Executive Briefing Guide
Executive briefings should explain the survey evidence and establish the next review decisions. Avoid turning the briefing into a page-by-page report walkthrough or asking leaders to approve detailed actions before the wider evidence has been considered.
Executive briefing structure
| Section | Purpose |
|---|---|
| Participation and reliability | Confirm whether the result is representative enough to use with confidence. |
| Headline employee outcomes | Explain X-Factors: experience, intent, advocacy and pride. |
| EOF pattern | Show whether the main story sits in Cause, Capability or Culture. |
| Potential areas to explore | Identify the patterns that warrant testing through wider evidence. Explore these by area in COMPASS. |
| Current commitments | Show relevant WMS commitments, plans and initiatives already under way. |
| Evidence required | Identify the HR, workforce and operational data needed to test the emerging story. |
| Leadership and SME reflection | Confirm who needs to contribute context and test interpretation. |
| Decision points | Confirm early communication, the review in COMPASS, ownership and timing. |
After the survey: close the loop, then act in COMPASS
| Part | What the briefing covers |
|---|---|
| Close the loop | Communicate promptly with employees about what was heard, what happens next and when they will hear again. |
| Recommended review | Leaders review their area's results and the Key Driver guides in COMPASS, test them against the other three inputs, then agree priorities. |
| Your next step: leaders act in COMPASS | Your results and sector benchmarks are already in COMPASS. With the MLF subscription, every leader sees what's expected of them, what the evidence says for their area and the actions they've committed to, all in one place. Initial orientation is included. If you'd like an independent facilitator to run the review with your leadership team, we can do that too. |
The four inputs
- employee insights;
- current WMS commitments and organisational plans;
- HR, workforce and relevant operational data; and
- leadership and SME reflection.
The decision gate
A discussion that does not consider the four inputs is an initial results discussion, not action planning. That is true whether leaders run it themselves or Mastertek facilitates it.
Executive questions to resolve
- What are we willing to own publicly?
- What needs immediate communication to employees?
- What current WMS commitments or projects already address these issues?
- Which workforce and operational measures will help test the pattern?
- Which leaders and SMEs need to reflect on the combined evidence?
- When will the review be complete and priorities be agreed?
- When will we report back to employees?
The executive presentation may identify potential priorities to explore. Label them as hypotheses or areas for review until the review has confirmed the priorities.