Ensure a nice-looking Counter Product Display
Employee Engagement
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What does it mean?
Mastering the skill of Engagement means the ability to ensure a high level of commitment and enthusiasm across all your stores.
This requires an understanding of how to analyse the engagement drivers in the Peakon platform and knowing which tools to activate when improving them. Knowing that a highly engaged workforce will impact the guest experience and financial KPI’s - in that order - is the fundamental way of leading in a people centric company culture.
A Juicer who recommends JOE as a good place to work is more likely to perform at a higher productivity level than a Juicer who doesn’t.
Main Theory
In Joe & the Juice we use Peakon as a tool to measure the Employee Satisfaction, where all employees will receive a questionnaire to give feedback on 14 different drivers. Each driver is a parameter that influences the overall Engagement level. For the RM to understand how to analyse and improve the 14 different drivers, the RM will learn to master the Engagement Leadership skill.
The Engagement leadership skill will be the RM's tool to ensure a high employee satisfaction through analysis of the quarterly questionnaires and thereby taking actions towards improving low-scoring drivers and maintaining high-scoring drivers.
The link to the survey is shared via. e-mail and text messages, making them available on all devices. It is the RM's task to ensure every employee within their region has filled out the survey.
The survey is sent out the last month of each quarter. The RM can then use the feedback from their region and plan forward going into the next quarter
The survey is sent out the last month of each quarter and will be live for 1 week (Monday - Sunday). The RM can then use the feedback from their region and plan forward going into the next quarter. The RM will learn more about how to plan strategically in the Strategic Thinking leadership module.
The Why
In Joe & the Juice “We are all about people," with a culture and an environment of inclusion. Nobody should be left out and everyone should be heard. We always want to be the best version of ourselves, but that can only happen when the employees share their opinion and we are ready to listen. Therefore, it is the RM's responsibility to actively seek to improve engagement in their region. Through Peakon the RM can gain insights and become aware of realities they might not have known about.
This all happens because Peakon gives the employees in the RM's region the opportunity to communicate bottom-up.
Benefits
When we are getting the feedback bottom-up, all information comes straight from the source. Peakon is built upon a framework of anonymity, which ensures honest and non-biased answers. It might be hard to give feedback face to face as a juicer. The RM can be proactive in creating a positive workplace at Joe & The Juice by addressing issues and challenges early on, helping employees feel more comfortable and satisfied with their job.
Using Peakon as a tool to investigate all aspects of the drivers, the RM can improve and achieve a high overall engagement score in their region, which is a crucial step towards developing a Commercial Mindset.
The Circle of Operational Excellence
For the RM to understand the mindset of The Circle of Operational Excellence it should be understood that the very fundamental structures such as DCWF and Juicer training in their stores must be in place.
To keep an on-going progress towards operational excellence, the RM is working with 3 main aspects, and it all starts with the Employee Engagement.
1) Employee Engagement (EEE)
The Employee Engagement score is calculated from the result of the quarterly Peakon survey.
2) Guest Satisfaction (GS)
The Guest Satisfaction is calculated from both in-store observations and non-financial KPIs
3) Management Satisfaction (PROFIT)
Profit is the Company earnings in AUV. AUV is short for Average Unit Value, this is calculated from the average revenue of all stores world wide. The management satisfaction is highly focused on financial KPIs.
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We believe that engaged employees are more invested in creating a better guest experience and thereby reach a higher guest satisfaction. Good guest experiences results in more visits creating a higher revenue that leads to management satisfaction. When the stores create a high revenue, the Management will be able to further invest in the workforce which then improves the Employee Engagement. It all starts and ends with the people!
The Listen First Approach
A popular saying is: “We have two ears and one mouth so that we can listen twice as much as we speak.” Leaders become great when they listen more than they talk.
When we don’t have a “listen first approach” we don’t get all the inputs we need to make the best decision.
In some cases Employees might think that you’ve already made up your mind. Or maybe they are not comfortable or used to speaking up to the Management.
In other cases, Employees will tell you what they think you want to hear instead of telling you their true and honest opinion.
Therefore, a Leader should have a “listen first approach," and listen to the Employees thoughts and opinions. As a leader you can’t expect your Employees to share their feedback if they are not asked to, which is why Peakon is a great tool, when the Management actively invites all Employees to share their thoughts and opinions.
Using the listen first approach, it improves the overall level of psychological safety in the Region, where Employees feel seen and heard without fear of judgemental or negative consequences.
The level of trust and mutual respect will improve. Furthermore, a leaders decision-making will be strengthened when you listen and understand all different perspectives and opinions first.
Secondary Theory
Participation Rate
The RM must reach a participation rate of minimum 80%. This will ensure that the collected data is valid and realistic to work with.
The RM will only be able to view a score within a store if a minimum of 3 Employees has answered the same question. This is to secure the Employees’ anonymity.
3 skills to ensure a high participation rate
Drivers & Sub-Drivers
The Peakon Engagement framework is divided into 1 main Engagement driver and 14 drivers with 27 sub-drivers. In order to be able to analyse on the Employee feedback, the RM must understand the definition of each driver and it’s sub-drivers.
The Rating Scale
When the Employees receive the Peakon survey, they can answer the different driver questions on scale from 0-10. The rating scale is divided into 3 groups, Detractors, Passives and Promoters.
Detractors ranges from 0-6, Passives ranges from 7-8 and Promoters ranges from 9-10.
Detractors (0-6)
These employees will be more likely to create an unattractive image of the company and spread negative words towards other employees and the public. The RM will be able to find the root of the problem by addressing these issues through analysis of the survey learned in the exercises.
Passives (7-8)
These employees are not actively disengaged and won’t spread negativity nor positivity to the employees or the public regarding the company. The RM will seek to improve these scores on a long term basis by planning actions. If no actions are taken the Passive Employee will be more inclined to become a Detractor over time.
Promoters (9-10)
These employees are highly engaged with the organisation and will spread positives words of the company towards employees and the public. In a sense they are the brand ambassadors. The RM should continue their actions and initiatives towards maintaining the Employees in the Promoter category.
To put things into perspective:
A Detractor is more likely to be louder than a Promoter.
- A Detractor will actively tell 13 people about their negative experience.
- A Promoter will actively tell 3 people about their positive experience.
It is therefore crucial, that the RM understands the risk of having a detractor in their Region and the benefits of having a Promoter. The RM is required to have a sense of urgency when striving to have as many Promoters and Brand Ambassadors in the Region as possible.
True Benchmark
When analysing on drivers it should be noted that all scores are to be compared with a benchmark that is based on the industry Joe & the Juice is within. To avoid misleading conclusions we make sure to compare segments with similar attributes such as:
Geography, age, Moneyball position and seniority.
Joe is segmented in the “Food & Beverage industry,” where we currently aim to be in the top 25% of all companies worldwide. This means that the benchmark score is based on what you need to score above, to be within the top 25%.
The Benchmark in Peakon is called True Benchmark, where it is a measurement that puts scores into context.
The RM will use True Benchmark to get a more exact insight of how they’re actually performing.
Scoring a score of 6 in the Reward driver might seem low, but the True Benchmark for the Reward is 5. Meaning that the RM has managed to score 1 point more compared to the True Benchmark.
Whereas scoring 8 in Goal-setting seems like a high score, but the True Benchmark is 9, meaning the RM is scoring 1 below the True Benchmark.
It’s an important learning that the True Benchmark reflects the true impact of how well the RM performs on the engagement score. The RM will use True Benchmark to more accurately measure success and where to improve.
Sum Up
ENGAGEMENT
1) Engagement is the foundation of our culture
2) Bottom-Up vs. Top-Down information
3) Peakon is the ultimate tool to understand and improve engagement
4) Engagement ultimately results in reinvestments - The Circle of Operational Excellence
5) Why it's important to have a listen first approach as a leader
PEAKON FRAMEWORK
1) Valid Data, Participation Rate & Anonymity
2) 14 Drivers with 27 sub-drivers
3) How the rating scale works - Detractors, Passives & Promoters
4) What is True Benchmark
Introduction
The training of Employee Engagement is divided into 3x exercises and 1x Exam Preparation that the RM must go through together with The Trainer.
Exercise 1: “Insights”
Objectives
The objective of this exercise is to learn how to navigate in the Peakon platform and learn the most essential functions to use in order to get insights on Engagement in the region.
Introduction
The RM will learn how to navigate through segments and see True Benchmark scores, highlighted drivers and comments. The RM will use the comment section to acknowledge comments, start conversations or tag responsible people.
Step 1 - Login - 5 minutes
When the RM has logged in to the Peakon platform, the RM needs to ensure they have the right access level and is assigned to their region.
It is the People Manager’s responsibility to ensure that the RM is correctly onboarded to Peakon.
If the RM hasn’t received a user name or experiences any other issues, the RM should reach out to the People Manager to solve it.
Step 2 - The Brief Overview - 5 minutes
In the dashboard the RM will be able to see the overall engagement score for their chosen segment. The RM can deep dive into each section to get gather more information.
Score
The score is based on the main driver - engagement. The RM can see how well the engagement score compares to the benchmark for Food & Beverage sector. The RM is also able to see how the Employees distribute between being Promoters, Passives and Detractors. When deep diving the dashboard shows the most impactful drivers on the Engagement score.
Score over time
The score over time shows how the score has improved or decreased from previous surveys. The RM can create a quick overview to analyse if their actions has payed off.
When deep diving it shows the engagement score over a chosen timeframe (last year as default).
Participation
The participation shows the aggregated participation rate based on the last survey. Meaning that if the employees who attended the last survey will also attend the next survey. Deep diving shows the participation rate for the last surveys (last year as default).
Step 3 - Create your overview - 5 minutes
The RM will now create an overview of the available information in the Insight tab.
The RM should now note down the following in their worksheet:
This exercise is for the RM to be able to navigate Peakon and to find relevant data in the Insight tab using the available tools.
Step 4 - Find the Comments - 5 minutes
The RM will navigate to the comment sections by tapping the “All Comments” in the navigation bar on the left-side.
The RM will be able to filter and sort the viewing of the comments to become more specific instead of viewing all historical comments at once.
1) Select to view comments from the latest survey by pressing ‘Round end date’ to only work with most relevant data.
2) Select to view comments provided by a specific segment: Detractors, passives or promoters by pressing NPS Category.
3) The RM can choose to sort the comments in a specific sequence like date, score etc.
In the Comment section the RM can deep-dive into what feedback the employees within their region has given.
Sensitive comments
The RM can filter on “Sensitive Comments”, where Peakon has set up a filter on certain words that will be tagged as sensitive.
Example of words that will show as being sensitive are:
Bullying, Stress, Discrimination, Anxiety and Sexism
It’s absolutely critical that the RM DOES NOT start a conversation on any sensitive comments. It’s exclusively the People Manager's responsibility to take actions towards sensitive comments.
Exercise 2: “Interact with the Comments”
Step 1 - Different ways of interacting - 5 minutes
Acknowledge
Acknowledging comments will make the Employees feel seen and heard, while also improving the trust in them that the leaders will take the necessary ownership of the topic.
If the RM wants to acknowledge a comment, they can use the “Acknowledge” tool and choose between the 5 different options:
This should only be used if the RM feels that the acknowledgement gives a sufficient reply to the employees feedback and no further information is required.
Conversation
Starting conversations is a great way for Leaders to gain more insights and understanding about a given situation.
The RM starts a conversation by tapping the “Conversation” to open the conversation tool. If the RM finds themselves responsible for the feedback, they must take action by replying to the given feedback.
Have in mind: The Employees identity will remain confidential and the RM's name will be visible for the Employee to view.
Tag
If the RM don’t find themselves responsible to the comment, they should tag the right person by going into the “Note” tab and writing @PersonsName.
Have in mind: The Employee is unable to view any tags made to a comment, but can be viewed by the Management Team.
Example: Issues with Centrifuge, blender, etc., they should tag the DOC team.
If the RM is in doubt of how to reply or is insecure of the sensitivity of a comment, the RM should always reach out to the People Manager to get further perspective and sparring on the given feedback.
Step 2 - The Conversation - 5 minutes
When starting a conversation it’s important structured approach. Remember that you as an RM are representing Joe & the Juices’ values and point of view
What to have in mind
- All comments are made anonymous. Never ask an employee to reveal themselves
- The Employee who left the comment remains confidential and anonymous during the conversation
- The Leaders name, who replies, will be visible for the Employee to view
- Keep a professional tone and take the Employees feedback serious
- Don’t challenge or argue with the Employees, even if you disagree with their point of view
- Recognise the feedback as a stepping stone for improvement, rather than an obstacle
- Don’t make promises that your not capable of living up to
A great way of providing a response
The RM should always adapt their answer to the situation and provide a fitting response to the comment. This creates a more authentic conversation when the RM upholds own level of integrity.
An example:
A great way of starting a dialogue
- Clarify, with a question, if this is a common issue and if others in the team feel the same way. This helps you get an understanding of the severity of the feedback.
- Feel free to ask the Employee for suggestions on how the concern could be addressed or improved. This speeds up the process to becoming more solution oriented.
*By asking the type of questions above, the chances for the Employee to reply back is higher, as they are phrased as specific questions, more than just statements.
Step 3 - Perspective & Examples - 5 minutes
To put things into perspective, the figure illustrates the estimated percentage of time spent on the various interaction types.
Most of the interactions will be replied with an acknowledgement or a response while very few comments will require an invitation to a physical 1:1 meeting or attention from the legal team.
Urgency Barometer
Step 4 - Train your Intuition - 5 minutes
The Trainer will print and cut out all cards from the Comment Sheet accessed here. This must be done prior to Step 8 in order to start the training.
The Trainer will now practice how to act on comments based on the 4 different types of actions.
The Trainer will take a random card with a comment from the “Comment Sheet”, where the RM will explain what action they would make and why they think that action is applicable to the comment.
The Trainer will provide feedback after each card has been answered by the RM. This is to ensure the RM understands why the chosen action is relevant.
How to videos
Exercise 3: “Analyse your Data”
Objectives
The objective of this exercise is to learn how to deep dive in the quarterly Peakon scores to understand the results and make an thorough analysis based in this.
Introduction
The RM will learn how to analyse and deep-dive into drivers using the Analysis tab in Peakon. The RM will learn how to segment the respondents answers and thereby analyse and identify low performing drivers. When low performing drivers has been identified the RM will learn how to calculate the effort it takes to improve a driver and how much it will impact the Engagement score.
Step 1 - The Segments - 5 minutes
To further analyse a region the RM use the “Select Segments” where there are multiple different segments to choose from. Most noticeable are Moneyball Position and Bar.
When Moneyball Position is selected, the RM will see how the different Moneyball levels throughout their region has scored.
When the Bar Manager is selected, it shows the score for each Bar Managers store.
The RM will try to switch between both segments to see the different views.
Step 2 - The Heatmap - 5 minutes
The RM will navigate to the Heat map found in the Analysis tab.
The Heat map will give the RM a quick overview of how they are performing on EEE and 14 drivers.
In the top left corner the RM can choose between 3 different ways to view their scores
Score: Shows the average score for each driver
Diff. to benchmark: Shows the difference between score and True Benchmark
Diff. to round: Shows the difference to the last EEE round
Furthermore the RM can expand a Driver to see the score of the Sub-Drivers.
Step 3 - Card View & Segments - 5 minutes
To get a more deep-diving overview of the scores. The RM will choose the “Cards” tab in the navigation bar.
The RM will chose the segment group “Bar Managers”. When Bar Managers are chosen, they are quickly compared further more the RM will receive full insights on how each driver compares to True Benchmark.
The Card functions will be the RM most preferred tool to analyse how their Bar Managers and their employees are scoring in the EEE going forward.
Step 4 - Deep Diving Drivers - 5 minutes
To deep-dive into each driver the RM can through the Heat Map or Cards navigate to a driver to get insights on the chosen driver.
This is done by tapping the score area, where Peakon automatically filter the chosen driver score. If the RM clicks on a score for the Juicer Segment, Peakon will show the Chosen driver filtered with Juicer segment.
When deep-diving a driver all insights for the chosen driver are available: Comments, True Benchmark, Score over time, Participation Rate and Comments. This is the same procedure as practiced in exercise 1.
If further insights on sub-drivers is desired, the RM can open the “Sub-Driver” tab, by pressing the Sub-Driver button.
In the Sub-Driver tab, the RM can see all Sub-Drivers for the chosen driver. This can be a useful tool to precisely point what Sub-Drivers that could be improved.
Step 5 - Analyse and set goals - 5 minutes
The RM has now learned to navigate through Peakon. The RM will use the tools available on Peakon to analyse their region and identify low performing drivers.
The RM will pick out 3 drivers or sub-drivers for each store where they want to improve and set a goal for how much they want to improve.
The RM will fill out the following information.
Step 6 - Discuss chosen drivers with Trainer - 5 minutes
The RM will now discuss with the Trainer about the chosen drivers and goals.
The discussing should validate wether or not the goals are reachable.
The challenge
What is the root cause of the challenge?
The solution
Will your solution solve the root cause?
The feasibility
Is the plan of solution realistic?
Exercise 4: “Improve with Actions”
Objectives
The objective of this exercises is to create MQ targets for the region based on the analysis. The RM should actively work with the targets during the next quarter in order to make Joe & The Juice a better workplace for everyone.
Introduction
The RM will use the Action tab i Peakon to plan their actions towards improvement of Drivers.
Step 1 - Locating Actions - 5 minutes
The RM will now locate the actions that are available for each driver.
The actions are found in the Improve tab, and by filtering via the following guidelines:
The RM will now have all the actions visible for the chosen driver.
Step 2 - Discuss recommended actions - 10 minutes
The RM will now choose one of the drivers that they have decided to improve from Exercise 2. The RM will go through the actions for the chosen driver and discuss with the trainer what actions are applicable to improve the chosen driver.
These actions are recommended actions and can be modified to fit the challenge and solution so the action is applicable to the RM's situation.
Step 3 - Take action on goals - 10 minutes
The RM will register and plan an action by choosing the applicable action from Step 2 and pressing the “+ Add Action”
When done, the “Add Action” tab opens.
The RM then has multiple options available.
Title: The title briefly describes the action. The RM will add the name of the store where the action is taking place at the end of the title.
Description: The description should describe the process and why it impacts the driver as precisely as possible.
Deadline: The deadline is the date the RM has finished all their actions towards improvement of the Driver. After the deadline the RM will revisit their actions and consider if further effort is required.
Checklist: The checklist is a tool that helps the RM to keep track of their progress and should be used for major or complex initiatives that requires multiple steps.
When planning an action towards improving a driver, the RM should always keep in mind how much effort there should be put in to obtain the wanted impact. It’s therefore, the RM's responsibility to plan accordingly and never to rush any actions made.
Step 4 - The RM will plan actions - 10 minutes
To get confident using the action tool the RM will create and plan actions based on the chosen drivers from the analysis in exercise 2.
The RM should now insert one action per store in Improve function in Peakon using the guidelines from Step 3.
*The Trainer will guide and assist the RM whilst specifying and inserting the actions.
Step 5 - Discuss long term - 5 minutes
The Trainer will discuss with the RM on how to maintain a healthy and sustainable driver after it has been improved.
How does the RM:
- Avoid their actions only being a temporary quick fix?
- Circumvent the same tendencies and problems from occurring again a few months after their actions, to ensure a sustainable solution?
The RM will learn more on sustainable processes and planning in the Strategic Thinking and Follow Up modules.
Introduction
After the exercises has been completed and the RM understands what the skill means. The RM will now gather key findings from theory and exercises.
These findings will be written down and saved for them to present in the final exam in front of Trainer and Market Management by the end of the program.
As a part of the sum up and final exam preparation, the RM will explain the three layers of the circle to the trainer.
0.1: SUMMARY OF EXERCISES:
- The Trainer will repeat the headline of the exercise whilst the RM will repeat key findings from each step in the exercises. The RM can use their notes from the worksheets to recap what they’ve been through.
The RM will now explain the why, how and what.
1: THE WHY:
- Explain why Employee Engagement is an important factor and skill to use when leading and developing people as a Regional Manager.
2: THE HOW:
- Explain how this skill and practice will be applied in the daily work.
3: THE WHAT:
- Explain what the skill means with own words and include key learnings from main and secondary theory.
Clean Seating and Tables
Clean Trash Bins in Customer Area
Deep Clean Centrifuge
Clean Bar Bins
Clean Bar Lamps + Speakers
Clean Cleaning Tools
Clean Drains
Clean Floor Panels
Clean Ice Machine
Clean Menu
Clean Sandwich Grills
Clean Toilets
Clean Walls and Pictures
Clean Fridges
Deep Clean Stockroom + Fridges
Clean Bar Front
Clean Bar Filters
Clean Fruit Baskets
Clean Dishwasher
Clean Sinks
Clean Centrifuge Cave
Deep Clean Mazzer
Deep Clean Mythos
Deep Clean GB5
Clean Blender
Clean Centrifuge
Clean Seating and Tables
Clean Trash Bins in Customer Area
Deep Clean Centrifuge
Clean Bar Bins
Clean Bar Lamps + Speakers
Clean Cleaning Tools
Clean Drains
Clean Floor Panels
Clean Ice Machine
Clean Menu
Clean Sandwich Grills
Clean Toilets
Clean Walls and Pictures
Clean Fridges
Deep Clean Stockroom + Fridges
Clean Bar Front
Clean Bar Filters
Clean Fruit Baskets
Clean Dishwasher
Clean Sinks
Clean Centrifuge Cave
Deep Clean Mazzer
Deep Clean Mythos
Deep Clean GB5
Clean Blender
Clean Centrifuge
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