Relentlessly Engaged: The State of Michigan's Employee Survey and the Office of Performance and Transformation

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NASCA, Public Sector, Innovation, Employee Engagement, Performance Management, LEAN Process Improvement, Leading Change, Human Capital, Culture Change, Change Management, Evidence-Based Organization, Agile Workforce, Citizen-Centric Services

Learning Objective

This case study explores employee engagement, performance management, strategies to pursue long-term cultural change and transformation, scaling innovation, and transitions across governmental administrations.


In 2011, recently elected Michigan Governor Rick Snyder took office and decided to place a major emphasis on employee engagement, training, and professional development. To that end, the State of Michigan partnered with PricewaterhouseCoopers (PwC) to launch an employee engagement survey. This, in turn, led to strategic planning processes in agencies across the state as well as the creation of leadership and management development programs, employee recognition programs, and new surveys (including the Department of Technology, Management, and Budget’s agency Customer Satisfaction Survey). This case study examines these efforts. It studies the new Office of Performance and Transformation, which emerged in part from this initiative and took up the mantle on employee engagement, performance management, LEAN Process improvement, and Regulatory Reinvention across state government.

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