Get documents about "Developing an Employee Engagement Retention
Document Sample
“Developing an Employee
Engagement & Retention Strategy”
May 13, 2009
Canadian Mental Health Association
Background (2005):
•How can we be more effective in the
face of a number of changes that are
taking place both within CMHA and the
marketplace?
•How can we leverage our existing
strengths & reduce challenges in order
to create an attractive workplace?
Canadian Mental Health Association
Background (2005):
•Flat/unsustainable organizational
structure
•Retiring of senior talent; no
succession plan and little formal
leadership development
•Other organizations are attracting
some of CMHA‟s talent with better
reward packages
Canadian Mental Health Association
Methodology
•Brought in a consultant to assist in
gathering feedback from senior mgt,
front-line staff, board members.
•Review of HR policies, plans, any
additional relevant information
•Best Practices
Canadian Mental Health Association
Key Findings
What is of greatest importance to staff?
*According to the responses of a significant sample of staff
7% 2%
21%
5% Compensation Benefits
Challenging Work
11% Career Development
Service to Clients
Work Environment
Work-life Balance
Co-workers, Teamwork
10% 15% My Boss/Leadership
Flex Work Arrangements
Training and Development
7%
8%
14%
Canadian Mental Health Association
Key Findings:
Top Five Areas for Employees
•Compensation/Benefits
•Work/Life Balance & Flexible Work
•Challenging Work
•Service To Clients
•Career Development & Training
Canadian Mental Health Association
Framework
Leadership
Staffing Development
Plan
Wellness
Rewards Philosophy
& & Values Succession
Recognition Management
Performance
Recruitment Management
Canadian Mental Health Association
What we did…
CMHA People Plan 2005 – 2007
with 5 key areas
•Employee Value Proposition
•Leadership and Development
•Organizational Efficiency &
Effectiveness
•Employee Wellness
•Work-Life Balance & Flexibility
Canadian Mental Health Association
Employee Value Proposition:
•Review of compensation/benefits and
made annual adjustments
•Develop a „brand‟ position about
working at CMHA
•Ongoing advocacy with funders for
additional resources
Canadian Mental Health Association
Leadership and Development:
•Re-structured – over time introduced
middle Manager positions (approx 10)
•Quarterly Mid-mgt meetings and
ongoing mentorship & training
•Individual Leadership Development
Plan – emanates from annual 360
performance process
Canadian Mental Health Association
Leadership and Development
•Individual Leadership Development
opportunities
•Template to track annual activities
•Enhance new employee orientation
programs & mentorship
Canadian Mental Health Association
Employee Wellness:
•Project Chartered Employee Wellness
Committee
•Congruence with values & wellness
model?
•Recommendations reviewed &
implemented
Canadian Mental Health Association
Work – Life Balance and Flexibility
•Flexible work arrangements
•Policy development and changes
Communication, Communication,
Communication!!
Canadian Mental Health Association
Where are we today?
•Phase II (Apr 2008)
•Employee engagement & leadership
development survey
Canadian Mental Health Association
Objectives
•Measure the level of employee
engagement and satisfaction at CMHA
•Identify key themes that could impact
business and HR strategic plans
•Establish an engagement score
Canadian Mental Health Association
What we measured:
Using a 5 point Likert scale we asked about the
following areas:
• About our values
• About my job
• About teamwork
• Client Relations
• About my supervisor
• About mid-management
• About senior management
• About communication
• About professional development
• Overall, about CMHA-Calgary Region
• About compensation, rewards and recognition
Canadian Mental Health Association
How to interpret the mean
A standard for interpreting the mean is the cutoff points that describe a result
as acceptable or unacceptable. The most common approach is the “absolute
standard.” Here is a “typical” absolute standard.
Strongly Strongly
Disagree Disagree Neutral Agree Agree
1 2 3 4 5
PAY OUTSTANDING
CRITICAL DANGER STRENGTH
ATTENTION STRENGTH
1.75 2.75 3.25 4.0
PAY
UNACCEPTABLE ACCEPTABLE
ATTENTION
Information on this slide is provided by Pascall Surveys and is based on a typical absolute standard derived from
thousands of survey responses — Performance Programs, Inc. — employee opinion questionnaires.
Canadian Mental Health Association
Results
•64% response rate
•CMHA‟s Overall Grand Mean is 3.96
(out of 5) with a standard deviation of
0.852.
•“strong score” – anything over 3.75 is
very positive
Canadian Mental Health Association
Results
Findings are grouped into 11 themes – ranked
themes:
• About our values (4.19 mean)
• About my job (4.16 mean)
• About teamwork (4.11 mean)
• Client Relations (4.08 mean)
• About my supervisor (4.05 mean)
• About mid-management (3.93 mean)
• About senior management (3.80 mean)
• About communication (3.79 mean)
• About professional development (3.66 mean)
• Overall, about CMHA Calgary Region (3.64 mean)
• About compensation, rewards and recognition
(3.61)
Canadian Mental Health Association
Results
Top Five Responses
• At CMHA we say these things are important:
Striving for excellence in the quality of our
programs and services (4.55 mean)
• At CMHA we say these things are important:
Empathy with our clients(4.48 mean)
• My supervisor treats me with respect (4.48 mean)
• At CMHA we say these things are important: Being
committed to our clients‟ needs (4.45 mean)
• I can make decisions to get my job done (4.43
mean)
Canadian Mental Health Association
Results
Bottom Five Responses
• Overall, I think I am paid fairly for the work I
do. (2.95 mean)
• If I was offered a job outside our
organization I would not take it (2.98 mean)
• We do a good job of keeping good people at
CMHA (3.07 mean)
• I believe my career aspirations can be
achieved at this organization (3.30 mean)
• At CMHA, there is a link between doing a
good job and annual compensation
adjustments (3.37 mean)
Canadian Mental Health Association
Actions
•Hired an HR Manager (Jun 08)
•Created a 3 yr HR Plan 2009-11
•Revising our performance review
system (& comp link)
Canadian Mental Health Association
What’s next?
•Continue to implement the plan
•Build on our successes & address
concerns to the best of our ability
•Be focused, determined and strategic
•Re-survey to assess results
Canadian Mental Health Association
Questions???
Canadian Mental Health Association
Related docs
