Salome muthoni mwangi_kenya_dhl

Feedback Session Facilitated by the Performance Development

Team

Session overview/Flow• Summary of of KPI Level results( KPI

Highlights) • Focus Area KPIs, why the two? why is it

important for the site(5mins)

• Interesting correlations between results(3 mins)

• Way forward post-EOS(action plan)-5 mins

• Questions and Comments

Presented by Performance Development Team

General overview of all KPIs


Reporting Group Headcount Surveys Competed

Overall Response Rate %

Fashion Emporium 5943 5252 88

WHICH RESULTS ARE MOST NOTEWORTHY FOR THIS SITE? ….


GOALS of the EOS

…Based on the 3 goals set for the Employee Opinion survey(EOS), which are namely….

2 key Variables Analyzed…..

Growth rate in favorability RED* %Unfavorable YELLOW* %Neutral GREEN*%Favorable

Top 10 Driver Items Group “Best in class”


Focus Area KPIs chosen

?


why these two….

Why Employee Engagement?

• Employee Engagement is the key purpose of the EOS Survey, indicating that Job satisfaction, loyalty and willingness to be an advocate for the organization must be greatly compared, analyzed and measured to meet the EOS goals.

• Considering 75% of the employees have worked for more than 3 years it is vital for them to have pride and commitment to their workplace in order to be willing to achieve strategies.

Why Communication?• KPI: Communication, identifies each

employees opinion on constructive two way communication, helping mangers identify problem areas specifically in effective communication of strategy or their perception to the current organizational culture and leadership.

• Compared to any other KPI, Communication has two of the top 10 drivers ranked the least favourable by both the focus group and the comparison group.


Focus KPI No 1: Employee EngagementBased on growth in Favourability Results

Total Favorability 2011= 58% and Total Favorability 2010 =49%

Ranking of Survey Items ( from highest to least favorable)

2010 favorability(%)

2011 favorability (%)

% growth in favorability

Overall , I am satisfied with my Job at DHL

56 9

I am proud to work for DPDHL

48 60 12

I would recommend DPDHL as a great place

47 56 9

I really think about for a new job with another company outside DPDHL

45 52 7

65

60

52

56

Overall% favorability mostly falls between 54-65% , which indicates a great Potential Priority area

Focus KPI No 2:CommunicationBased on Favourability Results

Total Favorability 2011= 61% and Total Favorability 2010 =52%

Ranking of Survey Items ( from highest to least favorable)

2010 favorability(%)

2011 favorability (%)

% growth in favorability

1. I receive the information and communication I need to do my job effectively.

62 71 9

2. My direct supervisor ensures that I receive important information for my work, which I am unable to obtain myself.

57 65 8

51 60 9

38 49 11


3. Overall I am satisfied with the information

sharing and the communication in my work

area. 4. In DPDHL there is open and honest two way

communication.

60

49

equals

Top 10 Driver

Items for the Focus

Group

Lowest % Favorable

results

These two KPIs must be highly considered to demonstrate where we stand in reference to: (a) Their perception of working environment

(b) working conditions, development of a leadership culture and (C) sustainable development

Based on the Goals set for the EOS, these two KPIs should be focused on in order to achieve the goals

Why is it important for the site?

Improved Site

Management

4 Survey Items

Total 4 Survey Questions

4 Survey Items


020406080

100120140

Average % Favorability Growth in Favorablity (btwn 2010-2011)

CommunicationEmployee Engagement

FOCUS KPIs

%

Both KPIs, based on their respective Survey questions grew in Favorability at the rate of 9% between the year 2010 and 2011.

3 Survey Items


3 Survey Items


Employee Engagement Communication

Both KPI scores show majority average % favorability below 65% implying that they are either Potential or obvious priorities that the manager needs to focus on as an improvement area and create relevant action Plans for them.

Interesting correlations between focus KPIs

TAKING ACTION TO IMPROVE EMPLOYEE ENGAGEMENT



Improving employee engagement should be treated as an organization-wide concern , therefore, using the results from the EOS, we recommend that…

(A) DEVELOP ORGANIZATIONAL TRANSFORMATION PLAN.

The site Manager implements a long-term organizational Transformation plan focusing on training both top and middle level managers on how to deal with poor morale and negativity towards the organization and foster an environment of commitment and loyalty from all employees.

(B) RECRUIT EMPLOYEE-EMPLOYER TASK FORCES TO IMPLEMENT TRANSFORMATIONAL PLAN Employees form Task Force focused on finding solutions on the challenges Affecting effective employee commitment to wards DPDHL . Also conduct frequent inter departmental evaluations to measure the impact of the plan over time.

• ALERT!!! Always remember…

THE EMPLOYEES MUST BE INVOLVED EVERY STEP OF THE WAY!!!!

Therefore,


(C). TARGET COMMUNICATED

COMMITMENT

Show continuous commitment to

improving employee engagement

by recognize that changes do not

happen overnight!

Let the employees know that you

are listening to them and acting

on their feedback.

Whenever possible, link the

specific actions that are taken

back to the findings of the survey.

(D) INVOLVE EVERYONE !Do not to simply delegate the implementation to others and disassociate from the process,Hold "update" meetings throughout the year to report to the employees on the progress of the action plan and to help keep the lines of communications open.

Taking Action to Improve

Communication

PROSUMER


Accountability is one of the most crucial ingredients when implementing any Action Plans. Without accountability for implementing each Action step, little or no organizational change will occur, therefore, we recommend that…


(A) DEVELOP A STANDARDIZED COMMUNICATION STRATEGY

The strategy’s Critical Success Factors, namely; open and honest to way communication, centralised sources of information and efficient channels of communication accepted by all.

(B) APPOINT COMMUNICATION STRATEGY DESIGNATEIt is critical to create a communications strategy designate(Individual Supervisor or Task Force) responsible for implementing the communications plan. They will monitor and quantify the progress and success of your Action Plan by measuring employee perceptions of the changes within the organization.


(C ) INITIATE OPEN FORUMSTypically, this is conducted through a follow-up, "post wave" employee survey, instituted between 12 and 24 months following the previous survey.

(D ) CELEBRATE GROWTH!At the same time, it is important to celebrate the achievement of milestones in implementing Action Plans. Regularly recognize the effort and good work that people put in to make change happen. Celebrate results not only in employee communications but also by acknowledging achievements publicly, such as hosting a pizza party with the Task Force or by finding ways to incorporate these achievements within your organization's Employee Recognition Program.

QUESTIONS AND COMMENTS??


“Nothing is more discouraging to employees than to be asked for their feedback and see no movement toward resolution of their issues.”

Anonymous


Thank you for Listening!

Business

Salome muthoni mwangi_kenya_dhl