Translating Engagement Survey Data into Action


Presentation Description

Our engagement survey platform helps you understand what employees want and provides managers with the insight they need to drive higher performance.


Presentation Transcript

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Engage2Excel recently sat down with Dr. Jack Wiley, renowned author, consultant, scientist and professor, who has spent over three decades conducting surveys of millions of employees for leading global brands. We talked about the need for a more comprehensive understanding of how employee engagement drives enterprise success, and how core HR strategies and methodologies play a fundamental role in nurturing and translating engagement into business results. Highlights from the interview appear below. Translating Engagement Survey Data into Action

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Q . What evidence exists to support the correlation between employee engagement and business performance? A. That question has been asked and answered. The academic literature, featuring numerous studies published in peer-reviewed journals, conclusively establishes the relationship between employee engagement and organizational success. Levels of engagement correlate directly with critical components of bottom-line business performance, including sales, profitability, customer loyalty and shareholder return. Part of the challenge associated with driving employee engagement to higher levels stems from the fact that a precise definition of the concept remains elusive. Also inconsistent are the differing perceptions — often advanced by competing practitioners — about what drives employee engagement and how to measure it. However, despite these varying points of view, the scientific research definitively identifies four key drivers in a pragmatic and proven formula for creating an engaged workforce in any organization. Organizations that invest in practices that produce high levels of employee engagement enjoy significantly higher levels of success as measured by the satisfaction of their customers, the earnings they deliver to shareholders, and return on assets. ”

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Only 32% of the US workforce is engaged at work. In plain English, that means that only one-third of active employees care about what they are doing. ” Q . What role does HR play in proactively enabling and effectively measuring the engagement that is essential for enterprise success? A . First and foremost, I believe HR professionals must be well informed in terms of what the organizational science literature tells us about how to support, reinforce and foster engagement via the four key drivers of employee engagment . Since the HR organization is typically responsible for facilitating the measurement process for employee engagement, it must be well versed about these essential components in order to differentiate and effectively evaluate the various survey instruments offered by different providers. HR practitioners must ensure that the known predictors and outcomes of engagement are embedded and accurately measured in the assessment solutions they select and deploy. If HR ’ s primary strategic objective is to create a more engaged workforce, the survey content must reflect the validated pillars of employee engagement. First, senior leaders must inspire trust and confidence in employees by consistently establishing, communicating and supporting the achievement of organizational objectives. Employees must have confidence in their leaders and trust that “ the walk matches the talk. ” Second, managers must demonstrate respect and show appreciation for valuable employee contributions to team and company success, finding it intrinsically meaningful, challenging and satisfying. Energized employees are more likely to fully immerse themselves in their roles and exert discretionary effort, going the extra mile to accomplish their goals. Job fit is a critical element of this driver. Lastly, employees must perceive viable career development, growth and learning opportunities within the organization in order to feel motivated to actively participate in an engaged workforce.

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Four key drivers for creating an engaged workforce: 1. Senior leaders must inspire trust and confidence. 2. Managers must recognize employees for their contributions. 3. Employees must enjoy and believe in the work they do. 4. Employees must perceive viable opportunities for career growth.

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with engageability within the organization ’ s culture. An engaged workforce empowers the company to attract and retain the top talent required to improve business performance. Since most organizations rely on external resources for surveys, not only is it incumbent upon HR to ensure alignment with the established indicators of engagement we just discussed; it also makes sense to customize the outsourced model to include topics that directly relate to executing the organization ’ s business strategy. In addition, engagement metrics should be managed on par with other business performance metrics. Timely reporting of results will compel managers to act on engagement data with the same urgency with which they respond to other performance measurements. HR can enable engagement during the recruitment process by selecting candidates who possess not only the right knowledge, skills and experience for specific roles but also attributes and characteristics associated Q. How can HR leaders leverage engagement surveys to improve fundamental practices such as performance management? A. At the end of the day, line of business managers are responsible for strengthening employee engagement. However, HR can facilitate and support the process. First, HR professionals can select or design engagement models that precisely align with organizational success. Then, they can help managers identify survey topics for follow-up action-taking that are most relevant to success in their business units. Following the survey, HR can assist leaders in developing and prioritizing tailored action plans designed to have the highest impact in their areas of responsibility.

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When companies focus exclusively on measuring engagement rather than on improving engagement, they often fail to make necessary changes. Creating a culture of engagement requires more than completing an annual employee survey and then leaving managers on their own, hoping they will learn something from the survey results that will change their daily behavior. ” A critical element of subsequent surveys involves tracking management and senior leadership follow-up on results. Did they communicate and discuss survey data with employees? Did they implement any specific actions based on survey feedback? The quality of post-survey action plans, which can be used as a performance metric, reveals a lot about whether or not an organization will achieve measurable behavior change and sustained improvement. Q. As you reflect on the arc of your work experience over the past several decades, do you think an organization ’ s ability to understand, manage and enhance engagement is more relevant now than ever before? A. Absolutely. The dynamic global economy, shifting workforce demographics and advanced technologies have made it increasingly challenging for organizations to keep pace with innovation and achieve a competitive advantage in the marketplace. Companies are forced to do more with less, striving to maximize the return on their talent investment. Employee engagement is a potent differentiator. Savvy organizations recognize and reward managers who are doing an exceptional job of building engaged teams and achieving positive outcomes. These best practices should be deployed across organizations. Another way to leverage recognition — one of the four key drivers of employee engagement — is through continuous informal feedback and positive reinforcement that is tied directly to real-time accomplishments. Immediate acknowledgment of a job well done often has more impact than a traditional annual performance review in today ’ s agile work environment.

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Higher levels of engagement come from employees who work for a compassionate leader — one who is authentic, present, has a sense of dignity, holds others accountable, leads with integrity and shows empathy. ”

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Contact us Engage2Excel, Inc. 149 Crawford Road Statesville, NC 28625 Are you interested in learning more about how Engage2Excel can help recognize and reward your employees to improve bottom-line business results? Please complete the form below to help us better understand how we can assist you. You can also contact us via telephone at 1.800.688.3024

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