Tuesday, December 31, 2013

Happy 2014


Happy New Year



May #2014 be your Best #Year Yet!


www.klgconsultants.com

Wednesday, December 18, 2013

Happy Holidays!



Our Best for the New Year!

www.klgconsultants.com

Thursday, December 12, 2013

Gamification to Increase Employee Survey Response Rates


We have written frequently about using custom surveys to increase employee engagement and hence increase retention and productivity.

 


We frequently hear that survey response rates are not high enough to rely upon the data. We also hear that the length of surveys sometimes creates disengagement from the feedback process.

  

Ultimately the solution to low utilization of employee surveys is to increase participant engagement through gamification.  The only way for organizations to get more survey data is to make the experience fun and worth participant’s time, more like a game.  People participate in games because they are entertaining, stimulating, and above all else, fun.  The key to the best games is feedback loops allowing people to enjoy immediate results and anticipate future moves.  Games also take advantage of keeping score and comparing oneself to the competition.
Our custom surveys are based on technology with a 25-year history in computer gaming. We have capitalized on these technology paradigms to harness the most engaging survey technology available. On average, our system’s customers report getting up to 10 times more information than any other on-line survey tool.  In addition to more data, customers are enjoying much higher user satisfaction from using our new survey technology.
Our custom survey technology was designed to be engaging.  Survey questions are presented in animated panels.  Users select their answers and receive immediate feedback on how their answer compares to others answering the same question.  After answering, a new panel slides into place at the top of the stack.  The animated panels reduce page navigation and create anticipation for the next question (try a live demonstration at http://klgconsultants.blogspot.com/2013/10/blog-post.html)

www.klgconsultants.com

Wednesday, November 27, 2013

Take a Technology Course and Further your Career!


Information Technology and Computers
Databases and Networks
  • Administering and Deploying System Center 2012 Configuration Manager
  • Administering Microsoft® SQL Server® 2012 Databases
  • Cisco Certified Entry Networking Technician (CCENT) Interconnecting Cisco Networking Devices Part 1
  • Cisco Certified Network Associate (CCNA) Interconnecting Cisco Networking Devices Part 2
  • Cisco Certified Network Professional (CCNP - 3 exams)
  • CompTIA Network+
  • Designing Business Intelligence Solutions with Microsoft® SQL Server® 2012
  • Designing Database Solutions for Microsoft® SQL Server® 2012
  • Designing and Implementing a Server Infrastructure
  • Developing Microsoft® SQL Server® 2012 Databases
  • Implementing a Data Warehouse with Microsoft® SQL Server® 2012
  • Implementing an Advanced Server Infrastructure
  • Implementing Cisco IP Routing
  • Implementing Cisco IP Switched Networks
  • Implementing Data Models and Reports with Microsoft® SQL Server® 2012
  • MCTS: Microsoft SQL Server 2008, Implementation and Maintenance Certification
  • Monitoring and Operating a Private Cloud with System Center 2012
  • Oracle Database 11g Certified Associate (OCA)
  • Troubleshooting and Maintaining Cisco IP Networks
  • TS: Configuring Microsoft Exchange Server 2010
  • TS: Configuring Windows Server 2008 Network Infrastructure
  • TS: Designing and Deploying Messaging Solutions with Microsoft Exchange Server 2010
  • PRO: Windows Server 2008, Server Administrator
  • PRO: Windows 7, Enterprise Desktop Administrator
Information Technology
  • Administering Windows Server 2012
  • ComTIA A+
  • CompTIA Strata
  • Configuring Advanced Windows Server 2012 Services
  • Installing and Configuring Windows Server 2012
  • PRO: Windows 7, Enterprise Desktop Support Technician
  • Upgrading Your Skills to MCSA Windows Server 2012
Security
  • Certified Ethical Hacker (CEH) v 7.1
  • Certified Information Systems Security Professional (CISSP)
  • EC-Council Certified Security Analyst Licensed Penetration Tester
  • CompTIA Security+
  • Computer Hacking Forensic Investigator (CHFI) v8.0
  • Cybersecurity
  • Implementing Cisco IOS Network Security
Management
  • CompTIA Linux+
  • CompTIA Project+
Software Training
  • Microsoft Office Access 2010
  • Microsoft Office Excel 2010
  • Microsoft Office Outlook 2010
  • Microsoft Office PowerPoint 2010
  • Microsoft Office Word 2010
  • Microsoft Office (MOS) 2013
  • Microsoft Office Excel 2013
  • Microsoft Office Access 2013
  • Microsoft Office Powerpoint 2013
  • Microsoft Office Outlook 2013
  • Microsoft Office Word 2013
  • What's New in Microsoft Office
Information Systems
  • PRO Windows Server 2008, Enterprise Administrator
  • CISA Certification
  • Cisco Voice Certification ICOMM 8
  • Configuring Windows 8
  • Healthcare IT Technician (CompTIA HIT-001) Exam Prep
  • Managing Information Systems
  • Configuring Windows 7
  • VMware vSphere 5
  • IT Infrastructure Library Foundations (ITIL) 2012
  • TS: Configuring Windows Server 2008 Active Directory
  • Managing and Maintaining Windows 8
  • Configuring and Administering SharePoint 2010
  • Core Solutions of Microsoft SharePoint Server
  • Advanced Solutions of Microsoft SharePoint Server 2013
Programming and Development
  • PRO: Designing and Developing Web Applications Using Microsoft .NET Framework 4
  • PRO: Designing and Developing Windows Applications Using Microsoft .NET Framework 4
  • Accessing Data with Microsoft .NET Framework 4
  • Querying Microsoft® SQL Server® 2012
  • MCTS: Microsoft SQL Server 2008, Business Intelligence Development and Maintenance Certification
  • Web Applications Development with Microsoft .NET Framework 4
  • Windows Applications Development with Microsoft .NET Framework 4
  • Windows Communication Foundation Development with Microsoft .NET Framework 4

Thursday, November 14, 2013

Besides their Pay, What do Employees Really Want?

Contact KLG to Find Out More!

According to a recent poll by Gallup Employees Most Want:
-To know what is expected of them

-A role which fits their abilities 

-Positive feedback and recognition regularly for work well done

-Managers and Owners who show care, interest and concern for their staff


-Opportunities for Development

Wednesday, November 6, 2013

Small Talk: Seeds of Value Creation

By- Kenneth L. Greenberg

When leaders and managers are faced with small talk in the form criticism of either of the organization or themselves, we find too frequently the impulsive reaction is to dismiss the negativity and the negative people.

We suggest, and others concur, that this dismissal may be a mistake. One of our white papers contains numerous sources on why critics both outside and inside the organization need a voice. These critics are often passionate about your organization or you, but cannot artfully voice the desire for you or your organization to improve. Worse, when you ignore them, they are denied an opportunity to contribute, collaborate and feel part of an organization. Disengagement leads to unhappiness which, in turn, leads to lowered productivity. As a result you lose an opportunity to keep your critics engaged in your success. Certain credible research suggests if an organization disengages from both internal and external critics and they in turn disengage from you, their passion for your organization can become destructive.

Properly harnessed criticism and complaints can be turned into constructive feedback that can be used to improve professional development programs, products, services and strategic planning.
Criticism directed toward management or leadership is where 360˚ surveys come in. Properly constructed, 360˚ tools can contain criticism and filter it into credible, valid and recognized leadership and management skill categories. Not only are critics given a voice, but also a platform to constructively and candidly engage with company management and leadership. This engagement can lead to meaningful behavior change by management and leadership. Research has proven that, if the correct behavior change is sustained, it will improve an organization’s effectiveness.

Custom surveys can be used to capture qualitative data and feedback about products and services. Properly constructed with statistical validity, these surveys can help interpret changing consumer tastes, competitive threats and demographic trends. Also, this data can be used as leading-edge indicators that drive innovation efforts and strategic planning. We also believe risk identification and risk management can be aided by a properly constructed survey tool.

While criticism may be misdirected or downright mean-spirited, using survey tools can contain the criticism and engage the criticizer. Done right, survey tools will filter the feedback into useful and meaningful data that can be used to improve leaders, managers and thereby improve the productivity and profitability of your organization.

Many experts in organizational development also believe the integration of qualitative data from internal stakeholders such as employees, managers, board members, etc. is a critical part of creating balanced scorecard tools that measure the performance and effectiveness of an organization. When properly analyzed and integrated into the strategic planning process, these tools can help organizations learn and drive change initiatives that promote growth and profitability.

We believe this is why our clients engage KLG Consultants, LLC to provide strategic human resource consulting. This includes our unique custom surveys.

Kenneth L. Greenberg is the CEO of KLG Consultants, LLC a leadership and business development firm based in Colorado. The firm offers large company professional development and training tools to organizations of all sizes. Visit www.klgconsultants.com for more information.

Monday, October 28, 2013

Test Drive Our New Custom Survey Tool! For Free!


Monday, October 7, 2013

Unintended Consequences of The ACA


While the folks in Washington place chicken with the ACA, it appears parts of the act may stay no matter what changes are implemented; The ability of people to buy individual and family plans that grant full coverage despite pre-existing conditions seems likely to be one part that will stay.

What does this mean for employers? If you use your group health plan as the major incentive for people to work at and stay with your organization, you may need to rethink your engagement and employee satisfaction strategy.

Our prediction is that voluntary turnover will increase as a result of the new system. Group health plans will not be the golden handcuffs they once were as the ACA will most likely serve as life long COBRA. With subsidies set at fairly high levels, the risk to go it alone through self-employment may be perceived as lower.

As we have noted elsewhere on this blog, quantitative incentives overall are losing their ability to create employee loyalty in our knowledge based economy. With the ACA exchanges and insurance providers already providing pricing comparisons and the coverage only three months way from implementation, employers may lose the hybrid qualitative/quantitative incentive of group health plans.

The answer; Create a purpose based organizational culture with more opportunities for professional development and continuing education. We have posted evidence elsewhere on this BLOG that financial results improve when organizations take this approach. With the ACA in place, we envision culture playing an even more important role in creating loyal and highly productive employees.

www.klgconsultants.com

Friday, July 26, 2013

Feedback for innovation and growth


by Kenneth L. Greenberg

When leaders and managers are faced with small talk in the form criticism of either of the organization or them­selves, we find too frequently the impulsive reaction is to dismiss the negativity and the negative people.

We suggest, and others concur, that this dismissal may be a mistake. One of our white papers contains nu­merous sources on why critics both outside and inside the organization need a voice. These critics are often passionate about your organization or you, but cannot artfully voice the desire for you or your organization to improve. Worse, when you ignore them, they are denied an opportunity to contribute, collaborate and feel part of an organization. Disengagement leads to unhappiness, which, in turn, leads to lowered productivity. As a result you lose an opportunity to keep your critics engaged in your success. Certain credible research suggests if an organization disengages from both internal and external critics and they in turn disengage from you, their passion for your organization can become destructive.

Properly harnessed criticism and complaints can be turned into constructive feedback that can be used to improve professional development programs, products, services and strategic planning.

Criticism directed toward management or leadership is where 360˚ surveys come in. Properly constructed, 360˚ tools can contain criticism and filter it into credible, valid and recognized leadership and management skill categories. Not only are critics given a voice, but also a platform to constructively and candidly engage with company management and leadership. This engage­ment can lead to meaningful behavior change by man­agement and leadership. Research has proven that, if the correct behavior change is sustained, it will improve an organization’s effectiveness.

Organizational 360˚ surveys can be used to capture qualitative data and feedback about products and services. Properly con­structed with statistical validity, these surveys can help interpret changing consumer tastes, competitive threats and demographic trends. The key is to engage as many respondents as possible in a safe and anonymous way, not just one or two, like we see on a popular television show. Respondents must know they can be honest and safe from retaliation. Also, this data can be used as leading-edge indicators that drive innovation efforts and strategic planning long before the financial results are reported. This gives leadership a chance to see around corners and gain visibility to future trends, dissatisfied customers and employees. We also believe risk identifi­cation and risk manage­ment can be aided by a properly constructed survey tool.

While criticism may be misdirected or downright mean-spirited, using survey tools can contain the criticism and engage the criticizer. Done right, survey tools will filter the feedback into useful and meaningful data that can be used to improve leaders, managers, products and services.

Many experts in organizational development also believe the integration of qualitative data from internal stake­holders such as employees, managers, board members, etc. is a critical part of creating balanced scorecard tools that measure the performance and effectiveness of an organization. When properly analyzed and integrated into the strategic planning process, these tools can help organizations learn and drive change initiatives that promote growth and profitability.


Kenneth L. Greenberg is the CEO of KLG Consultants, LLC a leadership and business development firm based in Colorado. The firm offers large company, employee selection, professional devel­opment and training tools to organizations of all sizes at an affordable price. Visit www.klgconsultants.com for more information.

Tuesday, May 28, 2013

Recruitment, Selection, On-boarding and Retention

  • Does head count drive revenues? 

    • Does low productivity and high turnover drive up costs?

KLG Consultants, LLC can augment the recruitment, selection, on-boarding and retention of your professionals and staff. If you also use our partner company, all paperwork and compliance (including the upcoming ACA regulations) will be taken care of as well. This is an integrated HR solution for any company and we believe it enables organizations to increase retention, productivity and scale.


 HR Solutions for Organizations of All Sizes-


Contact us today to meet with with us and our partner in HR solutions.


www.klgconsultants.com

Wednesday, April 24, 2013

Hiring and Promotion Decisions?


• Do you want to find and hire high-potential employees and decrease
turnover?
• Is it a priority to develop your personnel and promote the “right”
people in order to get the most out of your employees?
• Is your backup leadership in place? How do you plan for succession?
• Merging? What do you do with the extra CFO?


With approximately 46% of all new-hires failing in the first 18 months and a
turnover cost of roughly 150% of that individual's compensation package, it has
become even more essential to have reliable systems to identify who is right for
what job. KLG has 5 years experience administering the industry-leading and
highly test-retest viable, ProfileXT.

Because your company is unique, this tool generates a custom benchmark for
each position in your organization and has an excellent track record of helping
select, promote and develop high-potential individuals. It measures 20
performance indicators against a normed database and reliably identifies how
an individual will preform relative to the general populace. Completed, it yields
a total person overview of an individual's professional thinking style, behavioral
traits and occupational interests. The profile can be administered online in 60
minutes and results are instant.

Further the tool graphs the individual's tendencies onto the specific needs of
the job and provides managers with insights on how the individual will respond
to various types of coaching in order to maximize the employee's potential
within his or her role.

“KLG Consultants provided us with a methodical and systematic process that included identifying
the type of person needed for success in the position, ascertaining what strengths would be
needed to complement the current leadership, and assessing top candidates using a tool that
measures behaviors and skills to evaluate the degree of fit. Throughout the whole process, KLG
Consultants provided key insights that assisted us in understanding how certain attributes would
benefit or cause disruption for our organization. Having this objective perspective was
immensely valuable in this process. Not only did I learn better ways to gauge a candidate’s fit
with our organization, I also found the information helpful in the on-boarding process of our new
hire. I am confident that with the assistance of KLG Consultants, we have made exceptionally
good decisions in hiring our two new executives, and I look forward to working with them again
in the future."
– Sally Spencer-Thomas, Psy.D., MNM: CEO & Co-Founder, Carson J Spencer Foundation

Tuesday, April 23, 2013

Small Talk: Seeds of Value Creation


When leaders and managers are faced with small talk in the form criticism of either of the organization or themselves, we find too frequently the impulsive reaction is to dismiss the negativity and the negative people.

We suggest, and others concur, that this dismissal may be a mistake. One of our white papers contains numerous sources on why critics both outside and inside the organization need a voice. These critics are often passionate about your organization or you, but cannot artfully voice the desire for you or your organization to improve. Worse, when you ignore them, they are denied an opportunity to contribute, collaborate and feel part of an organization. Disengagement leads to unhappiness which, in turn, leads to lowered productivity. As a result you lose an opportunity to keep your critics engaged in your success. Certain credible research suggests if an organization disengages from both internal and external critics and they in turn disengage from you, their passion for your organization can become destructive.

Properly harnessed criticism and complaints can be turned into constructive feedback that can be used to improve professional development programs, products, services and strategic planning.
Criticism directed toward management or leadership is where 360 surveys come in. Properly constructed, 360 tools can contain criticism and filter it into credible, valid and recognized leadership and management skill categories. Not only are critics given a voice, but also a platform to constructively and candidly engage with company management and leadership. This engagement can lead to meaningful behavior change by management and leadership. Research has proven that, if the correct behavior change is sustained, it will improve an organization’s effectiveness.

Custom surveys can be used to capture qualitative data and feedback about products and services. Properly constructed with statistical validity, these surveys can help interpret changing consumer tastes, competitive threats and demographic trends. Also, this data can be used as leading-edge indicators that drive innovation efforts and strategic planning. We also believe risk identification and risk management can be aided by a properly constructed survey tool.

While criticism may be misdirected or downright mean-spirited, using survey tools can contain the criticism and engage the criticizer. Done right, survey tools will filter the feedback into useful and meaningful data that can be used to improve leaders, managers and thereby improve the productivity and profitability of your organization.

Many experts in organizational development also believe the integration of qualitative data from internal stakeholders such as employees, managers, board members, etc. is a critical part of creating balanced scorecard tools that measure the performance and effectiveness of an organization. When properly analyzed and integrated into the strategic planning process, these tools can help organizations learn and drive change initiatives that promote growth and profitability.

We believe this is why the Denver Metro Chamber of Commerce engaged KLG Consultants, LLC to provide strategic human resource consulting. The scope of the engagement included design and delivery of employee surveys and their integration into the strategic planning process for the Chamber.

Research For Business Owners, CEOs and Organizational Leaders

“Start with good people
who are right for the job;
train and motivate them;
give them opportunity for
advancement; and your
organization will
succeed.”
J.W. Marriott



Kouzes and Posner’s book, The Leadership Challenge notes that: Organizations with a foundation based on purposeful values:
       grew revenues more than 4 times faster than those without values and purpose.
       created jobs seven times faster than their competition.
       grew their stock price 12 times faster than those without values and purpose.
       created 750% higher profit growth than those companies without values and purpose.
 
Dan Pink notes in his video that the Federal Reserve’s research shows that money incentives were less effective than purpose in high cognitive functions. http://www.youtube.com/watch?feature=player_embedded&v=u6XAPnuFjJc

In Built to Last, James Collins and Jerry Porras reveal that purpose- and values-driven organizations outperformed the general market and comparison companies by 15:1 and 6:1, respectively.
In Corporate Culture and Performance, Harvard professors John Kotter and James Heskett found that firms with shared-values–based cultures enjoyed 400% higher revenues, 700% greater job growth, 1,200% higher stock prices and significantly faster profit performance as compared to companies in similar industries.
In Firms of Endearment, marketing professor Rajendra Sisodia and his coauthors explain how companies that put employees’ and customers’ needs ahead of shareholders’ desires outperform conventional competitors in stock-market performance by 8:1.
 Leaders who have a clearly articulated purpose and are driven to make a difference can inspire people to overcome insurmountable odds writes Roy M. Spence Jr. in It’s Not What You Sell, It’s What You Stand for.
 
 See More @ http://www.klgconsultants.com/testimonials

Saturday, March 16, 2013

If you want your people to be accountable, hire accountable people!

We often hear from employers who need or want a method to motivate their employees and their team to be more accountable. We hear stories of employers struggling with employees who won't take direction, won't submit to management decisions and are generally disagreeable.

The typical answer to this challenge is discipline, suspension or termination. This takes a tremendous financial and psychological toll on an organization. We recommend that organizations who desire highly manageable employees and team members, look for and screen for those type of people.

Hire right in the first place, and many of these accountability issues will go away.

** KLG's licensed assessment technologies meet or exceed all 13 of the U.S. Department of Labor's criteria for Best Practices and satisfies all requirements of EEOC, ADA, DOL, and the Civil Rights Act.

The Profile XT
A multi-purpose assessment that is used for selection, coaching, training, promotion, managing, team building, right-sizing, and succession planning. It is a powerful and dynamic management tool that employs 21st Century technology to put the right people in the right jobs. It is administered on the Internet and reports are immediately available.

Profiles WorkForce Compatibility
A tool for measuring the compatibility between a manager (executive, director, supervisor, team leader) and employees. Productive working relationships are created when you know more about your similarities and differences. You and your employee benefit by a better understanding of how you can work together to realize both your individual and cumulative potential. This WorkForce Compatibility Report consists of Profiles Summary, Characteristic Comparisons, Working Together, and Next Steps.

Profiles Team Analysis
Makes team building both challenging and rewarding. Effective teams achieve results far beyond what individuals could accomplish on their own. But team building is far more than putting a group of people together and hoping for the best. This system reports the attributes of each team member, shows the team’s strengths, and alerts the team leader to potential problems.


Wednesday, February 20, 2013

Making Extraordinary Things Happen in Asia Workshop and Training


An in-depth look at how leaders in Asia apply the Five Practices of Exemplary Leadership in their organizations
Kouzes and Posner's Five Practices of Exemplary Leadership is the most trusted and proven leadership paradigm in the business world. Making Extraordinary Things Happen in Asia focuses on the unique ways leaders in Asia have applied the Five Practices and documents their success with it. Using actual case studies and first-person experiences, the book examines the Five Practices framework, shows how the behaviors of individual leaders make a difference, and reveals what leadership in Asia looks like on a daily basis.

Each of the Five Practices is supported with five or six case studies illustrating what the Practice looks like on a behavioral level. After examining the Five Practices, the book then reveals what actions would-be and current leaders in Asia can do to improve their leadership skills and effectiveness.
  • Customizes the legendary Five Practices of Exemplary Leadership framework specifically for Asian leaders, and a companion to The Leadership Challenge
  • Features real case studies that show the Practices in action on a daily basis
  • From leadership gurus James Kouzes and Barry Posner, together with one of Asia's top leadership experts, Steve DeKrey
For leaders and aspiring leaders of Asian organizations and business, Making Extraordinary Things Happen in Asia is an invaluable guide to long-term leadership success.
http://www.klgconsultants.com/contact_us


Tuesday, February 19, 2013

IMPROVE YOUR EMOTIONAL INTELLIGENCE Improve Your Business

What is the EISA assessment and workshop designed to do?

1. To familiarize participants with the components of emotional intelligence and their relevance in the
workplace.
2. To aid participants in the identification of emotionally intelligent actions and behaviors.
3. To help participants improve their own emotional intelligence by understanding and practicing effective
behaviors.
What specific skills or knowledge does the EISA assess?

The EISA provides a strong, fundamental assessment of emotional intelligence (EI) along with five core factors that can be developed to maximize emotional and social functioning. The EISA is designed to provide the participant with feedback on self-described and observer-rated frequency of emotionally and socially intelligent behaviors across five dimensions. The report provides information on the emotional and social factors that affect success at work. These five factors are:
1. Perceiving
2. Managing
3. Decision Making
4. Achieving
5. Influencing

“The Emotional Intelligence Skills Assessment is a great training workshop for every business that wants not only to survive but thrive in our competitive economic climate. It should be made mandatory for all levels of employees from top to entry level.”-Dawn Modlin, President and CEO, Training for Excellence Inc.
"EISA is a clearly detailed, comprehensive and research-based model that provides an integrated method for problem solving emotional issues." -John Sun, learning development consultant; Shanghai Powersite Learning Co., Ltd
“The EISA is a great enhancement to our MBA Leadership curriculum. “-Dr. Ray Eldridge, Associate Dean, The College of Business, Lipscomb University

Contact KLG To Learn More-

other resources-





303-721-1467

www.klgconsultants.com


Monday, February 18, 2013

Resources for HR in China


Resources for HR Professionals and Trainers


Conflict between Managers and Direct Reports

Conflict is inevitable when people work together, and it’s one of the most difficult challenges facing managers. But it’s a challenge that successful leaders learn to address. Managers who develop an understanding of difference without judgment and are willing to see more than one perspective or solution are in a good position to manage conflict with their direct reports. Conflict between managers and direct reports highlights a power relationship and affects the work itself—the tasks for which managers and direct reports share responsibility. Managers who look to see both sides of conflict can resolve it, but it means assessing the differences between themselves and their direct reports and finding out how those differences affect the conflict.
After assessing those differences, managers can devise a plan to use before, during, and after a conflict resolution session. They will be better prepared to understand emotions that can trigger conflict, to clarify performance expectations so their direct reports know what’s expected of them, and to provide ongoing feedback for the support and development of their direct reports.


Contact KLG to learn about our Pfeiffer sponsored workshop!




303-721-1467

Teams Working Across Borders

To compete successfully in today's global marketplace, companies have to be lean, flexible, and responsive to their customers. They must also be creative, quick, and customized so they can adapt to new market opportunities. To achieve this, more and more organizations are rejecting their hierarchical, functionally driven pyramid structures in favor of a flatter, team-based approach that brings together individuals from diverse backgrounds and specializations who can pool their expertise. As many in the business arena are realizing, the concept of teamwork is quickly becoming a key global competitive strategy for developing and delivering innovative products and services in a faster, more efficient manner.

Contact KLG to create your teamwork strategy!

303-721-1467

It's Okay to Be the Boss


In today's high-pressure workplace managing people has become increasingly important in maintaining competitive advantage. Current research reveals that employees don't quit organizations, they quit their immediate supervisor. And when an employee walks out the door, they take all of their talent, knowledge, and experience with them. So how are managers "managing" today? Most managers take a hands-off approach. They empower employees by leaving them alone to succeed or fail on their own accord. Besides, managers don't have the time to manage when faced with all of their other responsibilities.
In the It's Okay to Be the Boss Workshop, managers are taught that empowerment is not an excuse for under management. This step-by-step program shows managers how to:
  1. Get in the habit of managing every day.
  2. Learn to talk like a performance coach.
  3. Take it one person at a time.
  4. Make accountability a real process.
  5. Tell people what to do and how to do it.
  6. Track performance every step of the way.
  7. Solve small problems before they turn into big problems.
  8. Do more for some people and less for others.
Managers will leave the workshop ready to embrace their crucial responsibility of being a great boss.

Contact KLG to discuss!


303-721-1467

Not Another Business Book! by Meloche, William [Hardcover] (Google Affiliate Ad)
FedEx Office Print Online Large order 20% Discount FedEx Office Print Online Large order 20% Discount

Wednesday, January 2, 2013

How Third-Party Hosted and Administered Custom Surveys Create Value

How Third-Party Hosted and Administered Custom Surveys Create Value
By Paul Fay, Associate, KLG Consultants, LLC

Surveys are a great way to quickly and cheaply collect large amounts of information and data. Often they are used to conduct market research, but here are a few other uses for them that you might not have considered:

Customer Satisfaction

All sorts of research confirms the importance of customer satisfaction. It is essential to keep customers walking away happy. Accurate assessment eliminates the guesswork in identifying and assessing exactly what makes customers keep coming back. Most research shows keeping existing customers is much more cost effective than finding new ones. It is common to see large organizations with in-house customer feedback systems, even ones with significant rewards for the customers’ time. Outback Steakhouse, for instance, offers free appetizers (approx. $10 value) for a quick 5-minute satisfaction survey nearly every time my wife and I eat there. However, these customer feedback systems are often costly to establish and operate. Especially in a smaller organization, executives often rely on intuition to meet customer needs and overcompensate to ensure satisfaction. Thus, larger organizations usually are competitively advantaged to accurately meet customer wants and needs when compared to a smaller company.

A third party customer satisfaction survey can offer a cost-effective alternative to an in-house customer satisfaction system. Without adding another thing to their already over-full plate, executives can take the pulse of how happy customers are when they walk away and what would make them happier/more likely to come back. Outsourcing to a third party allows employees to remain focused on their own expertise and still gain expert insight into their company’s unique customer satisfaction situation. Often the third-party will provide insight into new ways to collect information--have you considered collecting data from customer-facing employees on their perception of customer satisfaction? Perhaps most importantly, a third-party custom customer satisfaction analysis, like KLG provides, is an inexpensive solution to an expensive problem. Your competition is using these tools. Are you?

Employee Productivity and Motivation

Happier employees are loyal, more productive, better meet client needs and are simply more pleasant to be around. Good managers recognize how important this is and will invest effort to have conversations with their workforce or sometimes even survey them to assess contentment. However, it is extremely difficult for an organization to accurately assess employee satisfaction internally. There are a few factors at play here, but science has found that an internal feedback structure is never perceived to be truly anonymous. People want their managers to think that they are happy; they feel like there will be negative consequences if they report that they are not. As such, this sort of bias as well as other biases (self-report, selection and even non-conscious biases) will always play a factor in any sort of internal assessment of employee attitude.

The answer? Turn to a third party. Industry experts explain that employees see an outside source as a trustworthy conduit for anonymous feedback. It is simply best practice in the industry. Even large companies with the resources to self-assess will bring in an external provider for exactly this reason: it offers more accurate data. Secondly, a third-party with expertise in the complex field of research methodology can help answer questions like “should we make this questionnaire mandatory for all employees, or simply reward those who respond?” An outside source will help interpret what to do with the data once you have it and provide examples of what has worked in other companies. Third-party employee satisfaction assessments give managers the tools to address delicate issues like the perceived value of meeting time, the satisfaction of compensation packages and the perception of advancement opportunity. With these tools managers can measure, manage and improve workplace contentment. Keep in mind, staff morale is directly linked to the bottom line; a happier workplace is a more profitable workplace.

Organizational 360 Assessment

360 degree assessments are generally used to assess an individual’s strengths and provide feedback for improvement. Custom surveys can be created to generate 360 degree feedback for teams, departments or even organizations as a whole as opposed to merely for an individual. It is an excellent tool to calibrate interdepartmental value alignment and improve operational efficiency. Alignment is the key word here--these systems are the best ways to evaluate whether or not folks are on the same page. Do you want to know if middle management clearly understands and is invested in the company vision? Then this is the right tool for you. Custom surveys used in this way are quite flexible and can generate a wide array of unique insight. An example of what an organizational 360 might look like in the restaurant industry can be found here. Or, the assessment can be further specialized to hone in on a specific aspect of the organization such as training, sustainability or growth. Organizational 360s help leaders develop a detailed picture of the organization's strengths, gaps and weaknesses. Many leaders create custom assessments to benchmark where they are today, in order to see improvement tomorrow.

Unfortunately, multi-source feedback is a complex issue to get right and often executives who independently attempt to create a custom tool will get confusing results. It is very difficult to see yourself as others see you without having external input. An external partner who specializes in this type of tool is essential to craft an accurate metric and to help interpret the results of the survey. Once crafted, custom 360 tools can be used as a formative instrument that the company owns to consistently help leaders better understand their organizations and continually improve. In my personal opinion, these tools are the most effective way to clearly assess and communicate both the present state and a commitment to improvement to stakeholders. These surveys also can help drive innovation, both incremental and radical. Your competition is evolving, are you?

Key Components of the Successful Implementation of a Custom Survey

What differentiates KLG’s custom survey offering from other turn-key custom survey systems is the partnership that your organization will receive throughout the process. Using these tools to make marked improvement is more complex than simply getting the survey results. There are three key steps in the process:

Measure -> Interpret -> Adapt

Measure: Crafting an accurate metric is just the first step in the process--but it is not to be overlooked. The tool itself must be carefully created to eliminate error, minimize biases and generate statistically significant results. Often custom surveys are measuring qualitative attributes in quantitative ways (On a scale of 1-10, how satisfied were you...). KLG partners with Ph.Ds in Applied Statistics and Research Methodologies in order to ensure that the study’s results are scientifically sound. We’ll work with your executive team to ensure that best practices are used to measure exactly what you want to measure, and no more.

Interpret: Once you have all the data, you have to make sense of it. Many custom survey offerings will hand you their report and call it a day. KLG will work with you to help you understand what it means to have a correlation of r = 0.75, and what you could do with this information. Perhaps your Organizational 360 has identified that your Quality Control department is significantly out of alignment with the company value of positivity. How do you interpret this information--is that a good thing or a bad thing? KLG will work with you to help make sense of all the numbers. (Interestingly, in this case the misalignment is probably a good thing.)

Adapt: At the point you know what the data means, what do you do with these new discoveries? How do you identify the best way to make use of the new information? KLG will partner with your leadership to help identify actionable steps to improve day-to-day activities. We work to combine your expertise in your industry with our experience assisting many organizations implement positive change. Further, when you identify opportunities for improvement, KLG is readily-equipped to provide organizational development and leadership training. KLG has at its core a value for lasting impact--we’ll be there with you all the way through execution of whatever action plan you choose to adopt.

KLG is committed to ensuring that all survey data is anonymous, confidential and secure.  With our new free 20-minute consult it is even easier to explore whether a custom-built survey with KLG can generate value for your organization. Schedule one today!

Read more about Paul Fay here.