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Employee Engagement Survey Analysis and Action Planning
- 2. 1 INTRODUCING EMPLOYEE ENGAGEMENT SURVEY 2 DETAILS ABOUT DEMO SURVEY CONDUCTED 3 PHASES OF EMPLOYEE ENGAGEMENT SURVEY 4 FINDINGS FROM THE SURVEY 5 ANALYSIS OF THE SURVEY Presentation Overview
- 3. 6 ACTION PLANS 7 UNDERSTANDING REAL LIFE EXAMPLES 8 BEST PRACTICES 9 EMPLOYEE ENGAGEMENT TRENDS -2020 10 HOW CAN WE MAKE IT A SUCCESS Presentation Overview
- 5. 29 6 13 20 27 30 7 14 21 28 1 8 15 22 29 2 9 16 23 30 3 10 24 31 4 11 18 25 1 5 12 19 26 2 SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDA Y OCTOBER 2019 PHASE 1 Survey TimelineLaunching employee survey, should have a plan and general timeline in place for the entire process from start to finish. Conducting the survey is only one part of this process. PHASE 2 Prepare for the Employee Survey 1-2 Week PHASE 1 1 Conduct the Employee Survey 2-3 weeks PHASE 2 1 4 17
- 6. 29 6 13 20 27 30 7 14 21 28 1 8 15 22 29 2 9 16 23 30 3 10 24 31 4 11 18 25 1 5 12 19 26 2 SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDA Y NOVEMBER2019 PHASE 3 Survey TimelineIt is important to cover all phases of the project with necessary resources lined up and communicating employees and other stakeholders at every stage of the process. PHASE 4 Review Survey Results and Debrief 3 weeks PHASE 3 1 Action Planning Ongoing PHASE 4 2 8 17
- 7. 5+25+100,000+ RESPONSES 100,000+ Employee responses came from 100 to10000 employees per company COMPANIES 25+ Companies participated across APAC region INDUSTRIES 5+ Industries from different sectors participated which gave holistic view Survey Participation
- 8. CBRE STAR T 0301 0402 43% of workers would be willing to leave their companies for a 10% salary increase, and weak company cultures are to blame. Employee loyalty is decreasing Less than half of employees feel that their promotion and career path is clear Furthermore, 44% of employees don’t feel they have sufficient opportunities for professional growth in their current positions. Employees need better direction 39% of managers strongly agree that management within their organization is transparent, only 22% of employees feel Leadership teams lack self-awareness Only a third of workers received recognition the last time they went the extra mile at work and just a quarter feel highly Employees aren’t getting the recognition they deserve Survey Findings
- 9. CBRE END06 05 07 91% of people rate their coworkers positively, and yet just 9% of people think their average coworker is very happy. Employees care deeply about their coworkers While high performers rate the level of support they receive at an 8/10, low performers rate it at a 6.8/10. #1 factor that predicts performance is the level of support provided by managers. We found that less than one third of people believe they have a strong culture. Most cultures are decidedly mediocre Survey Findings
- 10. CBRE These are the areas where you need to focus more for better development. Lowest scoring parameters Analyze previous years surveys to identify areas where engagement has dipped and consider why it has declined. Parameters with the largest year-over-year decline Slice the data into smaller groups such as teams, locations, or departments so you can pinpoint areas where specific groups are falling short and what they could learn from others excelling in that area. Parameters where focused clusters scored below the organization Analyze Survey Findings One of the ways to analyze survey result is by examining these three areas which gives us a sense of our strengths and areas of opportunity
- 11. CBRE Engagement Analytics Proof of Concept • Identify Engagement Factors • Consolidate Data • Build Consensus Build and Engage• Agree on engagement process metrics • Influence with leadership • Engagement Pilot Project framework Establish Values• Design of experiment • Track ROI • Diagnostic and value add Analytics Institutionalization• Enterprise maturity assessment • Design deployment road map • Embedded Analytics in decision process • Continuous assessment
- 12. CBRE 01 02 03 04 Action plan is created along with Business on those parameters where we have scored low which would lead us to long-term improvement. Check in and evaluate the strategies by taking feedback from employees if they’re seeing changes. If the adjustments don’t seem to be working, discuss alternative actions. Taking action can seem overwhelming, especially if the long-term goal involves major changes. To make the process more manageable, break up larger initiatives into smaller steps for multiple individuals, ensuring all stakeholders are involved and accountable. Updating Goal progress effectively to ensure the progress on the focused parameters. Key Pointers for Action Planning The purpose of Action Planning is to address the feedback from the survey and construct a timeline to convert actionable information into positive change. The importance of action planning is that employees will judge the value of the survey based on the actions taken from the survey.
- 13. CBRE 2019 43% of employees would like to switch jobs for 10% salary increase Employee Loyalty Is Decreasing 2018 Only 25% of employees are likely to change their job for salary increase The biggest driver of employee engagement boils down to one thing: CULTURE Action Plan Organizations must differentiate themselves in terms of culture in order to retain their workforce. • Employee - Employer Relationship Programs • Day- 1 Impression • Increased Collaboration • Building Strong Culture Pain Points Employee Reported 1. Technical issues with software, and other tools 2. Mis-Management 3. Lack of Flexibility 4. Workplace Politics 5. Difficult Customers 6. Interruptions and disruptions from Slack, emails and noisy office environments
- 14. CBRE 40% Managers feel management is transparent Leadership teams lack self- awareness 22% Employee feel management is transparent Concern is the gap in perception between how managers and employees experience their company culture Action Plan Low levels of transparency can have wide- ranging consequences in an organization. Overall, managers are 11% more likely to have a clear idea of how their company is performing than regular employees.. • Sending regular Leadership Update • Coaching and mentoring employees to access important resources can help close the information gap between managers and employees. • Leadership connect with employees on a quarterly basis • Building culture of listening can increase transparency
- 15. CBRE 84 PERCENT FEEL CHALLENGED AT WORK ON DAILY BASIS 54 PERCENT UNCLEAR ABOUT PROMOTION & CAREER PATH Action Plan How can employees find their work challenging and yet experience a lack of opportunities to grow and fulfill their potential? This disconnect is likely due to lack of tools and resources available to help workers perform at a high level. To combat this dangerous trend, managers must invest in learning opportunities and discover what additional materials employees need to achieve the maximum they are capable of. • Career development discussions • Internal transfer across verticals/regions • Mandatory trainings / certifications for employees The Promise of Career Growth is a Leader’s Most Powerful Engagement Tool Employees Need Better Direction
- 16. CBRE 1 Somewhat Valued 2 Under Valued 3 Highly Valued Employees aren’t getting the recognition they deserveWhy Recognition is The Secret Sauce of Employee Engagement.. 41% 33% 26% Only26% of employees report feeling ‘highly valued’ at work. This is outweighed by the 33% of people who actually feel undervalued. Responses like this show how critical it is for managers to check in regularly with employees and acknowledge their efforts. These displays of appreciation needn’t come with monetary rewards or standing ovations. Even a quick note to say thank you can go a long way for employees. • Public recognition • Monetary award • Promotion • Individual recognition Action Plan
- 17. CBRE 1 Somewhat Happy 2 Not at all happy 3 Very Happy Employees care deeply about their coworkers The Surprising Value of Coworker Relationships are the glue that hold companies together, so it’s vitally important for managers to foster these friendships and encourage employees to form strong social bonds.. 50% 41% 9% 81% of employees believe they have the right people on their team. Only 9% of people think their average coworker is very happy. Half of our survey respondents think their coworkers are only moderately happy and 39% actually think they are unhappy. • Team Building Efforts • Building Conversations • Employee Family Connect • Head & Heart Quotient Action Plan
- 18. CBRE 79% 29% Believe they have strong Culture Culture Drives Engagement Most cultures are decidedly mediocre How to Turn Your Culture into a Talent Magnet How people perceive your culture really matters. Your culture not only impacts the performance of your employees, but also how effectively you can market your organization to clients, partners and customers. It’s easier to improve the tangible aspects of culture than the intangible. Employees rate their work environment slightly higher than their culture. While many businesses claim to differentiate themselves on the basis of culture, it’s clear they still have a long way to go. • Building strong cultures through various platforms • Open door policy • Zero ambiguity about organization growth & profit Action Plan
- 19. CBRE Employees Rated HighlyAround 29% of employees rated themselves highly in the range of 9/10 Tie Between Engagement and Performance Employees Rated PoorlyAround 33% of employees rated themselves poorly in the range of 6/10 These findings lead to some interesting questions about causation and correlation: Are employees high performing because they feel happy, or do they feel happy because they are high performing? Action Plan It is a self-perpetuating cycle that can either speed up or slow down depending on the employee experience. And it’s up to managers to shape a positive experience and motivate their team to reach even higher. • Provide support and encouragement. • Focus on recognition • Keep a pulse on happiness • Encourage a healthy work-life balance What we discovered were some interesting links between performance, company culture and engagement. 1. Lack of support correlates to low performance 2. Happy workers are high achievers 3. High performers report feeling 15% more valued by their organization, but not much better recognized 4. High performers enjoy a better work-life balance
- 20. CBRE Employee Engagement Partner Management • Partnered with Tower Watson • Employee Data Provided of Age, Gender, experience etc. Employee Engagement Survey • Standardized questionnaire is generated • Management team Validates • EES survey is circulated to the employee Report and Analysis • Survey results are then provided as a report • Analysis of the report • Identifying the improvement areas of concern Closing the loop • The employee are once again informed about the measures taken • Compared with the results of the Next/Previous Survey ( 2yrs once) • Results are documented and published Action Plan • Results are conveyed to the Employee • Taskforce /Team is set up to develop plans • Monitoring the process
- 21. CBRE Employee Engagement Survey• Employee engagement survey known as LITMUS is conducted on Quarterly basis • Annual survey covers all employees and quarterly survey follows dip-stick method Key Parameters • Manager Feedback • Career opportunities • Compensation & Benefits • Performance management • Diversity • Learning & Training Report and Analysis • Post survey, results are collated and shared with Senior Management • Organization goal and resp vertical goals are set by Business and HRBP as per Strategic planning for that year • HRBP and resp LOB creates Action plan on parameters where they have scored low • Action plan is then implemented and HRBP keeps a track of the same Monitoring Action Plan • Action plan is monitored and is reviewed by LOB Head • Fortnightly connect with Business to ensure action plan is effective • Interaction with employee to check pulse
- 23. CBRE 57% 64% 70% 73% 73% 79% 81% Team Outings Health Insurance Flexible Schedule 5 Working days a week Paid Sick Leave Parental Leave Bonus/Annual Salary… Top Perks Female Expect 60% 61% 67% 70% 76% 77% 81% Team Outings Health Insurance Paid Sick Leave Parental Leave 5 Working days a week Flexible Schedule Bonus/Annual Salary Raise Top Perks Male Expect Employee Expectation – Male Vs Female
- 24. CBRE EMPLOYEE ENGAGEMENT TRENDS - 2020 Employee Engagement Trends - 2020
- 25. CBRE ENGAGEMENT SURVEY ARE TOO LITTLE, TOO LATE PROBLEM: They just give snapshot of how employees feel at that time EMPLOYEE ENGAGEMENT SURVEY ARE TOO LONG AND TIME CONSUMING PROBLEM: Survey fatigue, questions in the end are marked for the sake of it ENGAGEMENT SURVEY DON’T LEAD TO LARGE IMPACT PROBLEM: Responding to employee criticism by quick- win perks (free snacks, fun Fridays) EMPLOYEE ENGAGEMENT SURVEY MAY NOT GIVE CLEAR PICTURE PROBLEM: Employee are hesitant to share honest feedback, they feel they are easily identifiable SOLUTION: Once in a year survey is insufficient, continual assessment is needed (Every 90 days/Bi-Annually) SOLUTION: Can conduct shorter surveys (10 questions) every month focusing on different themes to isolate different engagement metrics and test employee engagement initiatives on the fly SOLUTION: Its about listening to employee feedback and create larger impact and being transparent when certain things can’t change SOLUTION: Instead of referring to a survey as anonymous, it can be titled as confidential Outsourcing survey to the third party, it an add a layer of confidence and ensure that confidentiality is met and maintained. How we can make it a SUCCESS
Notas del editor
- What is Employee engagement survey? Employee engagement surveys are defined as questionnaires delivered in multiple formats to gauge the current levels of engagement of your work force, the bottlenecks in your current engagement initiatives, and the effectiveness of your current engagement initiatives. Engagement survey benchmarks Employee engagement surveys can be measured against two benchmarks. 1. Internal survey benchmarks: The organization sets these benchmarks for what constitutes positive engagement within the organization, and they help compare the improvement in engagement from one time period to another. 2. External survey benchmarks: External benchmarks help you compare your organization’s engagement levels with the competition. Why it is conducted It may seem that adopting employee engagement surveys is a long-drawn and complicated process. So why is it a staple for all leading employers? Administering an employee engagement survey offers several key benefits. 1. They quantify employee engagement, a phenomenon that’s difficult to measure. As a result, they also help to preempt turnover by detecting instances of low engagement for specific teams and line managers. 2. They are customizable and help elicit specific data. You can customize the survey according to your unique requirements. For example, if you’ve recently undergone an organizational change, you can survey employees to understand the impact of the change on them. 3. They help raise employee awareness about the organization. This is a frequently overlooked benefit of these surveys – by asking your employees to share their feedback on a particular aspect of the workplace, you increase their awareness and the chance they will rethink their behavior/response. How it is conducted? IT will be show in the coming slides
- Phase 1: Prepare for the Employee Survey 1-3 weeks Create implementation plan to determine roles and schedules during and after the employee survey HR and top management agree on schedule for initial survey and details of employee communication Create employee demographic spreadsheet, confirm it has been loaded into system (or define demographic questions) Send initial communication to employees on the engagement survey process and benefits Phase 2: Conduct the Employee Survey 2-3 weeks HR initiates survey, monitors participation, answers questions from employees HR sends reminder emails as needed If the response rate is low, it may be necessary to extend the survey end date
- Phase 3: Review Survey Results and Debrief 1 month HR (and/or consultant) and the senior leader evaluate data and plan interventions with top managers; equal focus is placed on "centers of excellence" and "centers of opportunity" Senior leader and HR agree on implementation priorities, roles, and schedule HR (and/or consultant) debriefs top managers to explore engagement survey results within their areas HR (and/or consultant) works with top managers to cascade debriefings to middle managers and employee groups If some employees are not debriefed in targeted groups, they are provided with high-level results and management's plan to address any problems Phase 4: Act Ongoing Action plan is defined, communicated, and implemented Ensure all employees understand the action plan, how it benefits them, and the senior leaders' commitment to the plan HR (and/or consultant) coaches leaders and their teams to enhance alignment, trust, straight-talk and healthy conflict; key leaders learn the fundamentals of engaging leadership Keep communicating as the plan is put into action and milestones are reached After enough time has elapsed, repeat the engagement survey to measure progress and understand how engagement and engagement-related issues have shifted since the initial survey
- With one of the largest databases in the world for employee feedback, We ABC research company offers you a glimpse into employee engagement trends year over year. This report includes data from over 1,00,000 + employees across 25+ companies and 5+ industries from January to December 2018. The size of organizations surveyed range from 100 to 10,000 employees, with companies spread across APAC
- The biggest driver of employee engagement boils down to one thing: culture. Let me explain... Leaders today are facing a loyalty crisis in their organizations. Our research shows that 43% of employees would likely leave their companies for just a 10% pay rise elsewhere. The last time we conducted this analysis, that number was just 23% - almost half of what it is today. With so many employees ready to exit at a moment’s notice, organizations face an uphill battle to prove their value, or else risk losing out to competitors. When we dug into the key themes behind this trend, we discovered that a huge number of respondents cited culture as the most important factor in their decision. The message is clear: Organizations must differentiate themselves in terms of culture in order to retain their workforce. In today’s strong economy, people have more job opportunities available to them. And when employees view their culture as average, or on par with competitors’, they are more likely to either demand higher pay or simply resign.
- The biggest driver of employee engagement boils down to one thing: culture. Let me explain... Leaders today are facing a loyalty crisis in their organizations. Our research shows that 43% of employees would likely leave their companies for just a 10% pay rise elsewhere. The last time we conducted this analysis, that number was just 23% - almost half of what it is today. With so many employees ready to exit at a moment’s notice, organizations face an uphill battle to prove their value, or else risk losing out to competitors. When we dug into the key themes behind this trend, we discovered that a huge number of respondents cited culture as the most important factor in their decision. The message is clear: Organizations must differentiate themselves in terms of culture in order to retain their workforce. In today’s strong economy, people have more job opportunities available to them. And when employees view their culture as average, or on par with competitors’, they are more likely to either demand higher pay or simply resign. Employee-manager relationships have a big impact. How comfortable employees feel about providing upward feedback to their supervisors is a major indicator of overall happiness. `` Boredom wreaks havoc on engagement. Employees who feel challenged at work on a daily basis are more likely to be happy. First impressions affect long-term happiness. Effective onboarding is a crucial part of the employee experience, and correlates to how employees feel about their companies overall. Our results show that tangible factors such as benefits and compensation have a much lower correlation to employee happiness. While employees expect to be paid fairly, happiness hinges on two key components: mental stimulation and emotional security. In short, workers need a safe space to interact with their coworkers, while at the same time provided opportunities to learn and grow. The Enemies of Engagement No workplace is perfect. Employees have different preferences and expectations for their office environment. This means that some conflict between coworkers is inevitable. Too much conflict, however, can lead to reduced productivity and a drop in engagement. To uncover the biggest problems people experience in their professional lives, we asked employees: What drives you crazy at work and decreases your productivity? 1. Technical issues with software, and other tools 2. Interruptions and disruptions from Slack, emails and noisy office environments 3. Poor communication from management / lack of training and information 4. Disorganized and time-wasting systems and processes 5. Misguided decisions from management / bad leadership 6. Lack of flexibility / no opportunities to work from home 7. Overworked / under resourced team 8. Office politics / favoritism 9. Difficult customers 10. Too many meetings
- The goods news is that most employees think very highly of their managers. Nearly 60% of people rated the performance of their direct supervisor as excellent. Only 14% of people rated their boss’s performance as poor. The bad news, however, is that when we drill down into specific actions that drive engagement, the picture becomes bleaker. Only two in five people strongly agree that their managers have clearly defined their roles and responsibilities, and how they contribute to the success of the organization. Furthermore, only one in four employees strongly agree with the statement, “My company takes my feedback and suggestions seriously and effectively”. Even more concerning is the gap in perception between how managers and employees experience their company culture. While 40% of managers strongly agree that management within the organization is transparent, only 22% of employees feel the same way. This pervasive blind spot must be addressed in order for employees to function effectively in their roles. Taking proactive steps such as sending regular leadership updates, and including training during onboarding for how to access important resources can help close the information gap between managers and employees Overall, managers are 11% more likely to have a clear idea of how their company is performing than regular employees. This is hardly surprising - managers are supposed to have a better view of the big picture. Nevertheless, the finding does present an opportunity for employers to boost engagement and productivity in their team: Employees who understand how their impact drives the success of the business overall are much more likely to know how to optimize that impact.
- People who don’t feel supported in their professional development are 3x more likely to be job hunting. Our most recent analysis reinforces the importance of career progression for employees. When we asked what the main reason would be if they were to leave their organizations, a staggering number of workers pointed to a lack of growth opportunities as the most likely cause. Providing opportunities for learning and growth is one of the best ways to retain top performers, and yet many organizations fail to fulfill this need. A whopping 44% of employees don’t feel they have Sufficient opportunities for professional growth in their current positions. Employees should be proactive and take ownership of their own advancement, but it’s also the responsibility of the employer to guide those efforts. Entry-level employees, in particular, need extra help identifying ways to earn promotions and progress in their chosen fields. Unfortunately, most people don’t receive the support and information they need to set useful goals: When we asked employees if their promotion and career path were clear to them, more than half of them (54%) said ‘no’. Different employees have different wants, needs and expectations of professional growth opportunities. Before embarking on a new set of initiatives, the first step a leader should take is to ask employees, both face to face and in an anonymous setting, how they can better cater to these needs.
- When asked more broadly about how valued people feel at work, the results were just as bleak. Only 26% of employees report feeling ‘highly valued’ at work. This is outweighed by the 33% of people who actually feel undervalued. The wide variety of responses we received showed that people feel valued for different reasons. While compensation and bonuses were mentioned by some workers, Others emphasised the importance of employee-manager relationships. Responses like this show how critical it is for managers to check in regularly with employees and acknowledge their efforts. These displays of appreciation needn’t come with monetary rewards or standing ovations. Even a quick note to say thank you can go a long way for employees.
- Naturally, we wanted to find out what people thought of their coworkers. And what we discovered was truly heartening: Over half the respondents rated their team members a 9 or 10 out of 10 and a further 37% rated them at a 7 or 8. For this question, we analyzed 11,987 responses from 20 organizations, and nobody rated their coworkers with the lowest possible scores, a 1 or 2 out of 10. The results speak for themselves: people really like their coworkers. Not only do employees rate their coworkers highly, but they also truly believe in their value to the organization. When asked ‘Do we have the right people on our team?’ 81% of employees said ‘yes’. So it’s sad news to learn that, although people get along with their coworkers, they don’t think they are happy at work. Only 9% of people think their average coworker is very happy. Half of our survey respondents think their coworkers are only moderately happy and 39% actually think they are unhappy. Relationships are the glue that hold companies together, so it’s vitally important for managers to foster these friendships and encourage employees to form strong social bonds. This is an area that presents opportunities for organizations looking to surpass their competition: we found that only a quarter of employees strongly believe their organization is doing a good job with team-building efforts. Companies that invest in creating strong connections between workers could reap rewards in the form of increased collaboration, higher morale, and better retention.
- how people perceive your culture really matters. Your culture not only impacts the performance of your employees, but also how effectively you can market your organization to clients, partners and customers. So what do employees really think about their company cultures? We found that only 29% of people believe they have a strong culture. When we asked about fun in the workplace, the results were very similar: less than one third of people said they had a lot of fun at work. These findings are somewhat concerning when we learn just how important culture is in relation to engagement: a whopping 75% of employees agree that their company culture drives their active engagement at work. For some leaders, company culture means bean bags and ping-pong tables. It’s easier to improve the tangible aspects of culture than the intangible, and so this is naturally where organizations start. It’s not surprising then to learn that employees rate their work environment slightly higher than their culture. 39% of employees believe they have a strong work environment. While many businesses claim to differentiate themselves on the basis of culture, it’s clear they still have a long way to go.
- recognition, and professional development are all areas of opportunity in 2019. But how do these elements correlate to what managers really care about: performance? Research has shown that people are remarkably accurate when self-assessing their own attainment. So we asked employees to rate their performance over the last six months. We then broke them into two categories: employees who rated their work highly (a 9 or 10/10) and those who rated their work poorly (a 6 or below). We then looked at how people in both categories responded to a variety of questions surrounding their employee experience. What we discovered were some interesting links between performance, company culture and engagement. Here are the highlights: `` Lack of support correlates to low performance High performers are far more likely to get the help they need. When asked ‘How effective is our organization at offering help when you ask for it?’ high performers provided a rating 22% higher than low performers. `` Happy workers are high achievers High performers are roughly 15% happier at work than low performers. This result aligns with research conducted by the University of Warwick that found happiness increases productivity by 12%. `` High performers report feeling 15% more valued by their organization, but not much better recognized The average rating high performers provide when asked the question “How well are you recognized when you do great work?” is only 2% higher than low performers. `` High performers enjoy a better work-life balance While low performers rated their work-life balance a 6.8/10 on average, high performers rated it a 7.4/10, an 8% difference. These findings lead to some interesting questions about causation and correlation: are employees high performing because they feel happy, or do they feel happy because they are high performing? Regardless of the answer, the result is a self-perpetuating cycle that can either speed up or slow down depending on the employee experience. And it’s up to managers to shape a positive experience and motivate their team to reach even higher. Here’s how: `` Provide support and encouragement It’s no surprise that low performers are less likely to get the help they need. Be proactive about asking employees about any roadblocks you can help remove, additional training or resources they might need to be more successful in their roles. `` Focus on recognition Making sure employees feel valued is one of the best ways to keep employees loyal and engaged with your company mission. Be sure to maintain visibility into the work employees do, both for your team and other departments so you can offer recognition where it’s due. `` Keep a pulse on happiness It’s hard to improve something without measuring it. So gather data around how your employees are feeling and keep track of how sentiment changes over time. This will help you identify trends and discover what may be negatively impacting the performance of your team. `` Encourage a healthy work-life balance It’s official: a poor work-life balance does not lead to higher performance. In fact, our findings show the opposite. This is a good place to lead by example: don’t stay too late in the office, take advantage of your PTO, and don’t answer emails after hours. Your employees will follow suit.
- Compassionate Leadership A consistent top driver of engagement is senior leader’s ability to create excitement for the future of the organization. However, excitement for the future can’t be entirely led by senior leaders. Frontline managers need to help, inspire and coach their teams to engage in behaviours that align with cultural priorities. (KINCENTRIC Research) Problem Solving Meetings Professionals hold meetings in an effort to strategize, improve productivity and produce results. The environment does not have to be volatile for disagreements to occur. A little bit of back-and-forth between colleagues can even be helpful if it promotes new ideas and improves communication. Two way mentorship Program -A framework for Success Tapping into two way mentoring is one of the most efficient and potentially rewarding types of professional development for all the employees. As the companies serve the their clients in a more strategic and deeper way ,its vital that the team of young professionals are also always learning and grappling with business applications in smart ways. People Analytics Predicting the future performance of employee Predicting L&D needs 4,500Companies have employees focused on people analytics 43% of the Fortune 1000 55% of all people analytics functions have been started within the last 5 years 69% of companies are integrating data to build a People Analytics database (Bersin)
- Engagement surveys are too little, too late. They just give employers a snapshot of how their employees are feeling at that time. If an employee is having a particularly bad day or week, all of that bad energy is going to be channeled into their responses to the engagement survey. The same is true on the flip side; if an employee is having a week full of big wins, they’ll fill their survey full of positive feelings, even if this enthusiasm is not the norm. Solution: once-a-year engagement survey is simply insufficient to take the temperature of morale in the office year-round. Continual assessment is needed. Instead, take regular samples monthly to see if employees are feeling engaged. This could be done in batches. For example, if your company is big enough, survey 1000 randomly selected employees every month. Alternately, send out shorter monthly engagement surveys to get a sense of how your employees feel on a regular basis. Employee engagement surveys are too long or time-consuming. It’s no secret that employees dread the annual employee engagement survey. It’s so long, often up to 100 questions (or more!), and it takes workers away from their daily deadlines for extended periods of time. Solution is to conduct regular, shorter surveys, maybe two to five questions every month. Managers can focus on different themes or questions each month to isolate different engagement metrics and test employee engagement initiatives on the fly. Employees won’t feel overwhelmed by these regular samples, and they can provide meaningful feedback without feeling like it will take up the bulk of their day. Engagement surveys don’t lead to large Impact. Responding to employee criticism with quick-win perks can have a net negative impact on employee engagement. Employees may feel that the surveys don’t lead to anything permanent. When a worker takes the time to give thoughtful feedback, they expect to see a matching response. Free doughnut Tuesdays, for example, doesn’t show that management actually cares about an employee’s desire for paid maternity leave or more equitable work/life balance Solution: It’s about listening to employee feedback, creating large impact, and being open and transparent when certain things can’t change. Not all employee wishes can be granted, but engagement is only improved by transparency. Employees will be more engaged when they feel they’re making a positive impact in their work and that their views actually matter. Employee engagement surveys may not give a clear picture. Employees feel that anonymous surveys are exactly the opposite of anonymous. If an employee has honest feedback about something, they may feel hesitant to report their concerns because they feel they’ll be easily identifiable. Solution: Instead of referring to a survey as anonymous, managers can title them confidential. This way, regardless of whether an employee is pinpointed or not, nothing individual can be done about their responses. Likewise, using an outside surveying firm can add a layer of confidence and ensure that confidentiality is met and maintained.