Employing Techniques That Maximize Productivity And Employee Engagement

THE ISSUE

A mid-sized marketing agency based on the east coast with 2000+ employees in numerous offices around the U.S. was still reeling with changes brought about by a merger two years earlier when they were acquired by a large international agency. Although the merger and acquisition created a unified brand to the outside world, their internal work environment was a mixture of various cultures and leadership styles. Communications and teamwork were problematical and service quality was deteriorating. They were losing ground to their competitors.

WHAT WE DID

The company had used an employee survey just after the merger and needed to assess the effectiveness of their efforts over the last two years, especially in light of their recent acquisition. We recommended using the same survey that we had designed before to facilitate the assessment question-by-question as well as unit-by-unit. As before the survey would focus on local issues within their various practices that were driving commitment/engagement.

Since there were trust issues in several units, it was important to ask employees to self-report their demographic information rather than link it in via an HR file. Confidentiality had to be maintained. Given the complexity of their organizational structure, the data collection web used branching/skip logic to capture the job/demographic information from employees in a user-friendly manner.

THE RESULTS

While standard survey reports and analyses were developed for the overall company results, the bulk of the information provided was via numerous special data reports that had been custom-designed to present key results for the multiple sub-units in the practice by location matrix.

A statistical technique called Driver Analysis was used to determine the key organizational drivers of employee engagement. Performance on each of these factors was then highlighted for each of the hundreds of sub-units. Managers and employees in each of these sub-units used these reports to evaluate the success of their efforts since the first survey and to develop new actions plans for the future.

The survey results, and in particularly the Driver Analysis reports, allowed the organization to make structural changes that minimized redundancies, improved communication, and maximized productivity.