ALIMENTATION COUCHE-TARD INC. myvoice Results and Action Planning Preparation Pack

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1 ALIMENTATION COUCHE-TARD INC. myvoice 2016 Results and Action Planning Preparation Pack

RECAP & PURPOSE Last webinar/e-learning: Engagement has many advantages for people and for the business The manager is critical for creating engagement ACTION PLANNING BOOSTS EMPLOYEE ENGAGEMENT

2 RECAP & PURPOSE Last webinar/e-learning: Engagement has many advantages for people and for the business The manager is critical for creating engagement ACTION PLANNING BOOSTS EMPLOYEE ENGAGEMENT Teams that strongly agree that Action plans from the last survey have had a positive impact on my workplace showed the biggest improvements in employee engagement. The 25% of teams with the highest score on this question saw their engagement score increase by 10% Focus of this presentation: Action planning done well creates engagement in itself Small actions can have a quick impact on engagement When you are through this deck you will have a roadmap for what to do and what NOT to do If you are concerned about your engagement results and/or do not feel the webinar is enough - reach out to HR or your manager for support 2 myvoice 2016

3 RECAP & PURPOSE Action planning boosts employees engagement because the process itself demonstrates that the opinions of each person on the team count. 3 myvoice 2016

STEP 2 DISCUSS AND PLAN Discuss the results with your team and agree on which items to work and on relevant actions.

4 MANAGERS ROADMAP: THREE-STEP ACTION PLANNING MODEL STEP 1 PREPARE Take a detailed look at your results and prepare for the team session by using this learning document. STEP 2 DISCUSS AND PLAN Discuss the results with your team and agree on which items to work and on relevant actions. STEP 3 FOLLOW THROUGH Enter actions into the online action planning tool. Follow up on actions with your team to make sure they are implemented and drive positive change. 4 myvoice 2016

5 STEP 1. PREPARE STEP 1 PREPARE Downloading the scorecard Take a detailed look at your results and prepare for the team session by using this learning document. Reading the results Interpreting the results: what s behind the numbers? Further learning resources 5 myvoice 2016

DOWNLOADING THE RESULTS SCORECARD On 22 August all managers will receive an email from Gallup containing information on how to access the reports and action planning platform.

format. 1. Report Overview - in this menu you can download the reports for your area of responsibility. A store manager only sees his or her store. 2.

6 DOWNLOADING THE RESULTS SCORECARD On 22 August all managers will receive an from Gallup containing information on how to access the reports and action planning platform. The online platform itself is available in English and some additional languages: French, German, Italian, Norwegian and Swedish, while the results reports are available in the local language in pdf format. 1. Report Overview - in this menu you can download the reports for your area of responsibility. A store manager only sees his or her store. 2. Clicking on the arrow to the left of the unit name opens the tree for navigation to subunits. 3. Clicking on the unit name (in this example Kropp, Joshua ) opens the download mask. 4. Download the report by clicking on Please Select below the tab Language. Then select the available language, followed by clicking on Download. If you also want to download those reports that are one level below, please click on the triangle/arrow next to Reports of Subunits. All reports one level below will be displayed. 6 myvoice 2016

Market Manager Joe Miller - Rollup Third unit: RDO Adam Smith - Rollup The Store 12 results include the answers of all employees in that store.

7 YOUR RESULTS REPORT TEAMS/UNITS SHOWN The front page shows which team s results are presented on the scorecard. For example: if you are a Store Manager of store #12, reporting to Market Manager Miller, who reports to RDO Smith, then the front page would show the following: First unit: Store 12 Second unit: Market Manager Joe Miller - Rollup Third unit: RDO Adam Smith - Rollup The Store 12 results include the answers of all employees in that store. The Market Manager Joe Miller Rollup report includes the results of store 12, the results of all other stores managed by Miller, including both employees and store managers. The RDO Adam Smith Rollup report includes all store employees and managers managed by Miller, as well as Miller himself. If Smith managed four more market managers, all of them, including their store employees and managers, would also be included in Smith s report. Market manager Miller and RDO Smith will also receive scorecards with only their direct teams (store managers and market managers, respectively) being shown in the first unit. In the case of Miller s direct team of store managers being the first unit, the second unit is his own rollup report and the third unit is Smith s rollup. Please note that results are only shown if at least 4 team members participated in the survey. If you had less than 4 participants, you will receive the next higher level report and must do the action planning based on these engagement results. 7 myvoice 2016

8 YOUR RESULTS REPORT - INTRODUCTION I. OVERVIEW Gives an overview of the questions asked and scales used in the survey II. TERMS Explains frequently used terms GrandMean: the average for the Q12 statements that measure engagement Overall satisfaction (Q00): satisfaction with company as employer The Gallup Overall Database: includes a total of 6,658,000 employees, in 864,000 working groups. Percentiles: the mean values for your team are compared with those of other units in the Gallup Overall Database. Copyright , 2016 Gallup, Inc. All rights reserved. 8 myvoice 2016

9 YOUR RESULTS REPORT SUMMARY PAGE The Grand Mean for each unit, 5,00 being the maximum. The number of respondents per unit. The engagement pyramid, consisting of basic needs at the bottom, which need to be in place before focusing on other elements such as manager support, team work and growth. Percentiles, comparing your results with Gallup s database. Min: 1, Max: 99 Mean scores (average for each question). Min: 1, Max: 5 I. Provides you with the most important results at a glance. II. Shows you the means and percentiles for each Q12 item and overall satisfaction for all three units. III. Your team's strengths (the 2 highest scoring items relative to Gallup's Overall Database) are highlighted in green; the weaknesses (2 lowest scoring items) are highlighted in red. Copyright , 2016 Gallup, Inc. All rights reserved. 9 myvoice 2016

10 INTERPRETING YOUR SURVEY RESULTS What does materials and equipment mean to you? Interpretations can vary from employee to employee. Talk with your employees to learn what each Q12 element means to them. Do you mean reliability of equipment, actual tools, access to information? Are there things that distract you and keep you from being productive or accurate in the work you do? Q02. I have the materials and equipment I need to do my work right. How much would you, customers or our company gain if we fix this? Have you identified things that make us faster and more effective? What is it? Did you share it with others? How can these distractions be reduced? Copyright , 2016 Gallup, Inc. All rights reserved. 10 myvoice 2016

11 HELPFUL INFORMATION ON THE Q12 Clicking on info in the top right corner of the reporting platform you will have access to further resources: Q12 Element Flyers with interesting information on the meaning and research behind each Q12 element This information is similar to the videos on each of the Q12 that can be viewed on the platform A supplemental guide that provides you with specific ideas on how to action plan on each Q12 item A more detailed manual on how to use the reporting and action planning platform Copyright , 2016 Gallup, Inc. All rights reserved. 11 myvoice 2016

12 INTERPRETING YOUR SURVEY RESULTS Look at high scores to focus on your team strengths, as these are opportunities for recognition. Think about where your team might experience the biggest increase in engagement. 12 myvoice 2016

IF YOU NEED MORE DETAIL Available for first and second unit, for Q12 and additional questions The number of respondents per question who gave a answer between 1-5.

For example, 23% of respondents strongly agreed that they have a best friend at work (they gave a 5 to this item).

13 IF YOU NEED MORE DETAIL Available for first and second unit, for Q12 and additional questions The number of respondents per question who gave a answer between 1-5. Distribution of responses: percentage of respondents who rated the item with a 1,2,3,4 or 5. For example, 23% of respondents strongly agreed that they have a best friend at work (they gave a 5 to this item). Strengths and weaknesses (highest and lowest percentile values). Mean scores (average for each question). Min: 1, Max: 5 Percentiles for each question. Questions marked with * have no benchmarks and therefore no percentiles. Copyright , 2016 Gallup, Inc. All rights reserved. 13 myvoice 2016

14 STEP 2. DISCUSS & PLAN ACTION PLANNING WORKSHOP STEP 2 DISCUSS AND PLAN Discuss the results with your team and agree on which items to work and on relevant actions. Set the scene Discuss myvoice results with your team Select your focus areas Agree on action plan DO s and DONT s Start a conversation Dealing with difficult situations 14 myvoice 2016

15 SETTING THE SCENE Action Planning in Stores If you are a store manager and your team members work across different shifts and you cannot get them together, do separate sessions for the shifts. Write down the actions from each session and present them to the next shift and discuss. Add new points to the list. After all shifts have had their sessions, get all team members to vote on the most important action for the entire team to work on and get started one issue at a time. Tell your employees about the purpose of myvoice and what is in for them to get them excited to participate: Engaged employees feel a greater emotional connection to their role The are more likely to be successful in their careers They are less prone to stress and burn-out, better performance on health parameters They form effective working relationships at the workplace This will help your employees understand what the engagement concept is and why myvoice is done. Remind your team that the focus of the action planning meetings should be on elements that can be influenced and impacted at the team/store level and not on elements that are not within your control. Encourage all team members to voice their opinion and be respectful of others. 15 myvoice 2016

DISCUSS Manager explains how to read the report and reminds that the survey is confidential Everyone discusses the results All are open and honest What has it been like working on our team over the

16 DISCUSS Manager explains how to read the report and reminds that the survey is confidential Everyone discusses the results All are open and honest What has it been like working on our team over the last year? Use the results to discover the underlying issues. Use the numbers as a starting point for the discussion, but do not focus on the numbers. Use questions like What would a 5 look like? or What is missing for this item to be a 5? Ask open ended questions to encourage more detailed answers. 16 myvoice 2016

17 DISCUSS If your report does not have the responses from your team (due to the fact that there were less than 4 responses) that does NOT mean you cannot still have a valuable action planning session! The responses are a part of the next level report you are looking at. Start by discussing whether the higher level results reflect how the team sees its workplace. 17 myvoice 2016

SELECT Have the team choose one item to start with. When it has been accomplished or sufficient progress has been made in improving it; select another one to work on.

18 SELECT Have the team choose one item to start with. When it has been accomplished or sufficient progress has been made in improving it; select another one to work on. We don t have to wait until the next survey results to take our next action. Be focusing on AT LEAST one item all the time. Focus on the most important areas where you can get the biggest improvement in engagement. It is most important to start with the basic needs such as expectations and materials & equipment. Remember that you should not only focus on challenges, but also celebrate high scores as successes. 18 myvoice 2016

PLAN Brainstorm to generate ideas The more the better. No judging. Ask for ideas and develop them further. Ensure every team member s ideas are shared.

19 PLAN Brainstorm to generate ideas The more the better. No judging. Ask for ideas and develop them further. Ensure every team member s ideas are shared. Evaluate ideas Do the ideas support the team s and your objectives? Impact versus Effort. Make sure the ideas can be impacted by establishing SMART goals. Commitments and responsibility Who is doing what by when? 19 myvoice 2016

20 SUGGESTED ACTION ITEMS AND WORKSHEET Suggested Actions The last page of your scorecard includes suggested actions for all Q12 items. Action Sheet This Action Sheet can be filled out together with your team and then entered electronically on the platform later. Focus on Q12 We recommend to focus on the Q12 for action planning, because Gallup s research has shown that these items have the biggest impact on engagement and they are actionable on a local level. Not all stores, markets, or regions will be focused on the same things. Remember, the local management teams have the greatest influence over the engagement of their teams. Copyright , 2016 Gallup, Inc. All rights reserved. 20 myvoice 2016

ACTION PLANNING WORKSHOP: DO S AND DON TS Manager is open and positions action planning as an improvement opportunity Manager is being dominant or defensive Manager, not the

Action plan is very vague and unclear The team speaks up; manager facilitates and listens The team creates an action plan together The whole team is committed to driving

21 ACTION PLANNING WORKSHOP: DO S AND DON TS Manager is open and positions action planning as an improvement opportunity Manager is being dominant or defensive Manager, not the team, creates an action plan Manager tells associates how to answer the survey questions next time The team is passive and has a whatever attitude Focus only on the negative Action plan is very vague and unclear The team speaks up; manager facilitates and listens The team creates an action plan together The whole team is committed to driving engagement Focus on the positive Action plan is SMART The team decides and is always focused on at least one element to improve. Thank your team for participating 21 myvoice 2016

22 EXAMPLE QUESTIONS TO START A CONVERSATION WITH YOUR TEAM What do you believe you are paid to do? How do you measure that? Are there things that distract you from or get in the way of meeting the responsibilities of your role? Are there times when you feel conflicted about priorities? What do you think I expect of you this year? How can we determine whether you are meeting these expectations? How can I help you be successful? What do you expect of me as your manager? What parts or activities of your current role energize you? How much of your time at work do you spend doing things you really enjoy? When do you feel your job is important? What did you do that adds value to our team or customers? How do the relationships you have at work help you do our job better? Tell me about the best recognition you have ever received? Why was it the best? When you achieve your goals, how would you like to be recognized? 22 myvoice 2016

23 TIPS ON HOW TO DEAL WITH DIFFICULT SITUATIONS If responses are very emotional Do not be afraid of negative emotional reactions. If they arise give participants enough time to express them, do not cut them off immediately. Typically this kind of emotional reaction is evidence of the fact that the team is open and is ready to share opinions with you. Free expression helps people to release negative feelings and after some time they are ready for constructive cooperation. If you struggle to get everyone involved or have people who are too dominant The around the table technique to ensure that everybody gets the opportunity to express their opinion. It is important especially with larger teams to prevent a situation of overlooking somebody s point of view. The work in pairs/smaller groups technique is typically used with larger groups and groups with a limited amount of time. Ask participants to work in smaller groups and present results to rest of the group. If the conversation focuses on topics outside of team s control Reinforce that you as a team will not focus on elements over which you have less influence or can t control (e.g. benefits, labor model etc.). Commit that you will share those comments with your manager (e.g. Market Manager). Focus on aspects where you have the ability to positively impact results. If you get stuck try different questions Clarify what you have just heard: It sounds as if you are saying that Is that correct? Activate the group if the group is not getting any further: What else? Suggest the possible solution: What about.? What would the advantages be? And the disadvantages? Show appreciation and get their support: This is really important. Isn t it? Writing things down on paper is a good solution if you feel that people are afraid to speak openly due to a lack of trust. Distribute pieces of paper and ask employees to share opinions anonymously. Gather all feedback (ideally in a box or in a hat) and deal with them one by one. 23 myvoice 2016

24 STEP 3. FOLLOW THROUGH STEP 3 FOLLOW THROUGH Enter actions into the online action planning tool. Follow up on actions with your team to make sure they are implemented and drive positive change. Agree on clear responsibilities and deadlines: who will be doing what, by when, how? Enter actions and check in on progress regularly. Review the progress with the team and adjust your action plan: are you on the right track? Are the actions still relevant? 24 myvoice 2016

Action Planner- in this menu you can create and modify actions. 2. You will see an overview of the units you have access to and the actions that already exist. 3.

25 INSTRUCTIONS ON THE ACTION PLANNING TOOL The action planning tool is available through the same site as the reports. Action planning with this tool is mandatory for all managers, including store managers. Deadline for submitting actions: October 24th 1. Action Planner- in this menu you can create and modify actions. 2. You will see an overview of the units you have access to and the actions that already exist. 3. In order to enter or view an action plan, click on the unit you want to create the action plan for. You will then see all existing actions for this unit. Click on Create action to create a new action. You will only see/have access to areas under your scope of responsibility. 25 myvoice 2016

INSTRUCTIONS ON THE ACTION PLANNING TOOL CONT D 4. You can now enter a new action. All fields with an asterisk are mandatory. TITLE OF ACTION: Enter the title of the action.

26 INSTRUCTIONS ON THE ACTION PLANNING TOOL CONT D 4. You can now enter a new action. All fields with an asterisk are mandatory. TITLE OF ACTION: Enter the title of the action. SUBJECT GROUP: Choose the topic to which the action belongs. This can also be found in your result report. CURRENT SITUATION: Describe the current situation you want to improve with the action. ACTION DESCRIPTION: Describe the action. What do you intend to do with your team to improve the current situation? RESPONSIBLE PERSON: Select the responsible person from the list that will be shown when you click on the magnifying glass. If the person is not listed you can simply enter the name. ACTION STATUS: Select the status from the list (Not started/started/completed). SCOPE: Select the scope of the action from the list (Own unit/crossdepartment/cross-location). COMPLETION DATE: Set the completion date (month/year). Click the box Add another action after saving this action if you want to create another action for the same unit. Click on Save to save your action. 26 myvoice 2016

EXAMPLE ACTION What s important is that the action plan works well for the manager and

28 FOLLOW-UP Working on engagement is a process, not an event. Engagement should become a daily routine. Plan regular reviews of actions. Get people to own actions it s the team s engagement, not just the manager s. Include the team members in the organization for the follow-up. Always work on at least one action to improve team engagement. 28 myvoice 2016

ROADMAP TO SUCCESSFUL ACTION PLANNING Before the workshop, reflect on your management style and how it will influence the

Use the numbers as a starting point for the discussion, but do not focus on the numbers.

Work on topics your team can influence and focus on the items Q01 to Q03 first if your team has low scores for those.

If your team members work across different shifts and you cannot get them together, do separate sessions for the shifts.

29 ROADMAP TO SUCCESSFUL ACTION PLANNING Before the workshop, reflect on your management style and how it will influence the session. Encourage all team members to voice their opinion. Use the results to discover the underlying issues. Use the numbers as a starting point for the discussion, but do not focus on the numbers. Use questions like How would a 5 look like? or What is missing for this item to be a 5? Work on topics your team can influence and focus on the items Q01 to Q03 first if your team has low scores for those. Make sure goals are SMART. Set deadlines for the implementation of actions and follow-up meetings. If your team members work across different shifts and you cannot get them together, do separate sessions for the shifts. Carry the actions from each session forward to the others and discuss. After all shifts have had their sessions, collate the actions and get all team members to vote on 3 to 4 actions for the entire team to work on. 29 myvoice 2016

30 COPYRIGHT STANDARDS This document contains proprietary research, copyrighted materials and literary property of Gallup, Inc. It is for the guidance of your organization only and is not to be copied, quoted, published or divulged to others outside your organization. All of Gallup, Inc. s content is protected by copyright. Neither the client nor the participants shall copy, modify, resell, reuse or distribute the programme materials beyond the scope of what is agreed upon in writing by Gallup, Inc. Any violation of this Agreement shall be considered a breach of contract and misuse of Gallup, Inc. s intellectual property. This document is of great value to Gallup, Inc. Accordingly, international and domestic laws and penalties guaranteeing patent, copyright, trademark and trade secret protection safeguard the ideas, concepts and recommendations related within this document. No changes may be made to this document without the express written permission of Gallup, Inc. Gallup and Q 12 are trademarks of Gallup, Inc. All rights reserved. All other trademarks and copyrights are property of their respective owners. 30 myvoice 2016

Leader s Guide: Dream Big and Plan for Success

Leader s Guide: Dream Big and Plan for Success The goal of this lesson is to: Provide a process for Managers to reflect on their dream and put it in terms of business goals with a plan of action and weekly