Category : Employee Recognition
Are organizations conducting employee engagement surveys because it is the new ‘in thing’ to do? Or do they really care to know, interrogate and understand how their employees feel with the aim of improving employee satisfaction levels?
Through my experience, it takes organisations really a few surveys before they really understand what to do with the results. Firstly, it is really a surprise at this day and age there are companies that still do manual employee surveys. You know what this means right?
Loads of data capturing and no matter how many resources are available, there will be a considerate amount of time delay between the time the survey is conducted and the time the results are shared.
When it eventually dawns that the employee engagement surveys are to help the organisation get insights about the employee engagement levels and also to then address the gaps in terms of what the organisational goals are regarding their people experience. HR then faces a challenge as the leaders of the organisation look to them for all solutions and fix the problems for the results to look good. This is a dilemma since HR expects the leaders to take accountability to address divisional or departmental people problems without proper enablement.
For leaders to know why it is of benefit for them to take action, they must first understand that the best organisations to work for:
- Have staff who are attached to the company and are willing to go the extra mile,
- Promote a great level of individual, personal and interpersonal emotional wellbeing at work
- Build a local work environment that supports productivity and performance
Get Leadership To Drive Engagement to continuously improve employee engagement results by creating an employee engagement roadmap, enabling them to them implement employee engagement activities in a systematic fashion.
These are guidelines for creating an employee engagement roadmap:
1. Build the business case –
clearly explain why employee engagement is important, ensure that all your leadership is on-board about the benefits, line managers have a significant role in influencing employee experience therefore they need to be trained on this topic.
2. Measure Engagement –
it is essential to do this in order to gauge the level of employee satisfaction levels, surveys comparing different dimensions that impact effective employee engagement are measured by department, job level, even compared to industry benchmarks and trends, etc.
3. Analyse Results –
equally assess performance of departments as well as the overall organisational employee engagement results. The result will shed light as well as provide insights about the strengths and weaknesses of the leadership from the outlook of employees perspective.
4. Communicate Results –
everyone in the business has a role in improving employee engagement. The leadership has to ensure that their teams are aware of the results.
5. Develop Engagement Model and Action Plans –
every leader must understand what to do about the employee engagement results of their teams, having a model guides leadership in developing action plans for employee engagement, provides a structured approach, as well standardises employee experience across the organisation.
6. Implement and Monitor Impact – setting an employee engagement scorecard is crucial so as to monitor implementation. I encourage line managers to set goals and targets in order to keep them focused and prioritising employee engagement since they may lose focus when faced with operational pressures.