Process For Reviewing Denison Organizational Culture Survey

1. Survey Results Process For Reviewing Denison Organizational Culture Survey

2. Reporting Survey Results Core Team Membership* 1 member of OSB 1 representative for each Major function/Business Units Facilitate enterprise wide Issue resolution • Departmental Reviews: • OSB member reviews data • with direct reports and • identifies top 2-3 issues for • their department. • Roll out data to entire • Department along with • Organization data • Utilizing rollout process • identify behaviors & processes • that need to be addressed • Determine action plan for • Departmental specific • Initiatives and feed enterprise • Wide initiatives back to Core • Team Strategy Board Reviews overall results and Identifies top three issues That need to be addressed Assign members to Core Team CORRECTIVE ACTION TEAM CORRECTIVE ACTION TEAM

3. ACTION DATE Initiate Survey October 7, 2002 End Survey October 18, 2002 Review overall results with Strategy Board November 12, 2002 Establish Core Team Week of 11/25/2002 OSB identify enterprise wide issues to be addressed Deliver department results to executive leaders Week of 12/02/2002 & 12/09/2002 Departmental roll-out of data in all employee meetings Establish enterprise-wide Corrective Action Teams (CAT’s) January 2003 CAT’s conduct Workshops on identified topics and create action plans February 2003 Core Team monitors implementation of action plans and reports out progress at monthly HRM meetings Quarterly in 2003 Core Team provides first progress report at All Employee Meeting April 2003 Employees take Global Census May 2003 Global Census data reviewed and communicated to employees July 2003 Next Steps

4. What’s Inside….. • Introduction • Executive Summary & Process Overview • Certified Coach’s Role • Director/Manager’s Role • Preparation for the Workshop • Room Set Up • During the Workshop • After the Workshop • Workshop Materials/Presentation • Follow Up

5. Introduction • The following materials provide the process and materials required to roll out by department, the Denison Culture Survey. This process is to be facilitated by a Certified Coach; however, it will be the responsibility of each director/manager to know and understand their survey data so that they can present the results to their organization. • The breakout teams will go through a process to identify issues that should be addressed by their specific department and to provide input to the top three enterprise-wide issues as identified by the Strategy Board. The workshop concludes with the director/manager as the decision panel. The director/manager holds the team accountable for their action items during subsequent staff meetings. • Completing this process will provide employees with an understanding of the survey results, create department specific action plans and satisfy the requirement of 100% participation by all employees. • This package is to provide a common structure for the process and may be modified as needed.

6. Executive Summary • Purpose: • Provide a modified Workshop that supports 100% employee participation • Allow all employees to provide feedback on the identified enterprise-wide issues that will be addressed in 2003 • Introduce how to utilize the philosophy & tools to understand the culture survey results and establish departmental action plans • Process: • Department director/manager reads and understands survey data • Department director/manager prepares specific data to review • Coach facilitates Workshop • Dept director/manager opens workshop, and approves ideas and action plans • Capture & communicate employee feedback on enterprise wide issues • Director/manager continues to work department specific issues in their staff meetings • Product: • Recommendations for enterprise wide issues • Action plans on department specific culture issues • Approval/support from management to implement action plans • Opportunity to sign up for an enterprise wide survey implementation team • Format & Focus • Self sufficient approach (leader led workshops, low cost, independent tracking) • Uses traditional Workshop Tools in a 4 hour workshop • Primary area of focus • What culture index items need the most improvement? • What are our strengths? • What do we need to do more of? Less of? Regarding the top three issues? • Cost • Time of leader and employees

7. Process Overview Certified Coach works with Director/Manager to understand their survey data Director/Manager, Coach, Core Team Member identify key department specific issues that need to be addressed & define what is in and out of scope. Coach facilitate workshop with strong support from Dept mgmt team Review items not addressed during The Workshop at subsequent staff/ departmental meetings Action item status reports at subsequent staff/departmental staff meetings

8. Certified Coach’s role • Understand how to interpret survey data • Coach directors/ managers on understanding their data • Provide roster, template, and tools • Train/prepare directors/managers to roll out survey data • Provide initial communication template for the director to send to all employees • Assist in room setup • Introduce survey process at each session

9. Workshop Logistics • Room Set up • Must have enough tables to conduct breakout sessions • Equipment required: • Overhead projector • 1 flip chart stand with a pad of paper (more if the group is large) • Materials required: • Slides of the session materials (including survey data) • Flip chart markers, overhead markers, masking tape • Yellow sticky pads for gallery of ideas • Overhead of the action planning sheets • Hard copies of the action planning sheets • Sign-in roster • Tape 4 Enterprise Charts and 2 Department Charts on wall with the headings of the brainstorming categories

10. Director/Manager’s Role • Before the workshop • Study department survey results • Determine top two issues / problem statements to work on • Review the session slides – insert your department specific slides • Schedule a minimum of 4 hours with your staff • Send an Outlook meeting notification (template provided) • Ensure all employees attend the session • Attend first 60 minutes of workshop to kick off the workshop and present survey data • Attend last 30 minutes of workshop to approve department action plans

11. Correspondence MEMO to be sent to department from leader, to be sent via Outlook Based upon the timing commitment communicated in the December 2002 All Employee Meeting, the <insert your departmental name/function> is taking part in a modified Workshop Process to review the Denision Culture Survey Results. This process will allow each of us to understand the model, understand our results, provide feedback and create action plans to improve the overall effectiveness of our department. The logistics are as follows: Date of Workshop:<enter date> Time: <enter time> Location:<enter location> It is critical for everyone to be in attendance. I place a high priority on the culture at our organization as well as in our department. I am committed to addressing the key issues that are identified in this process. I look forward to your participation.

12. Director/Manager’s Role • During the workshop • Jointly facilitate the session with your assigned Coach: • Present both process & content as appropriate • Manage the time and the agenda • The breakout teams will present the department specific recommendations to the director/manager at the end • Ensure the action planning activities are correctly captured on the worksheets • Ensure that all participants sign the roster

13. Director/Manager’s Role • After the workshop • Submit roster to your division head to ensure workshop credit • Ensure core team member receives your department’s feedback on enterprise-wide issues and names of volunteers for those workshops • Take charts with ideas for future use/documentation (may want to revisit at a later meeting) • Send memo (or copy recommendation forms) to boss summarizing departmental recommendations • Track & ensure completion of implementation during follow-up staff meetings until all items are implemented • Conduct post sessions as needed to address additional issues • Employees who volunteer for Survey Implementation Teams need to be made available to work on enterprise-wide issues

14. Correspondence MEMO to functional director from departmental leader Based on our “Workshop Lite”, our team has identified several issues that we will, as a group and personally, address to ensure our success as a department and organization’s success as an enterprise. Below is the high level of our action plan: Survey Issue to addressBenefitKey Action Items 1. 2. 3. 4. 5. We will need your support in order to move forward on these issues. (Describe what you want this leader to do to support you.)

15. Workshop LiteProcess Workshop Presentation

16. Agenda 05 Kick-Off – Director/Manager Purpose/Impact How this is different from a “typical” Workshop • How to interpret Survey Results – Coach Understanding the model What do the numbers mean • Review Overall Results and Department Specific Results – Director/Manager Review Results – answer questions for clarification Review department specific results, answer questions for clarification, discuss issues most important to department 30 Gallery of Ideas for Enterprise Issues Group brainstorming on feedback for enterprise wide issues 30 Gallery of Ideas for Department Issues Group brainstorming on department issues • Group Action Planning From prioritized matrix, pick top items As a group, complete action planning template(s) 30 Informal Report Outs to Director/Manager Review department specific action plans, obtain Director approval Review department feedback on the enterprise wide issues Supervisor ensures departmental feedback is given to their core team representative 15Wrap Up Participants & supervisor identify key activities that the group has decided to work on as a result of this meeting. Supervisor sends director a memo indicating the issues to be addressed & the benefits Supervisor will track submission and follow up at staff meetings the status of the action plan(s)

17. Purpose/Impact • Identify issues from the culture survey that can be addressed by our department • Allows our group to provide feedback on the enterprise-wide issues • Items addressed may be the “simple stuff” but will have a great collective impact • Increases employee enthusiasm • Supports Board’s initiative for every salary employee to experience The Workshop in 2003

18. How this is different from a typical Workshop! • Focused on Denison Culture Survey Results for overall as well as our specific department but not a particular process • Identifying issues that require our attention, not just beauracracy that needs to be streamlined • Session led by prepared departmental supervisor and a certified Coach • Session utilizes Workshop Tools but also asks for feedback on enterprise wide issues that will be addressed in separate workshops • Introduces how to utilize the Workshop Philosophy & tools in understanding issues identified in the survey • Session completed in shorter amount of time • Departmental action plans tracked in staff meetings instead of website • Sessions to be completed throughout entire organization (100% participation)

19. Gallery of ideas (Enterprise Issues) Coordination & Integration Customer Focus Strategic Direction & Intent What does our organization have in place to ensure successful improvement of Coordination & Integration? What will get in the way to prevent us from improving this issue? What does our organization have in place to ensure successful improvement of Customer Focus? What will get in the way to prevent us from improving this issue? What does our organization have in place to ensure successful improvement of our Strategic Direction and Intent? What will get in the way to prevent us From improving this issue? Document individuals’ ideas on flip charts with corresponding headings

20. Gallery of ideas (Enterprise Issues) Team Orientation What does our organization have in place to ensure successful improvement of Team Orientation? What will get in the way to prevent us from improving this issue? Document individuals’ ideas on flip charts with corresponding headings

21. Issue #1 • What gets in the way of us being more effective in this department? • Issue #2 • What gets in the way of us being more effective in this department? Gallery of ideas (Departmental Results) Document individuals’ ideas on flip charts with corresponding headings

22. Chart 1 - hang on flip chart 1 What does our organization have in place to ensure successful improvement of Coordination & Integration? What will get in the way of improving this issue?

23. Chart 2 - hang on flip chart 2 What does our organization have in place to ensure successful improvement of Customer Focus? What will get in the way of improving this issue?

24. Chart 3 - hang on flip chart 3 What processes does our organization have in place to ensure successful improvement of Strategic Direction & Intent? What will get in the way of improving this issue?

25. Chart 4 - hang on flip chart 4 What processes does our organization have in place to ensure successful improvement of Team Orientation? What will get in the way of improving this issue?

26. Chart 5 (Issue #1) - hang on flip chart 5 What gets in the way of us being more effective in this department?

27. Chart 6 (Issue #2) - hang on flip chart 6 What gets in the way of us being more effective in this department?

28. Recommendation Template