5.2a Workforce Engagement Case Study

OE21 Guideline: 

5.2a Workforce Engagement

Note: This Case Study refers to specific OE21 surveys and tools (spreadsheets or docs). Please try the blue link(s) below to learn more about these surveys and tools:

 

 

5.2a Workforce Engagement

Assumption: The (Elafino Sports Center) organization has implemented the OE21 5.2a Workforce Engagement process steps. The process followed and results experienced are as follows: 

The WFT 5.2a Manager Engagement Assessment (a survey) was used to capture the workforce engagement indicators (employees, managers and senior executive). Figure 5.2a-1 is an example of the survey used to capture engagement data.

Figure 5.2a-1 Manager Engagement Survey Results

The Manager Engagement Survey results were exported from the survey and inserted into the WFT Manager Engagement Estimator spreadsheet, which automatically created two engagement dashboard views. 

Figure 5.2a-2 is the Manager Engagement Results Dashboard 1, which subdivides the survey inputs into three groups: Low Engagement, Uncommitted and High Engagement.

Figure 5.2a-2 Manager Engagement Survey Results Dashboard 1

Figure 5.2a-3 is the Manager Engagement Results Dashboard 2, which subdivides the survey inputs into additional detail groups. The Dashboard 2 model also arranges the additional groups from lowest engagement scores to highest engagement scores. The highest priority is to try to improve the lowest scores first, then work up to toward the highest scores. 

Figure 5.2a-3 Manager Engagement Survey Results Dashboard 2

Based on these Engagement Results, the Elafino organization realized the following:

 

  • The Elafino organization has a large engagement problem (over 60% of workforce are disengaged, not very happy to work there and may be likely to move on to other jobs.

  • The lowest engagement areas in Figure 5.2a-3 indicated that most workers need more attention and respect from their managers. These workers were not likely to give the Elafino Sports Center good referrals as a place to work. 

NOTE: Low engagement is a serious problem world-wide as reported in many of the Gallup organization surveys as well as publications from the large Human Resources Associations.

High-Performance Rewards System - The Elafino Leadership Focus Team (LFT) with support from the Workforce Focus Team (WFT) and Facilitator, implemented a High-Performance Rewards System (HPRS) to support, encourage and reward high workforce performance and to try to improve workforce and manager engagement.

 

The OE21 HPRS has these elements:

  • A Work Unit Performance Assessment (survey) that captures work RECEIVER assessments from work PROVIDERS (rating 1-5), in seven key areas shown in Figure 5.2a-4. Receivers are internal work units or manager roles that receive inputs from Provider work units or roles. 

  • A Work Unit Performance Matrix - a spreadsheet tool that imports the Work Unit Performance Assessment survey results, and calculates total reward points for seven key areas measured, as shown in Figure 5.2a-4 Work Unit Performance Matrix. 

  • A Rewards Model that allocates reward (points or $) to work units based on their performance in seven (7) key areas that drive results, as shown in Figure 5.2a-5 Work Unit Rewards Model. 

The Elafino WFT and Facilitator followed the detailed implementation steps in the OE21 Standard WFT 5.2a to implement the new High Performance Rewards System. 

Figure 5.2a-4 Work Unit Performance Matrix

Figure 5.2a-5 Work Unit Rewards Model

 

WORK UNIT PERFORMANCE ASSESSMENT AND REWARDS RESULTS

The most recent Work Unit Performance Assessment and Rewards results are shown in Figure 5.2a-4 and 5.2a-5 above. A summary of these Elafino Sports Center results follows:

  • The highest performing work units were Concessions, Lease Rentals, Sales, and Accounting

  • The lowest performing work units were Admissions, Finance, and Skate Service Providers  

Of the $10,000 allocated by the CEO for the quarterly rewards, $6,974 were earned and distributed to the work unit members. The remaining $3,026 is left for the CEO to use (or not) in the next quarterly rewards period. 

All workforce members received a reward proportionate to their Work Unit's amount earned. After receiving (for the first time) the relatively small reward amounts, the majority of the workers were happy to get their share. The Elafino senior executives made a point to congratulate each worker with a message enclosed with their rewards check. It was a beginning. The senior executives pointed out to all employees that the better the Elafino sales and customer satisfaction, the more revenue and the rewards will get higher. 

At this point, the Elafino Sports Center workforce is on their way to becoming better engaged with their customers and with each other. The workforce and the managers appreciate the rewards sharing, and are beginning daily discussions and reaffirmation of the key factors that drive rewards:

 

1 Availability: The extent the Work Unit is available when requested or needed

 

2. Budgeted Cost vs. Actual Cost: The extent the Work Unit costs incurred are within their allocated budgets for the work performed

 

3. Cycle Time or Schedule: The extent that the Work Unit completes its assigned work on time, as required.

 

4. Satisfaction: The extent that the Work Unit outputs and communications are satisfactory to those who receive them, including our customers.

 

5. Quality: The extent that the Work Unit outputs are free (or close to free) of defects, unnecessary rework, waste or other quality problems.

 

6. Workload: The extent that the Work Unit outputs are helping the organization meet its workload or production goals.

 

7. Innovation: The extent that the Work Unit contributions or suggested innovative ideas are helping the organization improve its program outputs, outcomes, and customer satisfaction goals.

 

Performance Reviews - The Elafino Focus teams are attending the monthly performance reviews and paying close attention to performance indicators that affect their performance and rewards received via the High Performance Rewards Process. 

 

Figure 5.2a-6 below provides an example Trend Chart for Workforce Absenteeism, which is one of the indicators of Workforce Engagement and Performance and affects the Availability ratings in the HPRS process. Availability is the extent the Work Unit is available when requested or needed.

 

Figure 5.2a-6 Workforce Engagement Indicator 

The Elafino LFT (IT Manager) published the 5.2a Workforce Engagement output results on the Elafino INTRANET, and notifies all focus teams and managers of these updates.