1. Google ” the definition of employee engagement”. There’s lots of opinions, 4 million in fact. IF you cannot definitively measure it, you cannot possibly measure the post EE engagement. Every consulting company with a definition of EE also has an EE improvement practice. Kind of convenient for them. Here’s a different take on the subject. Improving the business performance is the goal, EE is the byproduct. Try this approach, it’s been working for 20 years. The target is earnings improvement, the sponsor is the CEO, the facilitators for the execution is a third party reporting to the CEO. The CEO asks only open-ended question and it takes only ten weeks. The third party places 75% of their fees at risk against the financial target. nothing is off limits for the employees and with the third party tracking the execution of every suggestion and pushing blockers up to the CEO, the results are quite remarkable. We’ve achieved results in the hundreds of millions, completely changed several HR policies, sent a corporate bully or two home and killed quite a few sacred cows. Compare that with what most companies get from a survey, regardless of how scientific. EE surveys produce information, not results. With the information in hand the EE committee must run the gauntlet of politics, culture and silos, each of which erodes the results of the survey, protecting their own piece of the corporate pie. If the consultants have nothing at risk, if the CEO isn’t the sponsor and if there isn’t a third party reporting the CEO charged with execution, the results will be measured quite subjectively. But ,boy, oh boy, the EE industry sure has a story to tell, unfortunately not much in the way of empirical results to show.

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