Transcript About HELEN OOSTERHOLT and ASSOCIATES

THE WELCOME DEATH OF
EMPLOYEE SURVEYS
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Organization Effectiveness /
Change Mgmt: Art + Science
Change Management Model
Business Process
Reengineering
Align
Organization
Systems
Organization
Structure /
Leadership
Business Vision/Strategy
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OBJECTIVE: CREATE HIGH PERFORMANCE
ORGANIZATION CULTURE
FORMAL SYSTEMS
Strategy/objectives
Structure/leadership
Policies/procedures
Business processes
Performance Mgmt.
Technology
Products
Financial resources
Reward/recognition
INFORMAL
SYSTEMS
Values/beliefs
Perceptions, feelings
Norms, behaviours
Informal leaders
Output: Prevailing patterns of values, beliefs,
behaviours, norms throughout organization
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OPINION SURVEYS… TYPICAL QUESTIONS
• Think of an organization where you’ve worked…
Ineffective, frustrating Supervisor/Manager
• To what extent is your company doing what it
takes to motivate employees to do great work?
• Scale of 1 to 6 … 1 = To a great extent
6 = To no extent
• People in this organization believe that jobs
should be engaging
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So… What’s wrong with Opinion Surveys?
• Static... Written… no ability for people to engage
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in dialogue & feel heard, or be involved in
process of creating solutions
No ability to probe, question, clarify, determine
real issues from irritants/noise
Yields huge amount of data… difficult to
interpret, prioritize, and action… just because it’s
an issue, may not mean sr. team feels it’s
important and requires a response
Not as effective in creating/sustaining senior
management buy-in… data is sterile… senior
managers not necessarily “shaken up”
Major expectations raised… can do more harm
than good if management doesn’t take action
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So… What’s wrong with Opinion Surveys?
• Ideal culture elements may not have been
articulated by senior team… therefore:
• Difficult to determine gaps between
articulated ideal culture and actual results
• People’s + - perceptions of supervisor or
past event may overly influence results…
difficult to interpret with written one-way
feedback
• No flexibility to listen to employee “hot
buttons” and diverge from questions
• Little ability for employees to elaborate
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FUNNELLING METHODOLOGY
• Start with open-ended interviews of senior team members
to determine business needs and presence of relevant
High Performance Culture factors
• Focus Groups… custom-designed, based on Appreciative
Inquiry & High Performance Team Culture conceptual
framework, and senior results… sensitive to uniqueness of
issues and organization culture
• Pilot questions to ensure common understanding… run
pilot with representative first group… modify questions
further… use variety of questions… open-ended, closed,
quantitative, low & high risk
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FUNNELLING METHODOLOGY
• Determine level of participation… usually representative
cross-section… but give thought to inclusion of “chronic
problem employees”
• Provide reassurance re: confidentiality and promises re:
no retribution… explain Goals, Process, Ground Rules
• Engage Assistant to write down feedback… allow
Facilitator to focus on group
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QUALITATIVE + QUANTITATIVE
“DATA”/ PERCEPTIONS
• Brief custom quantitative survey based on High
Performance Team Culture conceptual framework… can do
at same time as focus groups
• Funneling continues… take key themes… further prioritize
& validate quantitatively on wider basis with larger pop’n
• Goal: to deliver compelling feedback re: people’s common
perceptions that senior managers cannot ignore
• Qualitative: shows the intensity of and depth & breadth of
feelings/issues
• Quantitative: demonstrates number of people who have
same issues… validation of themes & issues
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PRESENTATION TO SENIOR TEAM
• Create report with summarized data + preliminary
recommendations together
• Use anonymous quotes that represent key themes to
support presentation to execs
• Keep senior team in loop all way through… prepare them
for tone of feedback… develop and maintain buy-in
• Present to execs/senior team… ensure team does not
discount data… build commitment to action… plan next
steps
• Agree on process for joint Action-Planning
• Feedback results & next steps to staff… senior
manager(s) to respond… thank staff for feedback
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HIGH PERFORMANCE CULTURE
Design questions around High Performance
Culture attributes
Vision/Business Strategy/focus
Shared Purpose & Buy-in
Org. Structure Design –
Cross-Functional Collaboration
Management / Measurement of
Work Processes
Design & Alignment of
formal systems
Talent Management & Fit
Internal/External
Customer Satisfaction &
Metrics
Interpersonal Process
Consistent Leadership/Modeling
Effectiveness
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ACTION-PLANNING
• Custom designed based on nature of issues
• A) “Workout” type process with cross-functional
group focusing on resolving key issue in 2 - 3 days.
For other few top issues & quick wins, assign teams
• Identify the critical few key systems that will bring
about desired change
• B) Team Development/Effectiveness Workshop
• Troops see tangible, relatively expedient results on
key issues… whole process shapes expectations &
enables action-taking on prioritized outcomes
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BENEFITS OF METHODOLOGY
• Allows for probing, clarification, listening to
intensity of feelings… people vent, feel heard
• Groups participate in Prioritization of issues…
begin to engage people in possible solutions
• Flexible process allows consultant to adapt &
respond to unique feedback
• Allows for clarification & elaboration… even the
best written questions can mean different things
to different people
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BENEFITS OF METHODOLOGY
• Process is an Intervention that commences
trust-building, dialogue & joint problem-solving
• Experienced consultant… neutral… not part of
“power structure”… like medical doctor
conducting diagnosis… narrowing in on core root
cause issues that interfere with organization
effectiveness… already starting to design
solutions, possible interventions in back of mind
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BENEFITS OF METHODOLOGY
• People engaged throughout
• Custom process… HR Manager heavily involved
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in design, managing of process, developing buyin, interpreting data, planning next steps
working in partnership with Consultant
Action Research model using proven principles
of Change Management
Consultant presents to senior management…
avoids “shoot the messenger” and “a prophet is
not accepted in his/her own land”
Process of gathering data and creating solutions
seamless vs. 2 separate processes otherwise
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COMPETITIVE ADVANTAGE
The alignment and fit of all the parts working
effectively together creates true synergy and
competitive advantage.
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ABOUT EXP GROUP
Helen Oosterholt has spent over 25 years working in the area of Human Capital development
and Organization Effectiveness, leading extensive business transformations in a variety of
leading businesses and across broad industries.
As the Managing Partner of EXP Group, she heads up a network of highly qualified associates
specializing in the design and delivery of innovative business solutions that genuinely
enhance individual, team and collective organization performance.
Her past successes as full-time or outsourced Vice-President, Human Resources for George
Weston Limited, The Thomson Corporation, Cymat Corp., SMTC Manufacturing and Kohl
and Frisch, with direct operating accountability in tough, turnaround situations, combined
with her internal and external management consulting background, have demonstrated her
abilities as a pragmatic business coach and leader.
Helen’s methodologies include expert organization diagnosis, and the design and development
of the critical few human capital systems and processes that yield collective business
improvements most expediently and effectively. Her use of Change Management tools and
techniques underlies her interventions as a means of involving business members in the
creation of customized business solutions that minimize resistance.
Helen has a Masters degree specializing in Organization Development and Effectiveness and
has also been a guest speaker at the Ontario Society for Training and Development, the
National Society for Performance and Instruction, the Human Resource Professionals of
York Region, and the Canadian Management Centre.
150 York Street, Suite 1010,
Toronto, On. M5H 3S5
Ph: 416-985-2654
[email protected]
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