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11/19/2014
1
Welcome
Engaging Feedback Mechanisms
Creating a Balanced Scorecard
Housekeeping
Agenda
8:00 – 9:15
– Icebreaker
9:15 – 11:30
– Engaging Feedback Mechanisms
– Creating a Balanced Scorecard
11:30 – 12:00
– Assignments for Session 7
– Pre-work for Session 8
Break
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2
© The Employee Engagement Group All Rights Reserved
If you could sit on this bench and chat for one hour with anyone, past or present:• Who would it be?• What would you talk about?• What’s one question you would ask?
5
Engaging Feedback Mechanisms
66
Help Us
Innovate
Surveys
360’s
Idea Venues
Town Hall
Meetings
Performance
Appraisals
M-S-L
Review of Session #2 – Gathering Information
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3
77
Help Us
Innovate
Surveys
360’s
Idea Venues
Town Hall
Meetings
Performance
Appraisals
M-S-L
What Were Key Points?
8
You Have Information, Now What?
High Impact Teaming (HIT)
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The “HIT” Process
A. Where are we now?
B - Where do we want to be?
D - How do we get there?
= Idea
= Impediment
High Performance Plan
C - What are the impediments?
(and what is REALLY working?)
E – Building The Plan
Building the Action Plan
Date:
Metric Area Opportunity Identified Specific Action Results Expected Responsible
Person
Timetable
Action Plan for Building a High Performance TeamTeaming Partners:
Note in this space any incentives associated with accomplishment of particular opportunities and related actions or any overall incentives:
Action Plan for Building an
Engaged Culture
Idea Priority Matrix
C(may or may not
be worth it)
A(do it!)
XB
(no pain, no gain)
high
high
low
low
impact
co
st
(tim
e/r
eso
urc
es/m
on
ey)
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The Current State
A - Where are we
now?
B - Where do we want
to be?
D - How do we get there?
= Idea
= Impediment
High Performance Plan
C - What are the impediments?
(and what is REALLY working?)
E – Building The Plan
Your Case Study• Each person will have a
sheet of flip chart paper
• Divide your flip chart into
6 areas
• Working with a partner
you will:• Complete the exercises
individually (with your
organization in mind)
• Discuss results with your
partner
• Be prepared to report
back to the group
A. - Where are we today?
On your flip chart, make a list of 5 – 7 statements
that describe your current state, i.e.:
Advanced state
• Conducted
engagement survey
What is your Current State?
Beginning the process
• Conducted
engagement survey
Middle state
• Conducted
engagement survey
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Tools to Identify the Current State
Tuckman Team
Development
Great Ten Leadership
Team Assessment
Five Dysfunctions of a TeamPatrick Lencioni
SWOT Analysis
Tools to Identify the Current State
Employee Engagement
Benchmark Data
Balanced
Scorecard
Start with the End in Mind….
A - Where are we now?
B - Where do we want to be?
D- How do we get there?
High Performance Plan
C - What are the
impediments?
E – Building The Plan
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B – Where do we want to be?
Fast forward five years.
Your organization has just won
the coveted Fortune 100 Best
Places to Work award!
As the leader of the effort, you’ve
been asked to give the acceptance
speech at the awards dinner.
On your flip chart, make a list of 4 – 6
specific actions or initiatives for your
speech that led to your success
C - Identify Impediments to Success
(and What Is Working?)
A -Where are we
now?
B - Where do we want to
be?
D - How do we get there?
High Performance Plan
C - What are the impediments?
(and what is REALLY Working?)
E – Building The Plan
C – Identify Impediments to Success(and successes to leverage)
On your flip chart, make a list of the:
• Impediments that are keeping you from
success – what’s keeping you from
receiving an award?
• Successes that you should leverage
going forward – what’s working now?
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Discuss and Agree on Topic Areas
On your flip chart, list what you believe are the top 3- 4 topics that need to be addressed.
D – Identify Solutions/Strategies
A -Where are we
now?
B -Where do we want to be?
D –Part 1
What do we do to get there?
High Performance Plan
C -What are the impediments?
(and what is REALLY working?)
E – Building The Plan
Focusing on What and How
to do something different is
REALLY hard.
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Find your Big Hairy Audacious Nudge
We all have two Cognitive systems
– Automatic
• Uncontrolled
• Effortless
• Fast
• Unconscious
• Skilled
– Reflective
• Controlled
• Effortful
• Slow
• Self-aware
• Rule Following
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Examples our two systems
– Examples of Automatic
• Fahrenheit Temperature
• Tiger’s golf game
• 2+2= ?
• Checkers
• Politician to vote for
– Examples of Reflective
• Celsius Temperature
• Bob’s golf game
• 854 X 9 + 145 = ?
• Chess
• Someone to marry
Nudge Examples
Nudge Examples
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Nudge Examples
Nudge Examples
Nudge Examples
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What other “nudges”
have you seen?
Other Nudges?
D – Part 1 - What do we do to get there?
Focus on:
- What to do
On your flip chart, make a list of solutions to
overcome the obstacles and improve the
successes
As you develop your solutions, come up with at
least one nudge that will help you move
forward.
D – Identify Solutions/Strategies
A -Where are we
now?
B -Where do we want to be?
D –Part 2
How will we do it?
High Performance Plan
C -What are the impediments?
(and what is REALLY working?)
E – Building The Plan
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D – Part 1 - What do we do to get there?
Focus on:
- How will we do it
On your flip chart, make a note of specifically
how you will implement each solution.
E – Building the Action Plan
A -Where are we
now?
B -Where do we want to be?
D -How do we get there?
High Performance Plan
C -What are the impediments?
(and what is REALLY working?)
E – Building The Plan
E – Building the Action Plan
C A
X B
Date:
Metric Area Opportunity Identified Specific Action Results Expected Responsible
Person
Timetable
Action Plan for Building a High Performance TeamTeaming Partners:
Note in this space any incentives associated with accomplishment of particular opportunities and related actions or any overall incentives:
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Idea Priority Matrix
C(may or may not
be worth it)
A(do it!)
XB
(no pain, no gain)
highhigh
low
lowimpact
co
st
(tim
e/r
eso
urc
es/m
on
ey)
The Voting
Keep it
Simple and
Execute
Flawlessly
Elements of Successful Action Plan
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Building the Action Plan
Date:
Metric Area Opportunity Identified Specific Action Results Expected Responsible
Person
Timetable
Action Plan for Building a High Performance TeamTeaming Partners:
Note in this space any incentives associated with accomplishment of particular opportunities and related actions or any overall incentives:
Action Plan for High Performing Team / Business
Are there things you should STOP doing?
“I am as proud
of those things
we don’t do, as I
am of those
things
we do !”
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HIT - Next Steps
– Draft Action Plan will be sent to team for further refinement, including:
• Opportunities and actions identified
• People responsible
• Results expected
• Timeframe
– Suggest monthly thereafter – Follow up communication to gauge progress
– In 12 Months, consider follow up meeting
49
Developing a Balanced Scorecard
What is a Balanced Scorecard?
A Balanced Scorecard:
– Is a concept and tools by Robert Kaplan and David Norton –debuted in Harvard Business Review in 1992
"The balanced scorecard retains traditional financial measures. But financial
measures tell the story of past events…. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation."
– Allows managers to view critical operational factors and their inter-relationships with current and future performance in mind
– Provides focus on organizational vision and long-term success
© The Employee Engagement Group All Rights Reserved
Page 8-20
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What is a Balanced Scorecard?
© The Employee Engagement Group All Rights Reserved
Adapted from Robert S. Kaplan and
David P. Norton, “Using the
Balanced Scorecard as a Strategic Management System,” Harvard
Business Review (January-February
1996): 76.
What is a Balanced Scorecard?
© The Employee Engagement Group All Rights Reserved
“Balance” comes from the ‘cause
and effect’ nature of the tool
Adapted from Robert S. Kaplan and
David P. Norton, “Using the
Balanced Scorecard as a Strategic Management System,” Harvard
Business Review (January-February
1996): 76.
Why Implement a Balanced Scorecard?
– Link’s Company’s Vision, Strategy, and Results
– Align organization strategy with the work people do on a day-to-day basis – Line of Sight
– Prioritize projects / initiatives
Balanced Scorecard Institute
© The Employee Engagement Group All Rights Reserved
11/19/2014
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The Development Process
– Get enthusiastic support and commitment from top management
– Carefully select the design team• Cross-representation
• Get your IT support on board early
– Determine what the true drivers of performance are• Enlightening process
• Defines the “heart” of the organization
• Focus in on ‘cause and effect’ relationships
– Determining how to measure (would you like that in pounds, inches, pieces or adjectives?)
– What are the design and functionality criteria?
– Create consistent definitions
© The Employee Engagement Group All Rights Reserved
Exercise: What are you measuring?
Discuss what is important to measure at your company and how you want to display the measurements.
What are some of the engagement metrics you thought of including?
© The Employee Engagement Group All Rights Reserved
© The Employee Engagement Group All Rights Reserved
Balanced Scorecard Data Breakdown Example
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© The Employee Engagement Group All Rights Reserved
Balanced Scorecard Overall Data Example
© The Employee Engagement Group All Rights Reserved
Balanced Scorecard Graphic Display Example #1
© The Employee Engagement Group All Rights Reserved
Balanced Scorecard Graphic Display Example #2
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© The Employee Engagement Group All Rights Reserved
Balanced Scorecard Example (Individual)
Scorecard for: Bob Johnson
© The Employee Engagement Group All Rights Reserved
Balanced Scorecard Example
© The Employee Engagement Group All Rights Reserved
Balanced Scorecard Example
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© The Employee Engagement Group All Rights Reserved
Balanced Scorecard Example
© The Employee Engagement Group All Rights Reserved
Balanced Scorecard Example
© The Employee Engagement Group All Rights Reserved
Balanced Scorecard Example
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Exercise: What does your scorecard look like??
In your groups, design your scorecard:
– What does it look like on the screen?
– What graphics are used?
– How is it made to be user friendly?
Report back and begin to determine what your scorecard looks like
© The Employee Engagement Group All Rights Reserved
To Buy or BuildBuying
– Pros
• Off the shelf ready
• Professional look and feel
• May include design
support
– Cons
• Maintenance comes
from outside
• Difficult to customize
• Programming changes can
be expensive
• Needs tied to costs© The Employee Engagement Group All Rights Reserved
Building
– Pros
• Design and customize to
your specific needs
• Tie easily to your data
• Changes done quickly at
minimum cost
– Cons
• Significant investment of IT
resource(s)
• May not have the ‘professional’
look and feel
• Longer development time
The Roll Out
– Communication Plan (consider linking with our
Communication Protocol)
– Hold line managers accountable
– Avoid over-engineering
– Include training sessions
© The Employee Engagement Group All Rights Reserved
11/19/2014
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The Maintenance – Yes, There are Costs
– On-going investment will be different in
every
organization
– In case study company’s case:
• Manual HR and H&S input each month (sometimes a bottleneck)
• Delays from chasing and “normalizing” international data
• Data still requires QA by knowledgeable person to ground-truth
– Constant communication and integration with internal
processes
– Ongoing IT support and maintenance to keep it fresh
© The Employee Engagement Group All Rights Reserved
But ideally, the benefits greatly outweigh the costs
Recommendations
– Before anything else, seek management buy-in!
– Make sure someone owns it
– Keep it simple and focused
• One screen / one page / graphics
– Make it relevant and understandable to allemployees
– Treat it as a learning tool – not a control tool!
© The Employee Engagement Group All Rights Reserved
“Organizations that have not involved employees have not
achieved desired results”
- Valerie Pike
Page 8 - 22
76
Assignment
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Assignment
© The Employee Engagement Group
All Rights Reserved
– Use the HIT process to evaluate and determine needs
• Be sure to use the Idea Priority Matrix to evaluate the best ideas
– Discuss implementing or improving a balanced scorecard in your organization with a senior leader
• Determine if a balanced scorecard is right for your organization
or
• Evaluate the balanced scorecard you currently use and suggest improvements
78
Pre-work for Session 9
Effective Reward Programs
Pre-work for Session 9
© The Employee Engagement Group
All Rights Reserved
• What % of your population is eligible for bonuses?
• What % of bonus is based on qualitative results? Quantitative results? How are these measured?
• What types of ongoing reward / recognition programs do you have for everyone in your organization?
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80
Thank you
See you on December 12