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employee engagement
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employee engagement
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I have several questions relating to employee engagement:
What method do you use to measure engagement?
How often do you measure?
How do you distribute the results?
What actions take place followi
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Forums » Topic Forums » Benefits & Compensation » employee engagement
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employee engagement
posted at 7/14/2005 7:03 AM EDT
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Posts: 1
First: 7/14/2005 Last: 7/14/2005 |
I have several questions relating to employee engagement:
What method do you use to measure engagement? How often do you measure? How do you distribute the results? What actions take place following the measurement? What action have you taken to increase employee engagement in your firm? Do you feel your actions have been productive in increasing engagement? |
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employee engagement
posted at 7/19/2005 7:00 AM EDT
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Posts: 1
First: 7/19/2005 Last: 7/19/2005 |
PJJ, my company has recently conducted an employee survey for employees all over the world. The survey will help determine an xQ score (execution quotient). This helps determine the employee level of engagement. Responses are strictly confidential and are reported according to location/SBU/Function. The company we used is FranklinCovey based in the US (i think). Can provide you with more information if you like. |
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employee engagement
posted at 7/20/2005 4:39 PM EDT
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Posts: 3870
First: 2/12/2002 Last: 11/2/2009 |
I've been tempted to post the following for ever since the original post appeared. Forgive the attempt at humor, but here goes anyway:
I have several questions relating to employee engagement: What method do you use to measure engagement? Carats are the usual measure. The more carats in the diamond, the greater the engagement level. How often do you measure? Once is usually enough. Diamonds don't erode. How do you distribute the results? Selectively. Diamond rings are very expensive. What actions take place following the measurement? This is a public forum. Details should best be left to the imagination. What action have you taken to increase employee engagement in your firm? I once was an HR director of a company that actually had an onsite hot tub (before I got there). From all accounts, this seemed to work pretty well. Do you feel your actions have been productive in increasing engagement? Sadly, no. The whole sexual harassment thing has severely inhibited employee engagements. We drained the hot tub and turned the hot tub area into a conference room. |
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employee engagement
posted at 7/25/2005 11:47 PM EDT
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Posts: 8
First: 7/25/2005 Last: 7/26/2005 |
Employee engagement must be linked to meaningful actions and behaviors that drive the business and are beyond the basic job responsibilities. Employee engagement should not be portrayed as "social" involvement. The measurement of meaningful engagement can come through observation of actions and behaviors, participation in task forces or ad hoc forums to address business issues, undertaking an added role beyond the basic job position which is deemed needed to enhance business results, etc.. The frequency of measurement might be done formally once or twice a year, but it is much more effective when recognized ongoing. Thus, effective engagement can be linked directly to a recognition plan. |
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employee engagement
posted at 7/26/2005 1:01 AM EDT
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Posts: 3
First: 7/26/2005 Last: 8/2/2005 |
In response to PPJ's initial inquiries, I offer the following:
**What method do you use to measure engagement? When working with companies we use a Strategic Alignment Survey SAS)that provides feedback in 4 areas. One area focuses on the kinds of people that work in the organization (i.e. Self-Directed, Compliant, and Rebellious). The Self-Directed Employee is one who is committed to the organization, is open-minded, willing to learn, accepts personal repsonsibility, etc. The Compliant employee does what they are asked to do, does not feel committed to the organization, they stick to the rules and strive to stay out of trouble. The Rebellious employee will not be told what to do. feels frustrated, and entitled to better treatment, and does just what they have to do to keep their job. A key component of the SAS is that when taking the survey, employees are not assessing themselves, rather they are providing feedback on their perceptions of the level of personal responsibility exhibited by their co-workers. The SAS is an internet-based assessment that is completed in an anonymous manner. **How often do you measure? In part this will depend on "why" you are conducting the survey (e.g. stand alone diagnosis, part of a bigger process, etc.) What ever the period, we suggest it not be conducted on a fixed annual (12-month) basis, rather on a non-annual basis (10 months, 16 months, etc.). What ever the frequency, it is best designed to link the follow-up surveys to intiatives or interventions implemented to enhance the level of self-directedness. **How do you distribute the results? WE believe it is important to answer this question prior to administering the survey. Classically, we would suggest an overview debrief with senior management, and then follow-up debriefs with the senior managemers leading the debrief with thier respective direct reports. Then continuing to flow it down throughout the organization with the appropriate level of manager taking the lead for sharing and discussing the results with employees in their areas. A summary communication from Senior Management to all employees regarding the results, how they will be communicated in detail to all employees, and what will be done with the information also can be valuable. The specific approach will depend on the size of the company and location(s) of employees. ** What actions take place following the measurement? ** What action have you taken to increase employee engagement in your firm? As stated earlier, the actions to be taken link back to the "why" of conducting the survey in the first place. We have specific learning and development processes designed to strengthen self-directedness, build trust, and develop employee alignment as relates to purpose, vision, values, roles, responsibilities,etc. I hope some of this is helpful. Contact me if you would like to futher discuss these thoughts. |
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employee engagement
posted at 7/26/2005 1:22 AM EDT
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Posts: 3
First: 11/15/2001 Last: 8/29/2006 |
Engagement surveys are only valuable if you can understand how to increase engagement as a result of the surveys. One of the large HR consulting firms has an engagement survey that can tell you, quantitatively, how many points engagement will increase if certain factors are improved (i.e leadership, compensation, etc.). Without this information, you're simply shooting in the dark trying to improve the engagement of employees |
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employee engagement
posted at 7/26/2005 2:22 AM EDT
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Posts: 1
First: 7/26/2005 Last: 7/26/2005 |
I have been using the Gallup Organization to measure EE engagement using their Q12 process, action planning and strengths-based development. We now have a baseline measure and will re-test this fall. Great program. |
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employee engagement
posted at 7/26/2005 4:22 AM EDT
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Posts: 40
First: 6/28/2005 Last: 2/26/2008 |
Rudolf Moos at Stanford's Social Ecology Lab developed something called "Work Environment Scale," (WES). Many work groups' data is in it by now, so its norms are based on huge samples. It may measure dimensions of interest to you. Your data would then be comparable with "the literature," (27 million hits on Google) which would not be the case with proprietary measurement systems. You could choose a pilot group, to see if you could administer the WES on your own, or perhaps with one consultant, versus full-bore commercial measurement services. For example: we polled some manufacturing assemblers, and the WES quickly showed us that their autonomy numbers were significantly below norms--we had created a high-authority, low-initiative culture in that operation. |
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employee engagement
posted at 7/26/2005 4:38 AM EDT
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Posts: 15
First: 6/10/2005 Last: 8/10/2006 |
I agree with measedd's response. We also use the Gallup Survey. After receiving our scoring we review with the workers each area we fell below the standard in then work with them on creating an 'Impact Plan' for the year allowing the employees the freedom (since who knows better than how to solve the problems more than those who actually are involved in the day-to-day work)to come up with solutions we (the management team) implement. This also empowers the employees to feel that they have a say so in the guidelines that they are to follow which makes it easier for the to follow and we spend less time micromanaging. |
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