels. Organizational-level priorities Organization action planning Organizational-level analysis The approach to engagement analysis and action planning must be decided as soon as possible. Organization action planning Department analysis Team analysis Department action planning Team action planning Organizational-level priorities Organizational-level analysis Department-level priorities Team-level priorities Department action planning Team action planning Department- level priorities Team-level priorities Department-level analysis Team-level analysis

13. Determine an action planning approach that aligns to culture and employee engagement maturity Engagement themes Consistent results across the organization Different results across the organization Capacity Each level has capacity to analyze and execute on engagement Limited capacity for additional analysis and action planning Culture Top-down decision-making Decentralized decision-making Leadership capability Limited experience with engagement Leaders are equipped to fully own engagement A high-level review of engagement results will inform the approach to analysis and action planning. Use the following criteria to determine the approach to engagement, ensuring that it is aligned with the organization’s culture and any previous engagement experience. Nature of work Homogeneous work Heterogeneous work Centralized approach Decentralized approach Hybrid approach Input approach in tab 4 of the Employee Engagement Action Planning Workbook . Prepare to be flexible. The approach to engagement analysis and action planning may change in light of further analysis or over time as the organization becomes more experienced with the process. McLean & Company Insight

14. Analyze survey results HR needs to review all survey comments but also be cautious to not let them skew data analysis. Take into account if, how, and with who survey comments will be shared. It may be more appropriate to theme comments and share overall themes as opposed to verbatim comments. Tips when reviewing comments: Identify common or recurring themes. Don’t take comments personally. Don’t try to trace comments back to a certain employee. Remember, comments aren’t necessarily a representative sample – look at them in context.  Segment according to the level of analysis that aligns to the approach to engagement levels, participation rates, driver analysis, and survey comments determined in step one. For example, in a decentralized approach, custom segment reports will be required for identification of priorities at a more segmented level. This allows for more accurate root cause analysis, provides clarity on the data, drives insights, and allows for customization. Sample segments: Department Location Position Salary range and type Team Manager Full-time/Part-time Gender Age Segment the data to analyze further Use the Guide to Navigating the McLean Connect Dashboard to learn how to drill down into the organization’s McLean survey results. Survey comments The engagement story can change based on how the data is segmented. Dig beneath organizational averages to understand what is really going on.  McLean & Company Insight

15. Determine roles and timelines Senior Leaders Hold people managers accountable for implementing action plans.   Communicate the ongoing work being done on engagement. Be transparent about what can and can’t be accomplished. Work with HR to develop an approach for action planning and identify expectations for people managers. Continue to communicate why engagement is a priority for the organization. If the following has not been outlined in the engagement strategy, use McLean & Company’s suggested roles and timelines: People Managers Take a close look at their own team's results. Work with teams to develop ideas for improvement in selected areas. Develop and execute action plans to improve engagement in their team . HR Advise leaders of the process and their roles. Monitor organizational changes (any action planning at the organizational level) as a result of the survey. Ensure thorough communication throughout the survey process. Field employee concerns as an objective point of contact. Develop the tools and resources to execute on engagement action plans. Employees Participate in the survey process and action items that follow. Provide honest and detailed feedback. Build and implement action plans 6-12 months Analyze results 2-4 weeks Develop insights and actions 3-4 weeks Conduct regular check-ins Ongoing Key partner roles Timelines McLean & Company recommends that analysis and action planning occur concurrently across levels of analysis. Review key partner roles and accountabilities outlined in tab 5 of the Engagement Program Strategy Workbook . Ensure that timelines for results-sharing and action-planning logistics match those outlined in tab 4 of the Engagement Program Strategy Workbook . When determining the ownership of action planning for leaders, ensure they have the knowledge and experience to ensure they can fulfill their accountabilities. McLean & Company Insight

16. Update the communication plan Depending on the engagement analysis and action planning approach and the organization, different communication strategies may be necessary for different key partners. Example communication strategies tailored by audience: HR: Host a team meeting to outline the organization-wide communication plan. Senior leadership: Schedule time at an executive meeting to go over all results and delineate who is responsible for sharing what. Managers: Host a series of launch meetings to go over results, so managers can act as subject matter experts. Employees: Host a town hall. What will be shared Depending on the approach to engagement, different reports will need to be shared. If analysis is happening at different levels, a custom report will need to be shared with each segment. Start with full transparency, then dial back as needed. Department comparisons and demographics are all things to evaluate. Be thoughtful with verbatim comments; comments provide important context to the scores; however, details can jeopardize anonymity. How results will be shared Identify who will be sharing the results and if key partners should share different levels of results (i.e. organization-wide and department-specific). The nature of work and what will be shared determines the best delivery method for sharing the results, (i.e. emails for remote staff and in-person meetings, where possible, for more sensitive results). Use McLean & Company’s Engagement Program Action and Communication Plan to review the detailed program and communication plans outlined in tabs 3 and 4, and use the Engagement Program Strategy Workbook to review the engagement results sharing plan outlined in tab 4. Confirm next steps When results will be shared Share survey results as soon as possible after closing the survey. Even if priorities haven’t been identified, it shows key partners that action is on its way. Determine if results will be shared all at once or if organizational results will be shared before segmented results. Use McLean & Company’s Employee Engagement Action Planning Workbook to record next steps in tab 5 .

17. Share results and priorities Inform key partners of survey results and organization-wide priorities Once engagement survey results have been received and organization-wide priority drivers are identified and compared against additional metrics, it’s time to share these results with key partners. Anyone responsible for developing insights and actions needs to be provided with organizational reports and segmented results at the relevant level. Ensure additional metrics are shared, as appropriate, to paint a fuller picture, e.g. voluntary turnover rates measured as a metric of the engagement program strategy. HR’s role: HR distributes results to appropriate segments, e.g. regional managers or department heads. HR is responsible for developing insights from organization-wide data. Appropriate groups are responsible for developing insights from their data. Develop communication tools Develop presentation decks, where applicable, to share results with all identified segments. Make sure to include: Organization-wide survey results and priority drivers Segmented engagement survey results Appropriate additional metrics If key partners outside of HR will be responsible for action planning based on results from McLean & Company's Engagement Survey, ensure they are equipped with the tools to communicate their results, analyze their data, and take action. Use McLean & Company’s: Guide to Interpreting Your Overall Engagement Report . to help managers interpret engagement results. Overall Engagement Survey Results Debrief Template to develop an engagement results presentation. Engagement Action Planning Manager Toolkit . to help managers interpret and act on engagement results.

18. Step 2 Develop insights and actions This step will walk you through the following activities: Determine the right approach to develop insights and actions and equip managers to conduct qualitative analysis. After completing this step you will have: Evaluated and selected methods for qualitative analysis. Equipped managers with the tools to conduct qualitative analysis. Developed insights and actions. 1. Analyze results 2. Develop insights and actions 3 . Build and implement action plans

19. Employee engagement data is only one part of the story Survey Results Analysis Insight Qualitative Data Metrics Examining data in isolation makes identifying key opportunities unlikely. Analysis and insight generation are required to determine the most impactful initiatives. Engagement data is the foundation that guides engagement action planning; however, analysis and insight generation are required to determine the most impactful initiatives. Uncovering insights is the key to understanding the organization’s full engagement story. Data analysis and deriving insights should take approximately five to eight weeks. Get to the engagement story quickly to launch initiatives and keep momentum going. Without asking employees what will engage them, you’re only getting half the story. Collecting qualitative data is a way to tap into the employee voice, which humanizes the data and brings the organization’s engagement story to life. McLean & Company Insight

20. Tune in to the employee voice to get the story behind the numbers Employee voice is a means through which employees feel empowered to exchange ideas, raise concerns, and become involved in organizational decisions regardless of hierarchical differences. Survey data can help select priorities for action planning, but if actions are assumed without engaging the voice of employees, there is a great risk of choosing the wrong actions and wasting effort. The employee voice will help fill in the blanks and pull insight from the numbers. Not comfortable sharing Willing to share Voice Employee voice builds over time. When employee feedback is acted upon, the circle of what employees are willing to share grows. To select the best qualitative data collection method: Evaluate the organization’s context, culture, and structure and the approach to engagement analysis defined in step one. Take stock of the associated metrics; think about the information being complemented. Assess how engagement results may impact the effectiveness of the method (e.g. if employees have issues with their leader, having the leader run a focus group won’t produce honest feedback). Determine how ready the organization is for this level of transparency. The more interactive the method, the more important trust and honesty become. Be realistic – the organization may not be ready for certain methods. Keep timeliness and available resources in mind. Engaging the voice of employees prevents choosing the wrong actions while giving them a greater sense of ownership. McLean & Company Insight Use McLean & Company’s Introduction to Psychological Safety for HR for best practices on building a psychologically safe space where employees feel comfortable to contribute and exchange ideas without fear of negative consequences.

21. Evaluate methods for qualitative analysis Select the methods for qualitative analysis that reflect resources available: Employee forums Obtain feedback from a large employee audience (e.g. online message boards, town halls).  Pros: Provides every employee with the opportunity to participate. Minimal time investment. Considerations: Passive approach. Confidentiality concerns. Focus groups Conduct guided discussion or feedback sessions with groups of employees. Pros: Can guide the discussion around priority drivers. Efficient way to obtain direct feedback with limited time/resources. Considerations: Time intensive. Employees who don’t take it seriously can have a negative impact on the rest of the group or select employees may dominate the discussion. Use McLean & Company’s Engagement Focus Group Guide . Considerations: Exit surveys are not interactive. Not directly focused on employee engagement or the priority drivers. Confidentiality concerns. Low return rates. Exit interviews Survey departing staff regarding their experience with the organization. Pros: Builds on existing processes. Departing employees may be more honest and candid. Use McLean & Company’s Exit Survey . Considerations: Time intensive. Interviewers need to be trained and comfortable having these conversations. Confidentiality concerns. 1-on-1 interviews Interview staff to gather feedback on employee engagement results and priority drivers. Pros: Feedback is obtained from all employees. Consistent with the N=1 approach. Use McLean & Company’s Stay Interview Guide . 1 2 3 4 Record qualitative analysis methods in tab 6 of the Employee Engagement Action Planning Workbook . Don’t go into the data collection process with preconceived notions. Be aware of how bias might play into the selected qualitative data collection methods. McLean & Company Insight

22. Reengage the disengaged Build trust with and support disengaged employees. Equip managers to conduct qualitative analysis Managers’ unique relationships with employees allows for deeper qualitative analysis. Use the following McLean & Company resources to empower managers to act on employee engagement data: At the team level, managers can take the following actions : Interpret team-level engagement results Empower managers to interpret survey results at the team level and identify strengths, weaknesses, and focus areas. Conduct 1-on-1s Interview staff to gather feedback on employee engagement results and priority drivers. Conduct focus groups with their team Conduct guided discussion or feedback sessions with groups of employees. Facilitate discussion/activities Discuss results and identify actions to improve employee engagement. Become an engaging manager Apply the 3i’s – interact, inform, and involve – to engage employees. 3i’s Employee Engagement Action Planning Manager Toolkit Stay Interview Guide Guide to Navigating the McLean Connect Dashboard 3i's of Engaging Management – Manager Guide Identify and Reengage Disengaged Employees – Manager Guide

23. First, identify additional metrics to aid the analysis. Required levels of analysis will vary based on the engagement analysis approach Evaluate insights within the context of culture Conduct qualitative analysis on organizational priorities Ask key questions to bring insights to light Sample Non-HR Metrics: Revenue Profit margin Operating expenses Customer satisfaction Customer retention Sales growth Sample HR Metrics: Retention rate Absenteeism rate Revenue per FTE Promotion rate Labor cost per FTE Vacancy rate What are some unexpected connections between engagement results, metrics, and qualitative data? What is the organization doing well to maintain the priority drivers of strength? Where might the organization be slipping in the priority drivers of strength? What opportunities are available to address priority drivers in the “improve” area? To uncover insights. Next, use: Engagement results Metrics Qualitative data If looking at engagement from a granular perspective, how do these insights apply at the organizational level? If looking at engagement from an organization-wide perspective, how do these insights apply at the granular level? How do the insights fit into the wider organizational context? The organization’s history with engagement surveys? Is the organization undergoing transformational change? Are there internal/external environmental factors that may have an impact? 1. Identify how the priority drivers are linked to strategy and which available metrics will help provide additional insights. 2. Use McLean & Company’s Employee Engagement Action Planning Workbook to record insights in tab 6. Action often lacks leadership support if HR doesn’t get underneath the engagement numbers to tell a compelling story. McLean & Company Insight

24. Step 3 Build and implement action plans This step will walk you through the following activities: Identify initiatives with the highest impact on organizational priorities, set timelines and task owners, and track progress using McLean & Company templates and tools. After completing this step you will have: Identified initiatives that align to the organization and impact priority drivers. Set timelines and task owners to keep engagement alive. Created initiative profiles to track progress on initiatives. Communicated progress on engagement. 1. Analyze results 2. Develop insights and actions 3 . Build and implement action plans

25. Identify initiatives that are aligned to the organization’s strategy and will impact priority drivers Reflect on the priority drivers identified in step 1 to help determine where to focus efforts for the greatest impact. Evaluate quick-win initiatives that will have immediate results and long-term projects that will have a significant impact. Look for actions that can be implemented to impact multiple engagement drivers. Leverage strengths What should the organization continue doing with respect to this engagement driver? If this driver was done well, what would it look like? Which initiatives will help the organization close the gap between current reality and ideal state for the driver? Don’t only focus on areas that need to improve to boost engagement, also focus on areas that need to be nurtured to maintain engagement. Evaluate the data analysis insights completed in step 2 to identify the organization’s strengths and identify initiatives to leverage and foster them. Ask the following questions Focus on impact New priorities may have emerged through analysis and insight generation. As a result, the approach to action planning may also change from what was originally planned. At each level of action planning, focus on one to two initiatives that are aligned to organizational priorities, impact the priority drivers, and will have the greatest impact on engagement. Identify organization-wide initiatives It is difficult to initiate several large-scale, widespread actions successfully. Focus on one to two initiatives, and if analysis isn’t happening at levels other than the organization, simply tailor initiatives to different organizational levels.

26. Focus on delivering high-impact initiatives Evaluate the following when prioritizing initiatives: Drivers impacted Which drivers are impacted? Are multiple drivers impacted? Impact on employees What impact will this have on employee engagement? Significant impact? Moderate? Low? Effort What amount of effort will implementation of this initiative require? For the team, the organization, and HR? Organization/team readiness for change How drastic is the change? How ready is the organization and team for this change? Alignment with organizational strategy To what degree does this initiative align with the organizational strategy? Cost How much will this initiative cost? Is there budget for this? Refer to tab 7 in McLean & Company’s Employee Engagement Action Planning Workbook for available worksheets on prioritizing initiatives. Prioritize aggressively. Focus on delivering a few high-impact initiatives effectively rather than under delivering on many unfocused initiatives. McLean & Company Insight

27. Set timelines and task owners to keep the focus on employee engagement alive S et timelines and check-ins on engagement initiatives in alignment with the broader engagement strategy timelines. Determine who is accountable and how they will be held accountable for actions. Outline task owners and responsibilities. Have leaders share the engagement initiatives implemented and outcomes experienced with other leaders. Promote the sharing of engagement initiatives and best practices throughout the organization. Record timelines and task owners in tab 8 of the Employee Engagement Action Planning Workbook . Giving leadership and managers the tools needed to action plan is not enough. Providing strong follow-up communication and defined accountability improves the likelihood of success in engagement initiatives. McLean & Company Insight

28. Create initiative profiles to track progress on employee engagement initiatives Track initiative details and progress using the Engagement Initiative Card Template . Project Description Insert description of project. "On-the-spot" awards when employees go above and beyond Scope Outline what is in scope and out of scope . Organization-wide initiative; franchises are left out of scope Deliverables Award template Manager training Define above and beyond Presentation on new “on-the-spot” awards Progress Made to Date Outline progress made to date on tasks and goals. Award template has been drafted. Interviewed employees on what above and beyond looks like and crafted definition. Manager training has been drafted. Next Steps and Timelines Outline next steps that will be taken and the timing of each. Deliver manager training by Q4 2023. Deliver organization-wide communication by Q1 2024. Review and iterate awards on an ongoing basis following implementation. Name of Initiative Insert name Owner Insert project owner On track Delayed At Risk

29. Communicate and continue to assess effectiveness and update progress Transparent communication keeps employees in the loop and leads to further engagement. Demonstrate responsiveness to employee feedback and ensure there is communication on which actions have resulted from which engagement results. Communicate engagement initiatives to the organization: Acknowledge employee feedback, but stress that the organization can only focus on a limited number of issues. Explain that priorities have been determined based on their impact to the organization and its employees. Accountability for communication will align with the approach to engagement analysis and ownership of generating insights. Continuously assess the effectiveness of engagement initiatives: Revisit the engagement strategy metrics and determine how engagement initiatives have impacted organizational results. If the organization is using an annual engagement survey, use a pulse survey targeted specifically toward priority drivers. Have managers host team-level discussions to determine initiative effectiveness. Update progress: Communicate how engagement actions have made an impact, and if not, what will be done going forward. Communicate fluctuations in engagement driver scores and any changes to priority drivers based on pulse survey results. Use several communication channels for maximum reach: Organization-wide meetings Organizational intranet Senior leadership panels Newsletters Employee forums Use McLean & Company’s Employee Engagement Action Planning Workbook to update the communication plan in tab 5. Communicating engagement initiatives is a commitment to follow through, otherwise, there is risk of disengaging the employees that need to be engaged. McLean & Company Insight

30. Key insights The most critical part of engagement happens after a 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. Insight 1 Prepare to be flexible. The approach to engagement analysis and action planning may change in light of further analysis or over time as the organization becomes more experienced with the process. Insight 2 To successfully transition ownership of action planning to leaders, provide training, tools, and support. Many leaders will be new to this. Insight 3 Without asking employees what will engage them, you’re only getting half the story. Collecting qualitative data is a way to tap into the employee voice, which humanizes the data and brings the organization’s engagement story to life. Insight 4 Don’t go into the data collection process with preconceived notions. Be aware of how bias might play into the selected qualitative data collection methods. Insight 5 Communicating engagement initiatives is a commitment to follow through, otherwise, there is risk of disengaging the employees that need to be engaged. Insight 6 For information on how McLean & Company can help, see the Workshop Overview: Gather the Employee Voice to Inform Engagement Action Planning .

31. We offer support in communicating results, training managers, and gathering feedback. Manager Training Action Planning Introduction to Engagement Webinar This is an introductory webinar on the importance of engagement and how to interpret engagement survey results. 45 minutes; maximum 200 participants Results Presentations Overall Results McLean & Company will debrief the results of the overall organization engagement survey report to employee population(s) (e.g. executive team, managers, employees, mixed group). Note: Three free calls are included in the standard survey administration. One hour per presentation or call Department Results McLean & Company will review department-level survey results (e.g., location, unit), identify key trends and insights, and lead a virtual debrief of results. One hour per call Gather the Employee Voice to Inform Engagement Action Planning Workshop McLean & Company facilitators conduct 15-18 hours of focus groups (max 8 participants per group) on the priority engagement drivers selected by the organization, compile the focus group feedback into a comprehensive report, debrief the team on the results, and share recommendations for quick wins and long-term action. Equip Managers to Improve Engagement Action Planning McLean & Company leads a manager group through a session on the importance of engagement, how to interpret their team’s engagement survey results, and how to act on survey data to improve engagement. 2-3 hours; maximum 15 participants Equip Senior Leaders to Drive Employee Engagement McLean & Company provides the senior leadership team with simple yet powerful ways to connect with employees and help improve the Senior Management Relationships engagement driver measured in the employee engagement survey. Two hours, 12-15 participants Senior Leader Activity McLean & Company Product Offering Employee Engagement Add On Sessions Deepen your employee engagement action planning efforts with the following options (maximum 8 participants per focus group or session): Additional 5-6 hours of focus groups Action and communication planning session (4 hours)

32. New Hire Survey Ensure recruiting and onboarding programs are effective by surveying new employees. Employee Engagement Program Move beyond measuring job satisfaction with a comprehensive view of engagement. Workplace Wellness Survey Address employee wellbeing and build a healthy working environment. Employee Retention Pulse Identify the early signs of employee turnover and develop a talent retention strategy. McLean Employee Experience Monitor Evolve to leader-driven engagement with a real-time dashboard and results. Employee Exit Survey Understand why people leave the organization in order to proactively retain top talent. 360 Feedback Empower employees with a holistic view of their performance to prioritize development. Leverage Feedback to Drive Performance Identify impactful initiatives using our diagnostic programs to collect feedback from employees, organization leaders, and the HR team. Optimize the HR Department for Success HR Organizational Alignment Diagnostic Align HR initiatives with organizational goals and strategy, and the needs of organization leaders. HR Management & Governance Diagnostic Improve HR’s core functions and drive project success. Improve Employee Experience and HR Processes View our diagnostic programs for more information.

33. About McLean & Company is the trusted partner of HR and leadership professionals around the world.   Our memberships are designed to provide what you need to drive the organization forward – from full-service assessments to practical action plans, impactful training, and more.  When you pair our comprehensive resources with our collaborative services, there's nothing between you and your goals. As a partner, we listen first to understand your situation, then guide you through each step of the way so you get where you want to be, faster and with confidence.  At McLean & Company, we’re passionate about empowering leaders like you to shape a workplace where everyone thrives. McLean & Company is a division of Info-Tech Research Group Inc. Contact Us mcleanco.com [phone]

34. Katie Bailey Professor of Management University of Sussex Brad Borland Independent Engagement Consultant Susan Byrd Senior Vice President of People SpecialtyCare Bobbi Chamberlain, RPR HR Advisor Grande Prairie Regional College, Andy Donovan HR Manager Frankenmuth Insurance Andrew Drake Organizational Effectiveness Specialist North American Partners in Anesthesia (NAPA) Ria Emsley Human Resource Manager AVVO Jenna Filipkowski, PHD Director of Research Human Capital Institute (HCI) Ani Girgitsova Senior Talent Development Specialist Progress Betsy Good, MS/SPHR/SHRM-SCP HR Manager Texas Windstorm Insurance Association Vlatka Hlupic Management Consultant, Author of “The Management Shift,” CEO and founder of The Management Shift LTD. And Drucker Society London

35. Claire Kelliher, BSc/MA/PhD Professor of Work and Organization Cranfield University John Purcell Visiting Professor University of Bath Michelle Pyram Director, Human Resources Board of Education Retirement System (BERS) Dilys Robinson, Ba/MBA/FCIPD Principal Research Fellow Institute for Employment Studies John Schriber Director of Organization Assessment, Employee Engagement, and Values Humana Amanda Shantz Reader in Human Resources and Organizational Behavior IÉSEG School of Management Brad Shuck Assistant Professor University of Louisville Maradene Wills Strategic Human Analytics Expert Scotiabank

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