20230512AVU to Staff 199 Attachment B.pdf

Manager
Report
AVISTA
Vermillion, Dennis P.
Nov 22, 2022
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AVISTA
Vermillion, Dennis P. (n=1339)
Engaging People Manager Report
Nov 22, 2022
LETTER FROM THE CEO
Hello,
Thank you for all your support with the 2022 Employee Experience Survey. We received 73%
participation rate, which is our best yet.
This year’s overall favorability score of 74% is relatively unchanged from the 2019 survey. Our
engagement score is 78%, a slight dip from the 80% engagement score in 2019. Overall, I’m
encouraged by the survey results and am dedicated to supporting activities that will
strengthen our collective culture and sense of belonging.
Your employee experience survey results are reflective of the business area you lead. This
information will help you understand more about the nuances of your business unit compared
to Avista overall and can assist in business-unit level action planning.
As reminder, all employee ratings and comments are strictly confidential. Vice President,
Director, and Manager reports were only generated for teams with at least 5 or more
responses and to further protect employee anonymity and confidentiality, manager reports do
not include verbatim responses.
Your report contains
Overall results for your specific area
Engagement scores and descriptions
Response information for all survey items
Tips on how to make sense of the data and to prioritize focus areas
Suggestions that will help you get started on action-planning
Your HR Manager will also be available to help you interpret these results and support you
and your team with survey follow-up. A detailed presentation about our company’s results will
be provided in Q1 of 2023 to all employees and will shed light on where we’re performing well
and where we need to make improvements. We will also be working on overall strategies for
high priority themes common across the company.
Thanks to each of you who took the time to support and to participate in the 2022 Employee
Experience Survey.
Sincerely,
Dennis

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AVISTA
Vermillion, Dennis P. (n=1339)
Engaging People Manager Report
Nov 22, 2022
ENGAGING PEOPLE
GUIDANCE FOR MANAGERS
Look for Themes – As you read through this report, look for themes of strength and opportunity. What is going well? What are the
areas that need improvement? Your highest- and lowest-scoring questions will often help you identify strengths and opportunities.
Be Curious – Adopt an attitude of curiosity. The feedback from your employees may at times be a little confusing or perhaps
difficult to read as the manager of the team. Pay attention to your own emotions. If something in the report makes you upset, try
to move quickly to an attitude of curiosity. Ask yourself questions, like why are my employee’s feeling this way? What can I do to
help create a more positive experience? Do not try to identify the individuals behind the feedback or plan some form of retaliation.
Focus on 1 or 2 Areas of Improvement - The most successful managers work with their teams to identify and prioritize one or two
areas to work on at a time. Focusing on too many things will dilute your efforts and lead to frustration. You don’t have to improve
every single low scoring area in your team’s results, but you should work diligently to improve one or two areas that will have a
positive impact on your team’s experience.
The way in which your employees engage in their work is critical to
your organization’s success. True employee engagement is an
emotional state where employees feel passionate, energetic, and
committed toward their work. When employees are engaged, they
invest more of themselves in their work in order to deliver for your
team and the organization. When employees engage, great things
happen.
This report contains your team’s employee survey results. When
employees provide their feedback through an organizational
survey, they expect to be heard and understood by their leaders.
As a manager, you greatly influence many aspects of the work
experience. The information in this report presents a unique
opportunity for you to understand and improve your team’s
employee engagement.

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AVISTA
Vermillion, Dennis P. (n=1339)
Engaging People Manager Report
Nov 22, 2022
OVERALL
The overall score represents a combined percentage of all items
on the survey that were responded to favorably (Agree or Strongly
Agree) by your team. This is an important number for comparing
your team's results to the overall company results, as well as for
tracking progress year-over-year. Pay attention throughout the rest
of your report for questions that are above or below this average
score.
SCORE CALCULATION: Survey item responses are grouped into
the following categories: Favorable (Agree or Strongly Agree),
Neutral, and Unfavorable (Disagree or Strongly Disagree).
Grouping of item responses allows you to gauge the overall tone
and sentiment of your team.
OVERALL74%
0 from Avista Overall
PARTICIPATION
Participation is one measure of success for an employee survey.
Your participation number tells you how many team members felt
taking the survey was a safe and worthwhile investment of their
time.
PARTICIPATION73%
1339 of 1826
0 from Avista Overall
DIMENSIONS
The survey is comprised of different dimensions (or categories) of
questions. Each dimension can help you better understand a
different element of the employee experience on your team.
Favorable
Neutral
Unfavorable
74%17%9%
79%14%8%
85%11%4%
79%14%7%
67%21%11%
78%17%5%
55%29%16%
79%14%7%
ALL QUESTIONS
MY JOB
MY TEAM
MY MANAGER
AVISTA
CUSTOMER
INVENT
PERFORM

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AVISTA
Vermillion, Dennis P. (n=1339)
Engaging People Manager Report
Nov 22, 2022
89%8%3%
89%8%3%
89%10%2
85%11%4%
84%10%6%
46%27%27%
49%27%23%
54%28%18%
55%30%15%
57%26%17%
HIGH SCORES
These are the five survey items across the entire survey with the most favorable responses for your team. Often, these items can help
you understand which areas are going well. Consider leveraging these strengths when it comes time to action plan on lower scoring
areas.
12. The people I work with treat me with respect.
9. I'm willing to go beyond the requirements of my job to help
Avista succeed.
15. I enjoy working with the people on my team.
13. The people on my team collaborate and help each other.
3. I have the freedom to choose how to best perform my job.
LOW SCORES
These are the five survey items across the entire survey with the fewest favorable responses for your team. These items can help you
start to understand which areas might require some attention for improvement.
24. We work effectively across departments and functions.
31. Senior leaders have a clear understanding of what is going
on at Avista.
30. Avista values employee input, feedback, and suggestions.
33. Avista is responsive to ideas and suggestions for
improvement.
29. Senior Leaders communicate well with all employees about
what is going on.

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AVISTA
Vermillion, Dennis P. (n=1339)
Engaging People Manager Report
Nov 22, 2022
TEAM ENGAGEMENT
Employee engagement is an emotional state where employees feel passionate, energetic, and committed toward their work. When
employees are engaged, they invest more of themselves in the work they do.
Certain survey items, called engagement anchor questions, are designed to measure your team's employee engagement directly. Based
on an employee’s response to these engagement anchor questions, they are placed into one of four categories of engagement. The chart
below shows your team's engagement levels. The overall engagement score combines the two highest engaged groups together.
78%
Overall Engagement
27%
Fully Engaged
This highly-motivated
group of employees is
characterized by strong
discretionary effort,
organizational pride, and
innovation.
(n=360)
51%
Key Contributors
This satisfied group of
employees can be
considered the "strong
and steady" population
heavily represented in
most organizations.
(n=688)
17%
Opportunity Group
This highly neutral group
is on the fence with regard
to the company. This
group represents an
opportunity to increase
engagement.
(n=228)
5%
Fully Disengaged
This group is generally
bored and frustrated with
work, speaks poorly about
leaders, and blames
others.
(n=63)

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AVISTA
Vermillion, Dennis P. (n=1339)
Engaging People Manager Report
Nov 22, 2022
Three Actions That Put The Functional InCross-Functional Collaborationhttps://employee.xyz/RM9
Six Crucial Behaviors Of CollaborativeLeadershttps://employee.xyz/RMb
Develop Your Company’s Cross-FunctionalCapabilitieshttps://employee.xyz/RMc
Cultivating Collaboration: Don't Be So
Defensive!
https://employee.xyz/RMd
How To Encourage Cross-Department
Collaboration
https://employee.xyz/RPV
OPPORTUNITIES
As a leader it is important to help the team take strategic action on the survey data. Based on your team's results, the following
opportunity areas should be considered for improving engagement on your team.
Cross Functional Collaboration
Cross-functional collaboration is a challenge that is common to most organizations. The root of this challenge is found in competing
priorities that exist across departments and the lack of common goals within the organization. A lack of cross-functional effectiveness can
lead to a high level of frustration among employees, and ultimately to dissatisfaction. Most organizations who struggle cross-functionally,
focus on stronger communication between functions and increasing empathy between departments.
Employee Voice
When the employee voice is strong, employees feel it is safe to speak up and that their ideas and suggestions will be heard and valued
by the organization. This feeling is reinforced when the organization is able to receive employee feedback and take meaningful action.
Most employees speak up because they care about their jobs and the organization for which they work. Providing healthy forums for
employee ideas fosters a greater sense of belonging and organizational ownership.
Diversity & Inclusion
To feel included in the group is a basic human need. When employees sense they are being excluded from their team culture for any
reason, it is difficult for them to engage. Managers should ensure that their management style and team culture is inclusive to all
employees. Work diligently to ensure that employees are treated equally regardless of race, ethnicity, age, gender identity, gender
expression, disability, religious beliefs, and sexual orientation.
CROSS FUNCTIONAL COLLABORATION
MEDIA
THINK ABOUT
Which departments rely upon your team for information?
Which departments does your team rely upon for
information?
How does the rest of the organization perceive your team's
ability to work across functions?
IDEAS FOR ACTION
Build relationships by having regular meetings with
managers from other departments.
Identify with your team the areas of the business with
which they have a high need to collaborate.
Identify with your team the key organizational stakeholders
of your team. Develop a plan of what your team can do to
better serve them.

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AVISTA
Vermillion, Dennis P. (n=1339)
Engaging People Manager Report
Nov 22, 2022
Why Good Leaders Make You Feel Safe
https://employee.xyz/RLJ
Four Lessons From Companies That Get
Employee Engagement Right
https://employee.xyz/RMf
6 Ways Effective Listening Can Make You
A Better Leader
https://employee.xyz/RMg
5 Ways to Listen Betterhttps://employee.xyz/RMh Employee Voice and Listening To Othershttps://employee.xyz/RPY
How to Get Serious About Diversity andInclusion in the Workplacehttps://employee.xyz/RNf
Diversity and Inclusion are Driving Force ofFuture of Businesseshttps://employee.xyz/RNh
A Culture of Inclusion: PromotingWorkplace Diversity and Belonginghttps://employee.xyz/RNz
Diversity and Inclusion
https://employee.xyz/RPX
EMPLOYEE VOICE
MEDIA
DIVERSITY & INCLUSION
MEDIA
THINK ABOUT
What is your role in gathering and responding to the input,
feedback, and suggestions from the people on your team?
How do the members of your team know when their input is
valued?
What employee suggestions have proven to be valuable to
your team?
What mechanisms exist for members of your team to
provide suggestions to the organization?
IDEAS FOR ACTION
Provide forums for employees to give their input on how to
improve the team.
Recognize and reward good suggestions from members of
the team.
Set the expectation that you will ask for feedback and
suggestions in your 1:1 meetings with employees.
Close the loop with employees when they provide
suggestions. Let them know they have been heard and tell
them what you will do with their suggestions.
THINK ABOUT
Who on your team might be feeling excluded from activities
or opportunities?
Are you ensuring that each member of your team has
equal access to growth and development opportunities?
How do the actions of your team members detract from the
inclusiveness of your team?
Does each member of your team have opportunities to give
their input?
IDEAS FOR ACTION
Look for ways to spread your attention equally to the
members of your team.
Examine your decision making process when giving
opportunities to members of your team. Ensure your
decisions are based on fair measures.
Provide opportunities to people who generally do not
participate in discussions or team meetings to contribute
more regularly.

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AVISTA
Vermillion, Dennis P. (n=1339)
Engaging People Manager Report
Nov 22, 2022
WHAT'S NEXT
Understanding your survey results and taking meaningful action as a team builds trust, unity, and employee engagement. Do not try to
take action alone. Involve others in the process to build buy-in and benefit from others’ energy and ideas. The steps below outline a
simple but effective process for sharing your results with your team and involving them in your team's engagement efforts.
Review the Results
Pay attention to the engagement score, high and low scores, and comparisons to the rest of the company
Identify what you and your team are doing well
Identify the parts of your team’s experience you would like to improve
Share the Results with Your Team
Schedule a meeting to share the results of the survey with your team
Share survey results openly; look for underlying causes to issues
Create a safe environment where people feel comfortable expressing thoughts and opinions
Ask questions that invite clarification and exploration
Prioritize Opportunities and Create Goals
Identify action steps that will make a positive difference for your team
Do not attempt to solve all problems at the same time or take on too much
Create 1 or 2 goals that address areas you are trying to improve
Identify effective ways to measure progress and success
Take Action
Involve your team in carrying out action plans; Improvement efforts will be more successful if they are shared as
a team
Communicate with the team as actions are taken
Evaluate and Optimize
Meet regularly with your team to discuss progress, make adjustments, and celebrate successes
Review team progress toward goals
Make adjustments to your action plans as needed

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AVISTA
Vermillion, Dennis P. (n=1339)
Engaging People Manager Report
Nov 22, 2022
APPENDIX
ITEM FAVORABLE NEUTRAL UNFAVORABLE DIFFERENCE FROM
AVISTA OVERALL
1. I have the tools and resources I need to do my job well.79%11%10%0
2. The amount of work I am expected to do is reasonable.74%13%13%0
3. I have the freedom to choose how to best perform my job.84%10%6%0
4. I feel that I can share my ideas without fear of negative
consequences.76%12%12%0
5. The level of stress in my job is manageable.69%19%12%0
6. My job provides me with a sense of meaning and purpose.76%17%7%0
7. It is easy to become engaged in my job.82%13%4%0
8. I enjoy the day-to-day work I perform.82%14%4%0
9. I'm willing to go beyond the requirements of my job to help
Avista succeed.89%8%3%0
10. Most days, I look forward to doing my job.79%15%6%0
11. Overall, I love my job.75%19%6%0
12. The people I work with treat me with respect.89%8%3%0
13. The people on my team collaborate and help each other.85%11%4%0
14. The people I work with take accountability for results.77%15%8%0
15. I enjoy working with the people on my team.89%10%2%0
16. The people I work with have a passion for doing their best and
serving the customer.84%12%4%0
17. My manager communicates important information to the team. 84%10%7%0
18. My manager gives me ongoing feedback about my
performance.75%16%9%0
19. My manager supports my efforts to develop and grow.81%13%6%0
20. I trust my manager.80%13%7%0
21. My manager cares about me.82%13%6%0
22. My manager creates a positive and energizing workplace.75%19%7%0
23. I clearly understand what my manager expects of me.80%13%7%0
24. We work effectively across departments and functions.46%27%27%0
25. I understand how my work contributes to the overall vision and
goals of Avista.81%14%6%0
26. The vision and goals of Avista are important to me personally. 77%18%6%0
27. I am satisfied with the opportunities for my own professional
growth at Avista.67%18%15%0
28. I feel like I belong here.75%17%8%0
29. Senior Leaders communicate well with all employees about
what is going on.57%26%17%0
30. Avista values employee input, feedback, and suggestions.54%28%18%0
31. Senior leaders have a clear understanding of what is going on
at Avista.49%27%23%0
Survey item responses are grouped into the following categories:
Favorable (Agree or Strongly Agree), Neutral, and Unfavorable
(Disagree or Strongly Disagree). Grouping of item responses
allows you to gauge the overall tone and sentiment of your team.
5 or more points above comparison score
5 or more points below comparison score

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AVISTA
Vermillion, Dennis P. (n=1339)
Engaging People Manager Report
Nov 22, 2022
32. Avista trusts employees to do their jobs.82%13%5%0
33. Avista is responsive to ideas and suggestions for
improvement.55%30%15%0
34. I feel comfortable in Avista's culture.68%19%12%0
35. Avista cares about employees.74%18%8%0
36. I am confident that Avista has a successful future.73%20%7%0
37. I would choose to remain with Avista, even if a job with similar
pay and benefits were available elsewhere.65%24%12%0
38. I would recommend Avista as a great place to work.76%19%5%0
39. Employees are treated with fairness and respect, regardless
of background or position.69%19%12%0
40. Creating an inclusive environment is a top priority for Avista. 69%22%9%0
41. Avista attracts, develops, and retains people with diverse
backgrounds.61%28%11%0
42. I receive quality internal customer experience while at work (or
from other employees I interact with).72%23%6%0
43. I can report misconduct without fear of retaliation.70%19%12%0
44. I play an important role in Avista's future.73%22%5%0

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