Discovering Current State

Beginning with stakeholder interviews at all levels of the company, we moved to a review of internal performance effectiveness data, engagement survey data, and current best practices.

Design Phase

We drafted the new process and rechecked with stakeholders, adjusting as we went. It became clear that training and accountability were key elements of this unique culture.

Delivery

In addition to the new performance process, we delivered a full set of communications materials, one-sheet reference guides, and post-process survey materials. We offered training to all employees and managers, after which 99% agreed that they understand the new performance process and feel ready to start the process.

Discovering Current State

Starting with the data, we reviewed the available recruiting and pipeline metrics. We spoke with stakeholders from HR, recruiting, hiring managers, and leaders. We fully dove into the materials available regarding company culture, both formal such as stated mission, vision + values, and informal, such as looking at interview notes and speaking with stakeholders.

What We Learned

It became clear that there was not a consistent process across interviewers. Those involved in hiring were unclear as to their roles and responsibilities as interviewers, and therefore not as effective as they could be, despite good intentions.

What We Delivered

We formalized and upgraded an interview process that was already taking place in some areas of the business by providing a detailed process flow from start to finish.

We educated interviewers on common forms of bias and how to avoid those traps and created an interview guide based on the company’s stated values and competencies. Each person on the interview team now has a clear part to play, sample questions to ask, and guidance on both lawful and unlawful questions.

The Survey Itself

We managed the survey process from start to finish, including vendor selection, survey design and setup, and data management. We created a communication and launch strategy, mapping out the survey process and timing. Finally, we engaged with key stakeholders ahead of the survey launch to ensure great engagement and support throughout.

Insights and Actions

Once the survey was closed, we completed a full review of survey data and reported on insights. We implemented a cascading rollout of results, starting with the CEO and executive team, and ending with an open forum for all employees. Then, we held 1:1 results meetings with department heads to identify themes and create action plans.

Executive Coaching

Many leaders need new tools to lead in this different way and we worked together to take action in a way that is supportive of DEI goals. We offered 1:1 conversations with leaders to understand results and explore their beliefs and values around the survey action areas, which most often include inclusion and equity issues.