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HDA OVERVIEW
HDA Case Studies

Team Facilitation / Talent Engagement – Media

 

Business Context/Objectives

The client is a US based music entertainment network with a growing UK and European operation.  The organisation has a fantastic reputation and is a global TV/Media/Music brand that few would not want to be associated with it, whether outside or inside the organisation.

The organisation had experienced a period of relatively rapid change and the leadership team, driven by HR, was keen to measure how people were currently feeling about the business and their workplace in the hopes of identifying both areas for improvement and areas of success; thereby demonstrating their sustained commitment to continuous improvement within the business. 

The organisation was particularly keen to develop an understanding of its 'psychological contract' with its staff across all business units, including both those 'front-line' teams who will have recently been experiencing significant dissonance with the original commercial/creative objectives of the business, and who would be asking, 'What's in it for me?', and staff in business units representing multi-media competency sets which were new to the business.

HDA were commissioned to work with the organisation to achieve the following objectives:

• To provide a snapshot of the way that people across the organisation felt about their workplace and the company;
• To provide an opportunity for company-wide Involvement and honest communication;
• To provide information that could be used to drive general improvements in the working environment, in team motivation, in morale and in productivity to assist with ensuring talent is retained;
• To capture and nurture some of their ideas of the many creative minds working within the organisation to identify specific areas of improvement that could be appropriate for particular parts of the business or groups of people; and
• To comply with Health & Safety Executive guidelines around workplace stress.

HDA were invited to measure and deliver meaningful feedback on staff engagement across the organisation and identify measurable actions for the senior leadership team and HR to drive forward with.

HDA Approach

 

 

 

 

 

 

 

 

 

 

 

 

Figure 1: HDA Engagement Survey Process

HDA followed their typical survey process (see figure 1) beginning by working with the organisation to further refine their key objectives for measuring engagement and defining the scope of the survey.  Then an optimal question set was generated - identifying qualitative and quantitative questions from both the HDA question bank and also newly developed organisation specific questions, in order to measure key responses across the business.   The questions were framed under the HDA 9 box model which seeks to measure engagement across the following 9 areas:

• Processes
• Role challenge
• Value
• Work-life balance
• Information
• Rewards & Recognition
• Management
• Work Environment
• Products

The HDA survey was conducted both online and in hardcopy.  An FAQ link was set up for respondents and also an online reporting centre for the corporate client so they could track responses received by department.  HDA also worked closely with Internal Communications to develop an effective communication strategy for rolling on the survey, the results and the recommendations.  The survey was undertaken for a 2 week period and a 68% response rate was achieved.  Following analysis of the results a comprehensive report was prepared and the summary findings presented to the leadership team and HR. 

Subsequently, HDA also presented the findings and recommendations to the wider senior management group who then delivered the feedback to the general staff at a departmental level. It was during this stage that HDA was able to identify key engagement disconnects by business unit and by key demographic groupings.

Business Outcomes

The survey results not only determined where the organisation were placed in terms of the HSE Standards but also provided rich insights into organisational engagement, and guidance was provided by HDA for the organisation to independently move forward to enhance engagement levels across the business by focusing on both success areas and areas for improvement at a departmental level. 

Following a detailed assessment of staff engagement by business unit and demographic grouping, (and benchmarked against another Group company which HDA had worked with in parallel), HDA was able to commence discussions with the organisation about developing an employer branding discussion with staff, linked to a clear employee value proposition (EVP).

 

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