# Presentation: 657121

## Attachments for Conference Notebook

## Executive Action Commitment Card

**Follow these steps to take meaningful action regarding your Federal Human Capital Survey results.**

**Leadership**

## Executive Action Commitment Card

**Below are the items from the Federal Human Capital Survey under the driver of Leadership:**

- Q36  I have a high level of respect for my organization’s senior leaders.
- Q37  In my organization, leaders generate high levels of motivation and commitment in the workforce.
- Q38  My organization's leaders maintain high standards of honesty and integrity.
- Q39  Managers communicate the goals and priorities of the organization.
- Q40  Managers review and evaluate the organization
- Q51  Managers promote communication among different work units (for example, about projects, goals, needed resources).
- Q54  How satisfied are you with your involvement in decisions that affect your work?
- Q55  How satisfied are you with the information you receive from management?
- Q57  How satisfied are you with the policies and practices of your senior leaders?

**Leadership**

## Your Role as a Leader — ALIGNMENTConsistency Between Practices and Alignment Toward Goals

- Assess the extent to which your current practices enforce or hold back employee engagement and performance in the workplace.
- Remove barriers and reinforce best practices:
**Strategy** 	Do your managers understand how employee	engagement is an integral part of your overall 	mission objectives and strategy?
**Systems **	What processes, policies, and procedures 	(e.g., performance measurement, 	development, promotion) enforce or hold back 	your ability to manage people well?
**Structure**	Do your organizational structure and key decision- 	makers support this process?
**Shared Values** 	What values support your human capital strategy?		Who is demonstrating these values? How are they 	doing this? What values may hold you back?

## Your Role as a Leader — COMMUNICATIONOngoing Guidance and Two-Way Dialogue

***Continuity*** — Keep everyone informed on a continuous basis:
- Bureau-wide communication plan
- results — next steps — expectations — best practices — progress
- Two-way dialogue: surface issues beyond manager’s local control
- review “parking lot” issues (escalate through hierarchy, systems, etc.)
***Consistency*** — Ensure all signals people receive through both communications (*what you say*) and behaviors (*what you do*) are in sync with what you are trying to accomplish:
- Conduct action planning with your management team.
- Set expectations and follow through with all your managers.

## Organization – those long standing, nagging organizational barriers that prevent and hinder engagement that would otherwise occur
Team – critical and most important aspect to driving engagement
Individual – focus on the depth and quality of the relationship between manager and employee, our research suggests that using a person’s strengths is the most effective way to harness, grow and develop to excellence

- Team – critical and most important aspect to driving engagement
- Individual – focus on the depth and quality of the relationship between manager and employee, our research suggests that using a person’s strengths is the most effective way to harness, grow and develop to excellence

**Engaging Employees at All Levels Ensures Continuity and Enhances Consistency**

## Your Role as a Leader — ACCOUNTABILITYBuilding a Strength-Based Organization

**Your Role as a Leader — ACCOUNTABILITY*****Building a Strength-Based Organization***

- Ensure ownership and accountability for the manager’s critical role in turning talent into performance:
- Identify and measure workplace excellence.
- Identify links between FHCS and other performance metrics.
- Balance accountability: create desirability for high performance; make it undesirable to have low performance.

**Engagement**

**Retention**

**Budget**

**Citizen**
**Satisfaction**

## Combating Organization Wide Barriers

- Not everything that impacts employee engagement is controllable by the workgroup
- After a few waves of surveys, the local issues have largely been addressed
- While there are certainly still local issues to deal with, and new managers/employees, by this time the remaining issues are primarily _*barriers*_ *at the organizational level*

##  Five Root Causes of Organization-wide Barriers

## Implementing a Communication Plan

- Key messages in communication plan with managers and employees
- Explain the purpose
- Reinforce confidentiality
- Emphasize the importance of hearing everyone’s opinion
- Pledge that results will be used
- Show Leadership commitment
- Use existing vehicles as much as possible
- Staff meetings (all levels)
- Bureau newsletters
- Internal web sites
- Bulletin Boards
- Broadcast Voicemail messages

**Notes:**
You would have thought that since every company is interested in these 4 outcomes, and since employees are an easy lever to pull, that there would have been a great deal of research into the link between employee attitude and outcomes.  There hasn’t.  Why?? because different companies use different ways of measuring the same thing
Meta-analysis offers a solution.  It is a relatively new stat technique which allows you to compare apples with oranges.  Developed by Dr. Frank Schmidt, U of Iowa, he supervised on this the first and only Meta-analysis linking employee attitude to outcomes across companies.  

## Implementing a Communication Plan(continued)

- High levels of buy-in will depend on extensive communication
- Repeated messages
- Multiple sources
- Build local champions with clear accountability

**Notes:**
You would have thought that since every company is interested in these 4 outcomes, and since employees are an easy lever to pull, that there would have been a great deal of research into the link between employee attitude and outcomes.  There hasn’t.  Why?? because different companies use different ways of measuring the same thing
Meta-analysis offers a solution.  It is a relatively new stat technique which allows you to compare apples with oranges.  Developed by Dr. Frank Schmidt, U of Iowa, he supervised on this the first and only Meta-analysis linking employee attitude to outcomes across companies.  

## Taking Action

- Activities all leaders should do within their Bureau around employee engagement:
- Share results with your management team and develop Action Plans within 3 weeks
- Action plans should focus on 2-3 areas with at least one area of opportunity for improvement selected and one area of existing strength*
- Call an All Hands Meeting within this quarter to share results, including future plans
- Schedule a follow-up management meeting within 4 months to check on progress

**Notes:**
You would have thought that since every company is interested in these 4 outcomes, and since employees are an easy lever to pull, that there would have been a great deal of research into the link between employee attitude and outcomes.  There hasn’t.  Why?? because different companies use different ways of measuring the same thing
Meta-analysis offers a solution.  It is a relatively new stat technique which allows you to compare apples with oranges.  Developed by Dr. Frank Schmidt, U of Iowa, he supervised on this the first and only Meta-analysis linking employee attitude to outcomes across companies.  

## Sample Action Planning Grid

| Actions | Who is accountable? | How often? | By when? |
| --- | --- | --- | --- |
|  |  |  |  |
|  |  |  |  |
|  |  |  |  |
| “Survey Goal:” |  |  |  |

**Question:**

## Managers/supervisors/team leaders work well with 

**Managers/supervisors/team leaders work well with **
**employees of different backgrounds.**

**Sample “Unworkable” Action Plan**

## Employees have a feeling of personal empowerment 

**Employees have a feeling of personal empowerment **
**with respect to work processes.**

**Sample “Workable” Action Plan**