This guide is a good place to start thinking about your project plan. The timeline, roles/responsibilities and success criteria can be adapted to your organisation.
In theory, especially for smaller organizations, the platform, employee data and the survey could be set up and sent out on the same day. However, most organisations will dedicate around 10-12 weeks to fully prepare the employee data, enlist IT involvement, send out communications, prepare the survey and questions, ensure stakeholder readiness and more.
Here is an example project timeline that could be used to launch Peakon over a 12 week period.
- Define aim of the Peakon project (more on this in the Success criteria section)
- Go through the Help Centre material
- Complete any administrator training with your Customer Success Consultant
- Start familiarising yourself with the tool
- Identify project stakeholders and responsibilities
- Set up attributes and their segments for analysis
- Define question set
- Employee data preparation and upload
- Define access control groups
- IT involvement for network and email settings
- Send test surveys to test group
- Launch communication to the company
- Train stakeholders
Week 9 - 11
- Survey launch
- Manager digest emails
- Survey soft close
- Thank you email
Week 12 onwards
- Data analysis
- Communication to company
Roles and responsibilities
- Peakon expert
- Attends train the trainer sessions or nominates trainers to attend these sessions
- Overall Responsibility for group’s employee data
- Responsibility to present feedback to senior leadership
- Main point of contact for the Peakon team
- Conduit for all decisions about the platform set up and survey scheduling
- Responsible for understanding all new features and functions and sharing with organisation as appropriate
- Coordination of the wider project team (if appropriate)
- Good understanding of the success criteria for the project and for engagement overall
|Extended project team
- Peakon methodology specialists
- Can understand and explain Peakon results
- Drives internal communications about Peakon
- Drives and analyses actions taken from Peakon
- Works closely with the Global Admin
- Decision making group on survey set up and scheduling - what will the global guidelines be?
- Understanding of the success criteria for the project and engagement overall
- Peakon methodology specialists
- Can understand and explain Peakon results.
- Promotes Peakon internally
- Assists Senior leaders, managers and employees as needed answering FAQ’s and offering assurance
- Works closely with the extended team
- Understand the local set up and teams and has opinions on what will work and what won’t
- Offers assistance during and after the survey to managers who need guidance and mentoring
- Sees themselves as support and not as owning engagement
- Understand the positive impact that engagement can have on your organisation
- Understand the Peakon approach and dashboard
- Able to articulate why engagement matters to you and the business benefit that you see from it
- Connect employee engagement to your strategy and the mission of your own team
- Be prepared to set aside time to talk to your direct reports and all reports about engagement
- Be prepared to accept feedback and prepare for a positive, open and transparent approach
- Be a role model for your own managers - they will watch you carefully and if you show that engagement is not important then it will be noted.
- Global point of contact for Peakon for IT
- Responsibility for coordination of all IT activity necessary to ensure that Peakon is accessible to all employees to take the survey and that the platform is accessible to managers to view dashboard feedback .
- Where kiosk mode for taking the survey is being used, this could also include the set up of equipment on site so that employees can access the survey
- Responsibility for API integration.
- Aware of survey launch dates to ensure that everything goes smoothly
- Responsible for coordinating activities across locations and regions in a decentralised IT set up
- Managers play a key role in ensuring a successful Peakon implementation
- Managers can talk to their own teams about engagement and the survey
- Managers should understand the importance of engagement and the impact that it has on driving high performance
- Managers should be included in early communication positioning the importance of the survey and employee feedback
- Managers should have clear guidance on the expectations of the organisation from them
- Managers should be clear on what training and further support they will have access to and where to escalate if they need help
- Managers should understand if they will have KPI’s related to engagement
- Employees need to understand why the organisation wants their feedback as well as how it will be used and what will happen as a result of it
- They also need to be communicated to about confidentiality and that the survey will be voluntary. Ensuring that employees feel safe to answer the survey is vital
- Employees should be able to ask questions and have them answered transparently - having access to information easily accessible
The success criteria will help you understand if the tool is meeting your needs and objectives.
Consider: What are the problems that you are trying to solve and what would be the ideal outcome?
- Creating a better workplace for employees and decreasing attrition
- More targeted approach to employee engagement, with initiatives put in place off the back of Peakon data
- A continuous listening approach adopted to ensure trend data is gathered
- Peakon becoming integral part of employee engagement strategy
- Expansion into other areas of Company Name following proof-of-concept
How will success be measured?
- Company engagement score at X or improving by X over time
- Participation rate above X
- Improved retention year to year
- Manager logins (from usage metrics)
- Goals for actions (from usage metrics or outside of Peakon)
- Every manager with access to comments should answer a comment (from usage metrics)
- Adding Engagement as a point on the agenda for the monthly team meetings
- Every manager with data visibility shares a dashboard with their team
- All driver scores above benchmark
- Managers host monthly team sessions about the dashboard to discuss action planning and results
- Senior leadership share company dashboard with everyone in the company in All-hands meetings
|Stakeholders identified, responsibilities and time has been allocated
If appropriate hours are not dedicated this could lead to a deadlines not being met, or implementation and launch of Peakon not being successful
- Identified people have capacity to undertake the hours necessary to successfully launch and support Peakon internally
- Identified people understand their role and responsibilities
- Identified people action responsibilities on time.
|Project timeline agreed and adhered to as much as possible
||Project score misalignment. Risks that were raised initially were not understood or planned for.
- A comprehensive project launch plan will be developed prior to project kick-off via online project management software (Trello)
- Changes to the project scope or additional issues/risks should be mediated through the core project team
- Adjustments to be made to project plan in accordance with key decision makers
|Key decisions are made in accordance with timeline
Key decisions not made can lead to a delay in the project implementation and survey launch
- Timeline for key project decisions to be agreed
- Decision makers for decisions to be identified early on in process
- Meetings to discuss decisions are scheduled in accordance with the timeline.
|Employee data prepared within agreed timeline
Unrealistic Data Import / Platform Setup expectations
- Decisions around the key views of data required agreed ( demographic cuts)
- Data collated in a standard Excel/CSV format
- Unique identifiers across the whole business identified
- Identified experts on organisational hierarchy available to check upload and fix issues.
|API/integration implemented within agreed timeline
||Unrealistic timelines set for integrations. Identified resources at Peakon and/or customer not available
- Ensure that the effort to integrate is understood
- Ensure that the right people are available with time allocated to the integration
- Ensure that sufficient time is built in for testing
- Have a plan B to upload data for the first round of the survey and ensure that this is ready
|Organisational readiness and level of change management
Organisation does not feel ready for the level of change to real time dashboards, manager empowerment and decentralised action
- Peakon can be configured in such a way to limit immediate access to results
- Access control for managers can be disabled
- Peakon can assist with best practice suggestions on how to prepare managers and HRBP’s for a more real time approach
- Managers receive appropriate tool and enablement training
- HRBP support managers to adopt the new approach.