1 READ FIRST: Notes on Using our ‘Results to Action’ TemplateHi fellow People Geek! We’ve put together a slide presentation template to support you in sharing your engagement survey results in a meaningful and digestible way to executive and/or senior leadership teams.. These slides are only a guide. Feel free to change, add in or remove any slides (or copying it exactly is fine as well). The order of the sections is important though - we have ordered them in a way that tells a story and allows you to lead your audience through a decision making process to ultimately reach a single area of chosen focus for action for the company. Presenting your slides is made easier by explanation points we’ve added in the notes sections under each slide. This deck does contain a fair level of detail as it is designed to be a take-home resource for attendees and made available to those who could not attend. Setting up Your Slides Given the recent updates to the platform we recommend just copying and pasting screenshots from the Culture Amp reporting platform as opposed to manually entering the data into the PPT slides. The data required can be found on your Insight, Questions and Heatmap report pages in the Culture Amp platform. From these screens you can sort by Score, Delta to benchmark and Impact/Driver strength. If you are comfortable with Excel then feel free to export your data to Excel or CSV directly from the platform and create your own charts and graphs (use the Export button at the top right of the screen). Heatmaps can be copied out as screenshots, exported as pdf's or you can export to excel and manually create them in Excel using conditional formatting. There are instructions on how to create custom heatmaps on our Academy [search ‘heatmaps’].
2 Overview > Drivers > Demographics > Qualitative Data > Next StepsSample Results To Action Presentation Executive Leadership Presentation Month 20xx
3 Overview > Drivers > Demographics > Qualitative Data > Next StepsWhy are we here? “Empathy is about standing in someone else's shoes, feeling with his or her heart, seeing with his or her eyes. Not only is empathy hard to outsource and automate, but it makes the world a better place. ” Daniel H. Pink Purpose Review the results of our 20xx Engagement survey Discuss the implications of these results Identify focus areas for 20xx to explore further What we’ll cover (Agenda) Where we have improved and dropped since 20xx Overview of high and low scores for 20xx Our 20xx drivers of engagement Engagement by demographic groups Comments Next steps – focus --This section sets the scope of the session. Clarifying what will and won’t be covered is important to help keep the discussion on track. We find that people tend to want to move straight into explaining why they think certain results have occurred. This can lead to appointing blame, assuming causality etc. none of which are helpful at this point.-- Explaining the slide: Purpose: Explain that the purpose is to explore the results of the survey, to discuss the implications and to then identify an area of focus for the company. It is not to find out why or why not certain results have occurred nor is it an attempt to solve the problem. What We’ll Cover: When covering the agenda emphasize that this is just the starting point for a conversation about engagement that will be had throughout the company. If the exec will be leading these conversations then this is an opportunity for them to start to prepare for the next steps. If you are going to use the Reflection slides (which require input from the exec) then give a heads up that you will be asking for feedback at several points during the presentation. Next steps – at the end we will also discuss how we intend to share results throughout the organization and support action. i.e. managers will have access to their areas [if this has not yet been done]. Quote: The quote reminds us that this session is about listening and not problem solving. The survey results give insight to what the experience of work is like for employees - emphasize and understand first, then act. [Quote is from Daniel Pink’s book A Whole New Mind where he talks about the critical importance of right brain thinking to survive in the future workplace]
4 Overview > Drivers > Demographics > Qualitative Data > Next StepsWhat is Engagement? “The level of connection, motivation and commitment a person feels for the place they work” More than just job satisfaction or feeling happy at work Broader than single metrics such as eNPS (Employee Net Promoter Score) Engaged employees bring lots of benefits. Lifting engagement can impact things like performance, innovation, retention and attraction of talent. To understand engagement we asked questions on: Recommendation Motivation Pride Present & Future Commitment + around 45 additional questions to further understand what aspects of the workplace and culture have the biggest impact on how engaged different individuals, teams or groups are Explaining the slide Use this slide to put the survey in context and provide necessary background - the ‘when’, ‘how’ and ‘why’ your company did the survey. What is Engagement? Briefly explain (or recap) what engagement is and why it is important. How familiar your company is with engagement will determine how much detail you need to go into. The short version: “Engagement is the emotional connection of people in the company to the goals and the objectives of the organization” The long version: “Employee engagement might be defined as a desirable psychological state that arises from the psychological contract we have with our employees. More specifically it is a state that results in personal connection with the company, commitment, enthusiasm, focused effort, and motivational components. The links that engagement has with other many important and desirable outcomes are summarized and referenced well in this Forbes article. The key point to get across: Knowing your levels of engagement are important as it is a measure of how motivated employees are to take action that will help your company go further (performance). Engagement is also a sign of how committed they are to staying (retention). We’ll cover our scores on these questions when we look at ‘Engagement’ results
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6 Looking Back – 20XX ResultsOverview > Drivers > Demographics > Qualitative Data > Next Steps Looking Back – 20XX Results 20XX Survey Results Our engagement was XX%. The results showed us that … We focused on these areas… [reiterate what areas were addressed as a result of the previous year’s survey findings] Note: this slide is only relevant if you have historical data or conducted a previous engagement survey Setting up the slide Copy and paste the participation rates from your historical data set and enter in the relevant score for engagement from your historical data set. Add the areas selected for focus (and the action points taken). Explaining the slide This slide is your opportunity to look back on the previous years engagement score. When sharing these results reflect on: Have you increased or decreased? Is this consistent with the benchmark? Recap the areas that you focused on in the previous year’s action plans and provide an update on progress. What initiatives were put into place? What has been the outcome of these? At this point it might be useful to point out any keys events that have occurred over the year that may have significance for the results, for example: Graduate intake increase, new CEO, restructuring. This information helps provide further context as you move into the current years’ results.
7 Current Survey ParticipationOverview > Drivers > Demographics > Qualitative Data > Next Steps Current Survey Participation Setting up the slide Copy and paste screenshots of the relevant participation information from the Culture Amp platform. Option to add a breakdown of response rate by a selected demographic. We find department or location is often of most interest. Add in any relevant comments and scores from the ‘Feedback Digest’. e.g. “The survey was quick and easy to respond to. I’m looking forward to seeing the results” Explaining the slide This slide contains the first piece of results you will share on your current survey. If you haven’t yet done so, briefly explain the survey process - duration, timing, eligibility, length, etc. Explain that the score indicates whether or not you got a representative sample of people from your company. Refer to this https://academy.cultureamp.com/hc/en-us/articles/ Participation-Rates} or to page 2 of the Understanding your results guide for more information on valid participation rates. Define what a ‘good’ participation rate looks like for your size company. Remember that the global average for participation is around 80%, however, smaller companies or teams (<50) should aim for for 80-90% minimum, larger companies (+/- 500) can get a good sense of where they are at with 70%, whereas very large companies (>1000) can set around 65% as a minimum. Point out that participation rates can act as a proxy engagement and indicate whether people think anything will change as a result of doing the survey. Highlight any particularly high or low participation rates within the demographic groups you selected to report. Emphasize to senior leaders that the best way to increase participation rates is to share results quickly and openly and demonstrate a genuine intent to make practical changes. People will be more willing to respond if they can see change as a result of giving feedback. Feedback Digest - When participants submit their survey, they are presented with an opportunity to provide feedback on the survey experience. It gives a summary of the overall feedback on the survey process. Contact for a summary to be ed to you. Feedback on Survey Process [Add in any relevant comments and scores from the ‘Feedback Digest’ provided by Culture Amp. e.g. “The survey was quick and easy to respond to. I’m looking forward to seeing the results”]
8 Overview > Drivers > Demographics > Qualitative Data > Next StepsHow engaged are we? Headline: We are we are on par with the benchmark, exhibiting relatively strong levels of employee engagement with the organization Setting up the slide Copy and paste the screenshot from your Insight dashboard in the Culture Amp platform. Consider the results and enter a one sentence headline. The headlines should be focused on a key takeaway that you want the executives to get from this slide. Explaining the slide First explain that this slide shows your overall engagement score and scores on the 5 Index questions that make up the engagement score (i.e. motivation, recommendation, motivation, pride, present & future commitment) and explain any additional engagement questions you may have used. If you have used our standard index questions, then the average is about 75%. A score above 80% is fantastic and above 85% is really all you might aim for. Scores below 60% will typically reflect significant portions of disengaged people in the company and below 50% should be taken as reasonably serious for the longer term. Explain how the rating scale works, for example “The overall engagement score is an average of scores on the 5 index questions. Employees were asked the extent to which they agree with these statements on a 5 point scale. Everyone who selected ‘Agree’ or ‘Strongly Agree’ is “Favorable”, people who selected Neutral are ‘Neutral’, and those who selected ‘Disagree’ or ‘Strongly Disagree’ is “Unfavorable”. The same rating scale is used for all questions in the survey.” Point out that the Engagement Factor and index questions are outcomes. This means that they represent the psychological and behavioral outcomes that we are hoping to achieve. We don’t try to improve these scores directly, rather we address the things that impact on them (these things are known as ‘drivers’ and are reflected in the remaining questions in your survey). See our Academy for a more detailed explanation of impact drivers https://academy.cultureamp.com/hc/en-us/articles/ Impact-Driver-Analysis-FAQs. If you are comparing your scores against benchmarks or historical data then explain that any score differences less than a 5% can be considered to be ‘about the same’. Discuss how you did overall and how question scores compare with comparisons. Highlight any particularly high or low index questions and explain what each might represent in the context of your company. For example; “You can see we scored 76% on ‘I am proud to work for ACME’, this would suggest that at least three quarters answered favorably. However about 20% are unfavorable…”
9 What are the differences across factors?Overview > Drivers > Demographics > Qualitative Data > Next Steps What are the differences across factors? Headline: Generally favorable views of collaboration & communication, feedback & recognition and management while perceptions of leadership, teamwork & ownership and social connection leave room for improvement. Setting up the slide Copy and paste the screenshot from your Insight dashboard in the Culture Amp platform. Consider the results and enter a one sentence headline. This tends to be a lot of data to show on one slide so we encourage you to have your headline focus Explaining the slide This slide is reasonably quick to walk through. Explain that factors are simply groupings of questions that fall under those headings. It allows us to see our results at a high level and identify areas where we are doing well, or may need work. Where you have a benchmark comparison is where the groupings have been the same as the benchmark. Each factor has a set of questions that we’ll will see when we move to the Questions [this is next].
10 What were our biggest increases 20XX – 20XX?Overview > Drivers > Demographics > Qualitative Data > Next Steps What were our biggest increases 20XX – 20XX? What were our biggest decreases 20XX – 20XX? -- At this point in the slides you start to explore the results in more detail by looking at a question level. Your high and low scoring questions only have meaning and become worth considering for a company focus when considered in relation to their driver strength, the benchmarks and specific company strategy/interests. Put these scores in context (refer to your notes in your Understanding Your Results Guide pg.9) to reduce any tendency for the group to fixate on particularly high or low scores in isolation.-- Note: This slide is only relevant if you have historical data. Setting up the slide Copy and paste this data from your Questions page [see menu on left side]. First set your comparison to your previous survey. Contact if you do not have your previous survey loaded as a comparison. Then sort your questions by comparison delta (largest to smallest) by clicking on COMPARISON at the top of your results. Double click to reverse the sort. Explaining the slide This slide looks specifically at which areas have improved and which areas have dropped since your previous engagement survey. Briefly talk through the questions under each. It is helpful if you are able to link the movement in scores to things such as - key events during the year (i.e. change in leadership team) or initiatives that have been implemented (i.e. reward system, inductions). The following questions can help facilitate discussions around high and low questions: - Are these some of the areas you expected to go up or down? - What are some possible reasons behind these increases/decreases? - What the likely implications of these increases/decreases?
11 What were our highest scores in 20XX?Overview > Drivers > Demographics > Qualitative Data > Next Steps What were our highest scores in 20XX? What were our highest scores compared to benchmark? Setting up the slide Repeat instructions from slide 10. This time first setting your comparison to an external benchmark if relevant. To sort your questions by highest scores overall, click on FAVORABLE SCORE at the top of your results. Double click to reverse the sort which you’ll use for the following slide. Explaining the slide This slide shows which questions you did well on overall and compared to benchmark Use this section to celebrate some of the areas where your company has excelled. Once again you may be able to link these back to initiatives undertaken by the company. Explain to the group that it is important to share these successes with their teams/divisions, especially those that have also increased since previous surveys. The following questions can help facilitate discussion around these high scoring questions: - Are these some of the areas you expected to be high? - What are some possible reasons for these high scores? - What the likely implications of these high scores?
12 What were our lowest scores in 20XX?Overview > Drivers > Demographics > Qualitative Data > Next Steps What were our lowest scores in 20XX? What were our lowest scores compared to benchmark? Setting up the slide Repeat instructions from slide 10 and 11. Explaining the slide This slide shows which questions you did not do so well on overall and compared to benchmark. Use this section to draw attention to any areas that may be of concern. It’s important to highlight the difference between scores that are low but aligned to the benchmark (which may suggest market factors) versus those that are low relative to benchmark. Some low scores may have a valid reason or a clear explanation, such as a restructure, however, other low scores may highlight areas to be concerned about especially if these are linked to strategic goals. The following questions can help facilitate discussions around these low scoring questions: - Are these the areas you expected to be low? - What are some possible reasons behind these low scores? - What are the potential implications of these low scores?
13 Overview > Drivers > Demographics > Qualitative Data > Next StepsHigh/Low Items Based on the results we have just seen which 3 high/low questions stand out? Pick high items that are a relative strength that you can/should continue to focus on and communicate Question Factor 1. 2. 3. Setting up the slide This slide can be created either prior to or during the presentation if you are going to use feedback from the group to identify stand-out questions. Explaining the slide At this point you have covered a fair amount of information so this is a good place to take stock before moving on. Explain that this discussion will help the process for choosing a company wide focus later on. Ask the group to think about the strengths they have just seen (increases and high scoring questions) and to select up to 3 that stand out. To help this decision, you may ask them to consider some of these questions: - Which would you most like to bring up with your team? - Which are you most proud of? - Which do you think best reflect the efforts of the past year? - Which best align with your ideal culture? (and you want to further reinforce) Draw attention to any that are of significance (refer to your notes in your Understanding Your Results: Guide and Notes Template). Once the group has selected their top 3 high questions ensure that they are prepared to share these successes with the business and their teams/divisions. Now ask the group to select up to 3 low scoring questions that might be areas worth focusing on. These will likely be questions of strategic concern. Once again refer to your notes in your Understanding Your Results: Guide and Notes Template and flag any that you highlighted as noteworthy. These questions can help this decision: - Which stand out as a concern for the future of the company? - Which do you feel may undermine the culture of the company? Pick low items if they are something that you can, and need to, address. Question Factor 1. 2. 3.
14 Top 8 Drivers of EngagementOverview > Drivers > Demographics > Qualitative Data > Next Steps Top 8 Drivers of Engagement Setting up the slide This data is also from your Questions page. You now need to sort your questions by driver strength by clicking on IMPACT at the top of your results. The questions will now be ranked from strongest to weakest driver. Select your top 8-10 for the slide. Note: There is a fair amount of information on this slide, so allow plenty of time to talk through it and for the group to absorb. Eight impact questions generally allow for enough variation to tell a meaningful story in the data and the information fits nicely on the page. If you find that you need to move to showing ten questions to tell the story, then by all means, do so. It will just look a bit tight on the page but make sure you share the data that will most effectively point the team to the appropriate single focus. Explaining the slide This slide shows the top 8 things that are likely to have the biggest impact on engagement in your company. Here you are looking for both ‘Strengths to maintain’ and ‘Opportunities’. Explain impact drivers - what they mean and why they are important. This can be tricky and you may get varying interest in understanding how they are calculated. The following explanation will often suffice: “These 8 questions show the areas that we should pay attention to if we want to make the biggest difference to engagement. These areas called impact drivers are calculated by looking just at responses within our company. A person’s score on every question is correlated with their score on engagement. Where there are the highest correlations, as in when the score on a question goes up or down as does engagement, these become our drivers". Talk through both high and low scoring drivers. Highs present things to maintain, as you are doing well and they are important for engagement. Lows present important opportunities to improve, as you are not scoring so well and they are important for engagement. Identifying themes - Point out factors that are showing up with more than 1 or 2 questions. For example, there may be three questions under ‘learning and development’. This would suggest that learning and development is important area to focus on overall in order to sustain or improve engagement. Also point out any drivers that have changed over the year (if you have historical data) and any that have dropped or increased significantly in score.
15 Stand Out Driver QuestionsOverview > Drivers > Demographics > Qualitative Data > Next Steps Stand Out Driver Questions Based on the results we have just seen – which 3 driver questions stand out? Question Factor 1. 2. 3. Setting Up the Slide This slide can be created either prior to or during the presentation if you are going to use feedback from the group to identify stand-out questions. Explaining the Slide This slide is the second reflection point where the aim is to identify the top 3 drivers that the group are most interested in considering as a focus for the organization and exploring further. Once again, explain that this discussion will help the process for choosing a company wide focus later on. State that the next section will explore demographic splits which will give detailed information about how certain groups are performing. Ask the group to select up to 3 drivers or factors that they would like to consider for a company focus. Refer to your notes in Understanding Your Results: Guide and Notes Template to help direct the discussion if required. The key here is selecting a focus is to balance driver strength, overall score, comparisons to benchmark/last year and company strategy. Here are some questions to also help facilitate reaching a top 3: - Which stand out of particular interest for the future of the company (high or low scoring drivers) - Are any showing a decrease from last year and/or well below benchmark and of strategic concern? - Are there any factors that stand out with more than 2 driver? You may be able to address these as a group. - Which are the exec/senior leadership team most invested in addressing?
16 Factors Comparisons – Department ExampleOverview > Drivers > Demographics > Qualitative Data > Next Steps Factors Comparisons – Department Example Note: The reason this slide is towards the end of the deck is to minimize a natural tendency to simply dive into the lowest scores without any consideration. By going through highs and lows and driver analysis first, the group will be viewing these splits with much more context. Setting up the slide This slide can be viewed in the ‘Heatmap’ section. Options for adding via screenshot, export to pdf (no editing function) or to export to Excel and re-create you own heatmap. There are instructions on our Academy for creating custom heatmaps. Explaining the slide These slides contains the demographic splits selected as important to your organization (see your notes in the Understanding Your Results: Guide and Notes Template). The ‘scores’ are delta to the overall organization. Red indicates that that group is below the overall organization and green indicates above. Explain that this is just a snapshot of scores on all sections in the survey and should be used to draw attention to certain areas that may be scoring relatively high or low compared to the organization. Point out that for smaller groups (see corresponding No. of Responses) it is much easier to be drastically above or below the overall org. Ask the group to think about any significant groups that stand out as high or low. Talk through the key points to consider around high and low scoring groups Groups with very high scores: These groups provide an opportunity to understand and learn from. - What are they doing so right? - How might they be being supported better by the organization? Groups with very low scores: These groups represent opportunities for big improvements. - How might we help and support them? - Do they need some structural change or better communication and involvement? Large or important groups with lower scores: These are groups that we might view as strategically important due to their size or critical role in the organization. Even where these groups are not the lowest we may still identify them for targeted support or improvement.
17 [Qualitative Question of Interest goes here]Overview > Drivers > Demographics > Qualitative Data > Next Steps [Qualitative Question of Interest goes here] “Insert a comment here that provides further context to the results” Note: It’s no coincidence that the comments are the last piece of results information in this slide deck and also last on our main reporting dashboard. Comments are extremely important – But, they need to be considered carefully and in context. Just one or two negative comments can easily drown out otherwise invaluable feedback. Setting Up the Slide When selecting which qualitative questions to highlight, think about the likely area your senior leadership might be interested in. Look for comments that provide context to the quantitative data. Be careful with the comments you select as people often put a disproportionate amount of emphasis, attention and value on a few comments irrespective of what the quantitative data highlights. When choosing which questions and comments to present, think about which will add color to the results and explain what the numbers can’t. By working through the numbers first, you will now have an idea of key themes that have emerged. Use comments to flesh these out. Explaining the Slide Explain that the comments selected are just a sample which represent some common themes that came through in the quantitative sections. Do not spend too much time on these slides, as it’s almost impossible for people not to fixate on certain comments, particularly negative ones (another reason why you need to choose these carefully).
18 What would happen if we do nothing?Overview > Drivers > Demographics > Qualitative Data > Next Steps What would happen if we do nothing? If we extrapolate from our scores and lowest demographics within 2 years ~XX% of staff could be gone XX+% of Role 1, Role 2 and Role 3 could have left & XX% of the XX team may… This is the section in the presentation where you now start to talk about action. With all engagement survey results there is always the option to do nothing. This slide is designed to elicit a response geared towards action by making it explicit the potential implications of not doing anything with the findings. Setting Up the Slide When setting up the slide, choose areas that are important to the company. Reference to retention works well, especially focusing on a particular group. For example, If your results indicate that only 30% of year olds answered ‘favorably’ to the “I see myself working at X company in 2 years time’ you might select this group to illustrate your point i.e. ‘What would happen if we did nothing? “In 2 years time, 70% (that’s 9 out of 12) of our year olds may have moved on. This group also makes up our entire customer success team” Explaining the Slide When showing this slide explain that at this point we have a choice to either act on the results or do nothing. If we choose to do nothing, then these are some of the possible implications. Spend just enough time on this slide for the point to sink in, then move on quickly to action. Saying something like ‘I’m sure we all agree that action is the next step, so let’s look at where we should focus this action”.
19 Where should we focus? What we identified:Overview > Drivers > Demographics > Qualitative Data > Next Steps Where should we focus? What we identified: Highs to Celebrate and Maintain Item 1 Item 2 Item 3 Drivers/ Lows for potential Focus Our primary Focus is: [Of the themes identified which is the one that you can do something about and that will make the biggest difference? This should be your primary focus.] Given that focus, and the other themes we identified, how might we ... [turn your focus question into a How Might We – for example “How might we make Hooli a place where people experience professional growth?] At this point you summarize the selected areas of focus given by the group earlier. Setting up the slide This slide can be updated during the presentation. It is a summary of the focus areas identified earlier (stand-out highs and lows, drivers). Explaining the slide Ask the groups to discuss the points identified as being of interest. Explain that the objective of the discussion at this point is for them to reach a consensus on a primary focus for the company. By following the steps we’ve outlined in this guide, by now the group will have narrowed their areas of interest to about 3-4 potential areas for focus. Primary Focus: Reach consensus on a primary focus. The reason we don’t address all areas is we find that companies often overestimate how much they can actually achieve. This overcommitting often does more damage than good. Our suggestion is always to choose one key focus and perhaps a secondary option if it’s an area already underway or sits with a dedicated group. Do these well and then by all means move onto the next. How Might We: Turn your focus into an open How Might we phrase. This is important for getting ideas and input from the organization on how to move the needle on this focus area. It is critical here that the group does not move into ‘solution mode’ and come up with ways to address various issues (or discuss why it might be the way it is). This is the defining phase and only once the results and focus has been shared across the business will you move onto ideation or coming up with solutions to address your selected area.
20 Commitments We are going to resurvey in X months time.Overview > Drivers > Demographics > Qualitative Data > Next Steps Commitments We are going to resurvey in X months time. What is one thing we can do within the next week to make a difference? [Identify 1-2 things that can be addressed straight away – i.e. clarifying the vision, team reward program, social club] What other commitments can we make based on the survey results? Explaining the slide We are going to resurvey in… Identify and commit to when you will next resurvey. See ‘Results to Action’ on our Academy for advice around cadence of engagement surveys. If you are a fairly agile organization that is used to capturing and acting on data, we generally recommend a diagnostic engagement survey (30-50 questions) 6 monthly with quarterly check-ins (15-25). When choosing your cadence, remember that it needs to match the rate at which you can take action. From your results there may be a few quicker wins identified that you can move on straight away. We call quicker wins things that can be completed in 1 week or less. You may also make some additional commitments as a senior leadership and / or people team to move the needle forward.