All Employee Survey Learning Guide - FranklinCovey
When You Speak. VA Listens. Everyone Learns. All Employee Survey Learning Guide Powered by the FranklinCovey All Access Pass 2020 FranklinCovey. All Rights Reserved.
How to use this learning guide 2 This guide contains a selection of on-demand All Access Pass resources organized around each of the ten All Employee Survey priorities. This guide include content from your Jhana website, 1 indicated by the Jhana logo. If you aren’t able to access these resources, reach out to vacare@franklincovey.com for support. There are three focus areas for each priority, referred to as a ‘track’. A track is simply a grouping of content organized around a specific learning focus. Each track is a complete, selfpaced learning experience, and it is not necessary to complete them in order. 2 1 3 The text below each icon contains a deep link to that specific learning item. When you click the link, the learning item will open in your browser. (You may be asked to log-in to Jhana or the All Access Pass) 3 2020 FranklinCovey. All Rights Reserved.
How to use this learning guide (cont.) Different icons represent various learning elements, including an estimated time to complete where applicable. If you need support accessing or using these resources, please contact vacare@franklincovey.com for assistance. You can explore more of what FranklinCovey’s All Access Pass has to offer here, on the VHA AAP Information Page 30 5 15 Excelerators: Insights: Podcasts: 30-60-minute self-paced, eLearning modules. Includes downloadable tools and discussion questions. 5-15-minute self-paced, eLearning modules. Includes downloadable tools and discussion questions. FranklinCovey interviews with a variety of thought leaders, authors, and professionals. Articles and Tips: Tools: Assessments: PDF documents to practice and apply the skills associated with each track. Simple, PDF assessments to evaluate effectiveness in a variety of areas. Resources from Jhana with key insights, tips, and short videos on a broad range of management challenges. 20 Video Discussion Activities: 20–30-minute, video-based group discussions. Each of them includes facilitator instructions, debrief questions, and additional resources to enhance group learning. 2020 FranklinCovey. All Rights Reserved.
1 Table of Contents Click on any of the AES Priorities to the right to view the tracks and learning resources that support it. Return to this table of contents at any time by clicking on the ‘AES’ logo in the top right corner of each priority page. 1 You can use this Learning Guide to: Learn by using the resources on your own Facilitate discussions in team meetings 2 Assign elements to your learners in the All Access Pass Upload this document to SharePoint for easy access and distribution. 2 Communication Growth Workload Accountability Recognition Innovation Co-Worker Relationships Evaluation Goals Supervisor Relationships For Client Administrators: Click here to view a tutorial on assigning content within your AAP Portal Click here to view a tutorial on assigning external content in your AAP Portal 2020 FranklinCovey. All Rights Reserved.
Communication Communicating necessary information timely and clearly. Focus Area Step 1 TRACK A Effective Listening TRACK B Effective Meetings TRACK C Effective Writing Three, stand-alone learning experiences – 2 to 3 hours each Step 2 Step 3 Step 4 Step 5 Step 6 30 Seek First to Understand, Then to be Understood 5 9 tips to listen like a leader Difficult conversation planner 5 30 Leading Effective Meetings The Hidden Story Checklist: How to run great remote meetings Play Your Chips Templates: Meeting agenda and follow-up 30 Writing for Results Assess how well you write emails How to write emails that pass the 10-second test 6 strategies of the silvertongued 5 15 Diagnose Before You Prescribe Listening – the untapped leadership competency 5 5 Team Accountability Session 4 Types of resistance in meetings 5 5 Get Your Volume Right The Secret to Business Writing (Crash Course – YouTube) Step 7 Step 8 20 Listening for Distance is hurting my team's better approachability communication 20 Running effective meetings Team can’t agree or make decisions Explore more: Why business Meetings writing is so awful Writing 2020 FranklinCovey. All Rights Reserved.
Growth Creating opportunities for employee growth. Focus Area Step 1 TRACK A Grow Yourself TRACK B Grow Others TRACK C Grow the Team Three, stand-alone learning experiences – 2 to 3 hours each Step 2 Step 3 Step 4 Step 5 Step 6 30 Paradigms and Principles of Effectiveness 5 5 ways to selfpromote (for those who hate self-promotion) Assess your own work motivators 5 30 The Multiplier Effect Extraordinary Roles 6 simple ways to improve your coaching conversations Looking for Genius doing 35 Energy Crisis Be Authentic, Seize Opportunities, and Make an Impact 5 Coaching session evaluation 30 How to establish Unleash Your Assess how well your team’s values – Team’s Potential you write emails and why it’s worth Through Coaching 7 Team building: Get to know your team 35 Wooden See the potential all around you: Janice Bryant Howard 5 40 Path to Synergy Crack Your Culture Code: Daniel Coyle Step 7 20 Managing your career when you want to advance Step 8 Self-doubt holding you back? 4 strategies to overcome it 20 Learning to build other’s skills 5 coaching questions for when you’re tempted to just tell someone what to do Explore more: How to Keep Your Individual Goals Team Motivated, Coaching Remotely Delegating 2020 FranklinCovey. All Rights Reserved.
Workload Creating opportunities for employee growth. Focus Area Step 1 TRACK A Managing Priorities TRACK B Managing Time TRACK C Managing Delegation Three, stand-alone learning experiences – 2 to 3 hours each Step 2 Step 3 Step 4 Step 5 Step 6 30 5 Act on the Develop questions Important, Don’t to determine the React to the Urgent importance and urgency of tasks Avoid the Pinball Syndrome How to process email effectively Schedule the Big Overwhelmed from Rocks, Don’t Sort working too much the Gravel Technology: Tool or Tyrant? 30 Workload handoff planner After a direct report completes a delegated project, assess how it went Focus on Your Circle of Influence 3 50 9 tactics to assess how your team spends its time Q2 Culture I have to. I ought to. I get to. Hyrum Smith 5 40 Extend Trust Great Leaders Clarify Expectations Step 8 20 Karen Dillon on Improving prioritizing what is Productivity Despite really important in Interruptions your life 5 6 30 Set Your Team Up to Get Results 7 Step 7 Too many interruptions 20 Improving productivity through blocking time 3 simple management tactics to save your team’s time 20 Improving productivity through blocking time Have you fallen into the reverse delegation trap Explore more: Productivity Delegating 2020 FranklinCovey. All Rights Reserved.
Accountability Holding one another accountable for performance and professional conduct. Focus Area Step 1 TRACK A Hold Myself Accountable TRACK B Hold My Team Accountable TRACK C Hold My Peers Accountable Three, stand-alone learning experiences – 2 to 3 hours each Step 2 Step 3 Step 4 Step 5 Step 6 30 Habit 1: Be Proactive 7 Do an accountability self-assessment this week Assess your team’s culture of accountability Green and Clean 30 Think Win-Win Identify and name an emotion that’s holding you back 7 30 Hold Regular 1-on-1s Your Brain and Bias Colleague outside my team won’t help Deciding which conversations to initiate 1-on-1 prep: For managers For direct reports Step 7 20 5 38 Discovery of a Character Raise Your Awareness: Tasha Eurich 5 55 20 Examine Your Real Motives Own everything that impacts your mission: Leif Babin Managing conflict when direct reports don’t pull their weight 5 40 It Takes Everyone Add Value to People: John Maxwell Step 8 Success is built on Establishing ‘yes’ and sustained credibility for twowith ‘no’ way communication 8 ways to increase accountability on your team 20 Persuasion in dotted-line relationships How can you get help from a team that doesn’t report to you? Explore more: Persuading Challenging Employees 2020 FranklinCovey. All Rights Reserved.
Recognition Recognizing performance fairly and in a meaningful way. Focus Area Step 1 TRACK A Feedback Essentials TRACK B Focus: Giving Feedback TRACK C Focus: Receiving Feedback Three, stand-alone learning experiences – 2 to 3 hours each Step 2 Step 3 Step 4 Step 5 Step 6 30 Create a Culture of Feedback 5 ways to build a culture of feedback Assess your team’s feedback culture 42 5 See the Tree, Not Just the Seedling Blind Spots Planner: Give effective feedback Radical Candor: Kim Scott How to receive feedback I get defensive about feedback Seeking feedback from a hands-off manager Team feedback assessment 20 How much 10 examples of how The 5 languages of reinforcing to give more appreciation: Dr. feedback do I give? effective redirecting Paul White feedback 7 Feedback log How do you know when to give feedback to a direct report or when to let it go? 38 5 Make it Safe to Tell the Truth Whole-Person Paradigm Step 8 20 7 5 Step 7 20 Your Brain and Bias Seeking feedback from direct reports Giving feedback to defensive reports Connect feedback to team and organizational goals 12 Confess your mess: Scott Miller Explore more: Giving Feedback 2020 FranklinCovey. All Rights Reserved.
Innovation Being willing and able to try new ideas in the workplace. Focus Area Step 1 TRACK A Lead with Curiosity Value Differences TRACK C 5 30 Think Differently Stop! Don’t solve that problem just yet TRACK B Three, stand-alone learning experiences – 2 to 3 hours each Step 2 Step 3 Step 4 Step 5 Step 6 Create an Innovative Culture 30 Look for Genius Uncovering Needs Use the “5 Whys” to get to the root of a tough problem Bring people together with divergent views and skillsets Make A Debate Find Struggling Moments Get to know your team Identify one small innovation to try and build on The Three Bias Traps 20 Why criticism is good for innovation Step 8 7 20 What we can learn from shortcuts? Team problem solving 20 When someone Apathy is a Fierce shares a view or idea Competitor: Karen you disagree with, spend five minutes Dillon assuming it’s true 7 Feedback log Reframe a current problem as an exciting challenge 38 5 5 Make it Safe to Tell the Truth 30 Step 7 Learning to build other’s skills Groupthink 50 Foster the Seeking feedback curiosity of your from direct reports team to thrive: Explore more: Innovation David Epstein 2020 FranklinCovey. All Rights Reserved.
Co-Worker Relationships Cooperating, collaborating, and treating one another with respect. Focus Area Step 1 TRACK A TRACK B Building Effective Relationships – Part 1 Building Effective Relationships – Part 2 TRACK C Creating a Culture of Collaboration 30 Relationship Trust 30 Cultivate Connections Three, stand-alone learning experiences – 2 to 3 hours each Step 2 Step 3 Step 4 Step 5 Step 6 20 3 5 7 Building Relationship Capitol 6 Emotional Bank Account 30 2 Synergize Collaborating at the Speed of Trust Examine Your Real Motives Unsure how personal to get at work Start With Humility Must work well with someone I dislike 17 Strengthen a relationship with a colleague who’s work impacts yours IDEO Add Value to People: 5 ways to kickJohn Maxwell start Step 8 How to make friends at work conversations 20 Building relationships for two-way communication Step 7 Repair a relationship 50 5 Achieve results with and through other people: Todd Davis Reconnecting with disengaged direct reports 20 Better collaboration Getting help from and idea generation other teams by building relationships Too busy to maintain relatiobships 2 Driving collaboration across teams Explore more: Building Relationships Collaboration 2020 FranklinCovey. All Rights Reserved.
Evaluation Reflecting on our work through activities like huddles, after-action reviews, and/or debriefings. Focus Area Step 1 TRACK A TRACK B Evaluating Change Evaluating My Systems and Processes TRACK C Evaluating Tasks and Projects Three, stand-alone learning experiences – 2 to 3 hours each Step 2 Step 3 Step 4 Step 5 Step 6 30 Lead Your Team Through Change Self-assessment: How well are you leading change? 30 Align the Six Rights Trim Tab 2 Create a library of ‘how-to’ documents for your team’s most important work Workload handoff planner Ask each direct report to diagnose how they’re adapting to a recent change 20 Ensure Your Managing process Systems Support improvement from a strategic change Your Mission 30 Monitor, Control, and Close Projects 40 5 After a direct report completes a delegated project, assess how it went Step 7 Step 8 20 Look Forward, Course correcting Reflection Guide Faster: Mauro Guillé Managing your and following – Adapting to response to change through Change 10 50 Store 334 Execute Your Way to Engagement: Chris McChesney 6 35 Team Accountability Session Balance people and processes for successful projects: Suzette Blakemore Spend 30 minutes a week and 10 minutes a day on planning 20 Explore more: I don’t know Project Change management with where my team multiple stands on projects stakeholders 2020 FranklinCovey. All Rights Reserved.
Goals Setting of challenging and yet attainable performance goals. Focus Area Step 1 TRACK A TRACK B Setting Individual Goals Setting Team Goals Three, stand-alone learning experiences – 2 to 3 hours each Step 2 Step 3 Step 4 Step 5 Step 6 30 Go for Extraordinary, Don't Settle for Ordinary 5 Develop questions to determine the importance and urgency of tasks Avoid the Pinball Syndrome 6 30 Create a Shared 5 types of strategic goals that can help Team Vision your team perform and Strategy Applying direct reports work to company goals better TRACK C Achieving Goals with Excellence 30 Disciplines 1 & 2 to Execute Strategy SMART goal and action plan Setting Expectations Checklist Have your direct reports publicly track goals 5 ways to connect direct reports work to their motivators Step 7 7 45 Play Your Roles Well What Do You Want?: Patrick Bet-David Setting and shaping key goals 6 10 20 Offering Bigger Challenges Set Up Your Team to Get Results Setting goals and vision for a team 30 40 Disciplines 3 & 4 to Execute Strategy Why is it so hard to execute a strategy? Step 8 5 ways to help your direct reports set better goals 20 Explore more: How to lead your Communicating Goals team in pursuit of a strategy and Strategy goal setting goals 2020 FranklinCovey. All Rights Reserved.
Supervisor Relationships Feeling comfortable with and supported by my supervisor. Focus Area Step 1 TRACK A Creating Psychological Safety Three, stand-alone learning experiences – 2 to 3 hours each Step 2 Step 3 Step 4 Step 5 Step 6 20 30 Inspire a Culture Develop questions Building relationships to determine the of Trust with defensive direct importance and urgency of tasks TRACK B Managing Up TRACK C Navigating Office Politics 30 60 Creating Space for Others Are You an Accidental Diminisher?: Liz Wiseman 50 7 5 Behave Your Way to Credibility reports 6 meeting tactics to encourage people to say what they really think 7 6 keys to managing up remotely Q2 Culture 5 Stone: Be A Choose Courage Colleague seeks to undermine me Transition Person Worksheet: Understanding your manager 20 Building relationships for better office politics How to build strong relationships up and across 5 Organizational Trust Hit Life’s Green Lights: Matthew McConaughey Step 7 20 Step 8 Unconscious Bias: Establishing What it is and how approachability with it affects your team managers 20 Building a relationship with a demanding boss A conversation guide to help you get what you need from your manager 20 Dealing with office drama Employee Behavior Log Explore more: Managing Up Addressing Unconscious Bias 2020 FranklinCovey. All Rights Reserved.
How to use this learning guide (cont.) Different icons represent various learning elements, including an estimated time to complete where applicable. If you need support accessing or using these resources, please contact vacare@franklincovey.com for assistance. You can explore more of what FranklinCovey [sAll Access Pass has to
Section III – Conducting an Employee Satisfaction Survey 8 Steps in Process 9 Survey Design/Construction 11 Packaging and Layout of Survey 14 Section IV – Employee Satisfaction Survey Template 15 Section V – Employee Satisfaction Survey Report Template 21 Processing Survey Responses 22 Survey Report Content 24 Example 1 25
Employee Financial Wellness Survey 2018 results May 2018. Employee Financial Wellness Survey May 2018 2 About this survey PwC's 2018 Employee Financial Wellness Survey was conducted during the last two weeks of February and tracks the financial and retirement well-being of working U.S. adults nationwide.
Employee or an employee's dependent becomes entitled to coverage under Medicare, or the employee or employee's dependent loses eligibility for coverage under Medicare. No No Yes Yes Yes Employee's or dependent's current health plan becomes una vailable because the employee or dependent is no longer eligible for a Health Savings Account (HSA).
834 Other long-term employee benefits are all employee benefits other than short-term employee benefits, post-employment benefits and termination benefits. Termination benefits are employee benefits provided in exchange for the termination of an employee's employment as a result of either: (a) an entity's decision to terminate an employee's employment before the normal retirement
Dec 27, 2020 · The effective date of contractual employee terminations should be the last day of work Procedure: 1. Search for the employee. Tip: To find an employee Type the employee name or employee ID in the Search field. Then, click the Search icon, OR Find the employee in their
To add a new employee, click Add Employee and fill in the Employee profile shown below. To submit the new employee's profile click the Add Employee button at the bottom of the screen. When viewing an individual employee's record you can see the employee's Profile, Account Summary, Enrollments, Contributions, Claims, Payments, and Status.
Assessment of the impact of those factors on the employee performance. 3. Assessment of the impact of those factors on employee retention. 4. Finding out the possible problems regarding employee turnover and minimizing the problems associated with employee turnover and retention. In this survey we aimed to find out the plausible reason for .
In 2022, State of Kansas Employee medical rates for employee and employee/children premium deductions will remain the same, while employee/spouse and employee/family premium deductions will be reduced by 2%. Employee Dental rates will increase 3.3%. What's New in 2022 Look for Scopes throughout the Guide
