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Lenovo Listens

Manager Training Step 2: Interpret and Communicate Results

2© 2011 Lenovo Confidential. All rights reserved.

Manager Step #2: Interpret and Communicate Results− Process the Data: 4 Lenses− The Basic Story− Team Feedback Session

Next Steps− Key Dates− Linkage to OHRP− Your Role as a Manager

Objectives


Manager TrainingManager Training

* NOTE: If you had fewer than 5 respondents, you will not receive a Manager Report. In this case, you will work with your Manager to understand the broader organizational results and determine next steps for communication and action.

* NOTE: If you had fewer than 5 respondents, you will not receive a Manager Report. In this case, you will work with your Manager to understand the broader organizational results and determine next steps for communication and action.

Interpret and Communicate

Results*Gain greater insight into the dataShare results with team:

—What’s the basic story?Begin Action Planning

Interpret and Communicate

Results*Gain greater insight into the dataShare results with team:

—What’s the basic story?Begin Action Planning

Plan, Communicate and

Track Actions*Participate in Action Tracker Tool Training (Week of 8/1: pre-recorded session)(Optional: Lead a separate Action Planning Session with Team to prioritize areas of focus and confirm individual commitments)Record Plan in Action Tracker and Track ProgressCommunicate Actions to Team

Plan, Communicate and

Track Actions*Participate in Action Tracker Tool Training (Week of 8/1: pre-recorded session)(Optional: Lead a separate Action Planning Session with Team to prioritize areas of focus and confirm individual commitments)Record Plan in Action Tracker and Track ProgressCommunicate Actions to Team

Understand the Report*

Understand the structure and components of the reportIdentify themes and patterns:

—Overall strengths? —Areas for

improvement?Partner with my Manager and HR to understand how my results fit into the context of the broader organizational results

Understand the Report*

Understand the structure and components of the reportIdentify themes and patterns:

—Overall strengths? —Areas for

improvement?Partner with my Manager and HR to understand how my results fit into the context of the broader organizational results

StepStep11

StepStep11

StepStep22

StepStep22

StepStep33

StepStep33

Interpret and Interpret and Communicate ResultsCommunicate Results

Understand the Basic Story– Gain more insights into the data;

synthesize results– Prepare to communicate the story

the data reveals– Identify actions re: engagement

that you can personally commit to Lead the Team Feedback

Session– Use Team Feedback Summary

Template & Tools (See Appendix)– Dedicate a separate team meeting

to share results– Communicate value of Survey– Demonstrate the “Promise” of

the Survey … we listen– Begin Action Planning with Team

STEP

2


Interpretive Lenses

Process the Data: 4 Lenses

Basic Story, Questions,

Possible Actions

Receive Report

Numbers: What are the survey report results?

Reaction: How do I feel about the results?

Context: What has been happening in the organization?

Priorities: How do the results line up with what we want to accomplish? How do they conflict?

Numbers: What are the survey report results?

Reaction: How do I feel about the results?

Context: What has been happening in the organization?

Priorities: How do the results line up with what we want to accomplish? How do they conflict?

Read the report at least twice!

Read the report at least twice!


Start with the NumbersInterpretive Lenses


Possible Actions

Receive Report

What are the Survey results overall?

Are the results typical or exceptional? Are they generally favorable or unfavorable?

For more specific information on how to read your results, see your Manager Interpretation Guide


Process Your Reactions


Possible Actions

Receive Report

My Reactions – Questions to Consider: How did I feel when I first reviewed the results?

– Caution: Don’t under or over-personalize your survey results What results matched my expectations? What results surprised me? Were my scores better or worse than I expected? What are my initial concerns, based on Survey results? What are my initial questions?

– Are any results confusing?– Where do I need more information, clarity or feedback?

Interpretive Lenses


Consider the Organizational Context


Possible Actions

Receive Report

Organizational Context – Questions to Consider:

What challenges has the team/organization faced this past year? What successes has the team/organization had over the past year? What changes has the team/organization gone through? What challenges have I faced as a leader this past year?

Interpretive Lenses


Consider the Business Priorities


Possible Actions

Receive Report

Business Priorities – Questions to Consider: What are we focused on delivering in the next 6 – 12 months? What are the key talent/people initiatives that we have planned? How do our Lenovo Listens results support the above priorities? Where do our Lenovo Listens results suggest areas of caution or concern given

what we’ve prioritized for the business and our talent?

Interpretive Lenses


What Story Does the Data Tell?

As a team, we are (very; moderately; somewhat) engaged.

Our top three areas (______) suggest that we are good at ______

Our bottom three areas (_____) suggest that we struggle when it comes to____________

Given the context over the past year,

These results make sense to me ___________

I am surprised to see__________

Given where we need to go this next year, I’d like to discuss these areas ____________


Why Feedback and Action Planning …

Change Over Time By Theme

Managers with no action plan saw an average of 1% favorable change

Managers with an action plan saw an average of 4% favorable change

During a pay freeze, managers with an action plan saw a

smaller drop in employee

satisfaction


Team Feedback Session: Goals

Share Results

Gain more Insight into Data

Begin Action Planning

Share Results

Gain more Insight into Data

Begin Action Planning


Opportunities Open and honest participation Show respect and appreciation for

the team’s views Ask questions and understand the

results more completely– You don’t need to have all the answers

going into this meeting

Focus on areas within your control Gain alignment on key areas of focus Work together to generate ideas for

action– Brainstorm solutions as a team


Feedback Session Guidelines

Include all team members Schedule appropriate time

• At least 1 hour• More than one meeting if needed

Notify employees ahead of meeting:• Purpose• Questions to consider in

preparation• Prepare Agenda

• List topics to be covered• Start with summary of most

positive results• Use a low-sensitivity

topic/question as lead top• Work up to more sensitive tops

Include all team members Schedule appropriate time

• At least 1 hour• More than one meeting if needed

Notify employees ahead of meeting:• Purpose• Questions to consider in

preparation• Prepare Agenda

• List topics to be covered• Start with summary of most

positive results• Use a low-sensitivity

topic/question as lead top• Work up to more sensitive tops

As you develop a plan for your meeting:

Concentrate on major patterns … avoid talking about EVERY item

Show a balanced picture:

• Openly discuss and share negative results

• Celebrate positive results


Feedback Session Template

Set the Stage

Present Key Results

Confirm Critical Survey Themes

Determine Next Steps

Close the Meeting


Expectations…

Confidentiality− All responses were confidential, with

no names attached, and will remain anonymous

Acknowledge People

Focus on the “Key Issues”

Balance the Discussion− Leverage strengths and improve areas

of concern

Collaborate to Prioritize Actions


Tips for Success


Use Your EARSIf employees are only focused on the negative, this simple three step process can start to focus your team on solutions:

•Echo what you are hearing

• “Let me see if I understand. You are concerned about_________. Is that right?”

•Acknowledge

• “I can see that you have some deep concerns about this. Would you mind if we explored them?”

•Refocus on Solutions• “What are your thoughts underlying this concern?” • “How do you think we could solve this issue?”• “What do others think? Can you see any solutions?”


JULY 13 Overall Lenovo results delivered to LEC

JULY 22 Reports delivered to All Managers Manager Training: #1 – Understand the Report and

#2 – Interpret and Communicate Results

Week of JULY 25 Yuanqing communicates Lenovo-Wide Results to All Employees

Week of AUG 1 Business / Functional Leaders (SVPs or Tier 1/2 Leaders)

communicate organization-wide results Manager Training: # 3 – Plan, Communicate and Track Actions

AUG 1 - 31

Business / Functional Leaders (SVPs or Tier 1/2 Leaders) and their Leadership Teams identify next steps

Managers Communicate Feedback to the Team / Organization Managers create Action Plans

SEPT 1 Managers insert into Lenovo Listens highlights and Action

Plans into OHRP for further conversation with their Managers

OCTOBER Yuanqing Enterprise-wide Action Planning: Communicate Results to all Employees; Engage Action Teams as Needed

Key Dates


Manager Support3 Manager Trainings: Step 1: Understand the Report

Step 2: Interpret and Communicate Results

Step 3: Plan, Communicate and Track Actions

Feedback Meeting Deck

ActionTracker Tool

Manager Toolkit


Employee Engagement will be integrated into:− OHRP Profile − Individual Development Plan (IDP)

Key Changes for 2011/12 OHRP include: − For each Manager, the Lenovo Listens’ Engagement Score

and Management Index Score replaces the Q12 score

− OHRP Executive Summary “highlights and lowlights” section will include your Employee Engagement results

− Manager Action Plans will be included in OHRP deck and discussed during the individual reviews

Linkage to OHRP


Thank people for participating in the survey Share results and engage the team Focus on areas within your control Work with your Manager and HR Partner to

address broader issues Gain alignment and plan actions

Your Role

You make Lenovo Listens come to life…

You are a leader and driver of change at Lenovo