Measuring employee engagement to ‘take the temperature’ for a new leader
Improving organisational effectiveness and efficiency demands new behaviours from leaders and employees. This case study demonstrates how Prominence helped a newly appointed CEO gain an appreciation of “how things are done” as a baseline for a long term transformation program.
Our client was a local government authority with low employee turnover in a region experiencing significant growth and change. The new CEO formed some early views of culture, organisational strengths and weaknesses requiring deeper exploration and validation with a diverse mix of office and field based employees. The employee engagement review was also conducted in parallel with negotiation of a new industrial instrument.
Prominence assembled a small team of strategic management and human resource specialists to design a project that would assess engagement levels and perceptions and contemplate organisational design required to deliver on Council’s strategy and values. The approach included:
- interviews with senior staff to understand the diversity of the organisation and inform survey design
- implementation of a bespoke employee survey to address focus areas
- focus groups to explore key areas for improvement nominated by the CEO
- data and gap analysis against functions of a high performing organisation - strategy, leadership, structure, people, work processes and systems, culture and governance
- capability review of the HR function
The following skills were critical to meet client objectives:
- survey design and analysis
- organisational design review
- employee engagement and cultural assessment and analysis
- change readiness assessment and development
- leadership theory and transformational change expertise
- stakeholder relationship management and adaptation through a highly consultative process
At project completion the CEO had a clear understanding of culture, organisational strengths and weaknesses developed through extensive internal engagement across the organisation. The organisational design review provided recommendations on key elements of strategy, structure, governance, people, leadership, processes and systems to position Council to deliver best outcomes for residents of their region.