1	Shell Employee Engagement Survey August 22, 1997 Karin Busch Zetterberg, ValueScope AB
2	The success of an employee survey depends on - The right variables in the questionnaire A good administrative technique Feedback to everybody, but not of everything A serious will to learn from the results and change behavior
3	Respondents Every employee should get a chance to take part in the survey This gives managers results they cannot explain away as unsatisfactory sampling If sampling is needed, it is better to sample workplaces than employees
4	Every second year (for example one year Europe, the next year outside Europe) Year 1: Survey and feedback Year 2: Implementation of changes needed Year 3: New survey to see results et cetera
5	Survey during work-hours This can be arranged in different ways (for example lunch-room interviews, Intranet, mail questionnaires) Advantage 1: it shows that Shell considers the answers from the employees important and allows working time Advantage 2: high response rates
6	Reporting DRAFT EXECUTIVE REPORTS Narrative. For boards & headquarters. Final version is client´s formulations. LOCAL ESTABLISHENT FEEDBACK Charts comparing units and divisions. Local transformation champions (LTCs) run sessions with the local management with these charts. WORK GROUP FEEDBACK
7	Work group feedback
8	Hierarchy of reports Heads of units run their own feed-back sessions with their co-workers Concentration on own department and own problems, not your neighbor´s or total Shell Direct link to business targets and company goals
9	Work group feedback sessions Heads of units run their own feed-back sessions with their co-workers Positive, specific and immediate feedback Discussion of survey results Decision of which two or three problems to give priority due to survey results
10	Integrity of employees The employees answer the questions honestly if they are confident that their anonymity is insured Absolutely no link to personnel records No possibility to identify any individual employee in the survey All results should be based on at least 10 persons Restricted access to database
11	Warning The results should not be used to point out a department with problems to other than the manager and his/her manager at a higher level
12	Questionnaire Short Varied question types (illustrations may be included) Pleasant layout Anonymous - no names on the questionnaires (Checking of participation can be done separately)
13	Sample question When you do something really extra at work or a better job than usually, would..
14	Sample question What kind of appraisal do you think your immediate superior makes of your work?
15	Sample question a) How do you usually find out about changes and news affecting your work at Shell?
16	Sample question How often do you talk to other people in your department about your work?
17	Sample question To what extent does your department work toward clear and common goals?
18	Sample question For your department, is it easy or difficult to talk to other departments you must cooperate with?
19	Sample question Have you heard about the statement Shell Business Framework?
20	a) Is your workplace organized so that efficiency and productivity are ...
21	a) Are the tools and equipment used in your department the best for getting the work done?
22	Sample question a) Does your supervisor ask and use your opinion on how to solve problems?
23	Sample question to executives You are to make a short speech to outsiders about your company. Which three points would you emphasize?
24	ValueScope´s additional contribution to your project: Combination of questions may be used to make the “invisible contract” visible Questions may be combined to reveal mismatch between management values and employee values Cluster analysis of companies to form a Shell world map A management theory for executive training at Shell