When the answers are received, they are compared to the benchmark data. If you are unsure exactly how to measure employee engagement, start with a survey backed with benchmark data to receive an accurate assessment. An extensive style questionnaire with around questions will allow you to have a well-rounded understand of many different areas related to employee engagement.
Now you have your survey and the results, what do you do with them? Interpreting the results is another matter entirely. Results will come to you in raw scores and T-Scores. The raw scores will give you the average of all the responses to the survey. In times like this, having the benchmark data comes in handy.
If you can compare your data to that of other companies who have completed the same survey, it gives you a better determination whether the scores are low or high. T-Scores are one method of representing benchmark scores and tell you how your scores compare to other places.
Upon evaluation of the survey and results using the above methods, employers can find out which percentile their employees fall when considering the different areas where engagement is measured. Now that you have completed your survey and interpreted your data, you need to know how to increase employee engagement. Once you have determined the areas that need reinforcement, there are many strategies you can implement to help drive your team to success.
Now that you know why employee engagement is so important to your business, you can begin to look at the strategies to increase these levels. A common mistake those in managerial positions tend to make is believing that these decisions need to come from the highest position of the hierarchy. The best way to carry on these strategies is starting with the employees, right up to the chain of command, to the bosses themselves.
Use and share the information from the employee engagement survey with all the department managers, empower them so they can take that knowledge back to their individual teams. When the employees are made aware of the results, you can then talk to them about their ideas for improvement. When they are part of the solution, they are less likely to be the cause of the problems. As a manager, it is your responsibility to help lead the employees to be a successful, cohesive team.
That starts with the collaboration of ideas to help rectify any issues that crop up through the survey. Why is employee engagement important? The simple answer: because it motivates your employees to be productive and call in sick less often. A more detailed explanation is that a strong foundation to every business lies within the goals and values of that organization.
From the founder of the company, down to the individuals who answer the phones, every single employee wants to feel heard, valued and trusted. They want to believe that the work they are doing has a purpose and that their time is appreciated. Making your employees feel as though they are part of a team and that their presence in the workplace is necessary is a key factor in maintaining higher levels of engagement.
These team members are both a threat and great opportunity — because with the proper approach, they can be transformed into engaged employees that thrive in the organization. We have all worked alongside these people. And because of that, they often have significant influence over others. Most studies point to the fact that employee engagement has a direct impact on productivity and profitability.
That seems self-evident, yet many managers still struggle to define, measure and improve engagement in their teams. Leaders improve engagement by defining and communicating a powerful vision for the organization.
They empower. Great managers ensure they acquire and develop great talent — they get the right people on the bus and make sure they are in the right seats. They actively prioritize engagement. In many of my articles, I dive deep in to the methodologies, tools and strategies leaders and managers need to successfully navigate the murky waters of twenty-first century organizational transformation — for leading change.
I showcase how to build a culture that is more nimble and adaptive founded on the principles of trust and accountability. The issue at hand is with such low engagement in the workforce, it is very difficult to create a culture of trust and accountability.
Because change is hard, takes longer and usually has higher hard and soft costs than managers and leaders generally plan for. We used to have an ethos where employees would come to an organization; they would commit to an organization, build a career there and want to stay for life. Over a period of time, we have invested less and signaled a reduced commitment to people.
As a result there are many people, including a generation of young people, in their 30s and under, who have watched their parents, and perhaps themselves, impacted by these things. As a result, it is often difficult for HR to know where to start. There is something to be said for looking at other companies, especially those that are similar, for inspiration, but the best place to start is internally. Here are five different strategies and theories as to how to increase employee engagement across the workforce.
Offering employees an opportunity to set and design their own schedule feels counterintuitive at first glance. Most HR leaders are conditioned to believe giving an employee the ability to set their own work hours will cause a decrease in productivity.
A fair amount of research suggests the opposite is true. Employees given the freedom to set their own schedules are often more productive and happier employees. They are also more engaged in the workplace. When an employee starts working for a new company, he or she will expect to have the needed tools to complete their job responsibilities effectively. If the employee has access to those items and can work as expected, employee engagement will flourish.
Employee feedback is important. Even more important is the need for leaders to listen to the feedback and act on that information. Additionally, the leader must be transparent about the feedback and whether it will be put into action.
According to an engagement report from Aon, this approach to feedback helps an organization quickly address problems, but more importantly it makes the employee feel valued. Thus, it increases engagement. They leave bad managers. Managers and leaders are critical to engagement success according to Gallup.
Employees should feel like they have the agency to make choices that help them reach their desired outcomes. Did I do my best to build a relationship with my boss? To create a positive work environment? To earn my pay? To get along with my peers? Sometimes, all it takes is to find a role for this team member that makes better use of their talents. Cultivating an environment that promotes deeper employee engagement takes commitment, hard work and courage, but the benefits will deliver the most outstanding results for your people and your business.
Organisations can consider implementing the following initiative:. Healthy minds lead to healthy business performance and productivity. The Australian Government is encouraging employers to invest in employee health and wellbeing. Their belief is that workplaces which adopt health and wellbeing programs often attract and retain employees and are able to drive better business performance.
Supporting health and wellbeing at work could range from offering staff discounted gym memberships to hosting lunchtime yoga classes in the office. It could be as simple as replacing the biscuit tin in the team room with fresh fruit options.
Collaboration is important for employees to feel included and engaged. Studies show teams that share leadership responsibilities, interpersonal interactions and a cross-functional mentality have lower levels of conflict and stress, and higher levels of overall satisfaction. Encouraging cross-functional collaboration means breaking down internal silos and stepping out of traditional hierarchical team structures. Intrinsic in cross-functionality is the idea that anyone in the organisation can contribute their skills to a problem — regardless of their seniority or tenure.
All employees in an organisation play a critical role in ensuring everyone is an engaged and contributing member of the team. Fostering a culture of teamwork and problem solving encourages employees to think outside the box and solve problems within their teams, rather than relying on guidance from management.
Developing good relationships with coworkers is crucial to cultivating a sense of engagement in the workplace. Research shows us that the relationships an employee cultivates with their co-workers and supervisors has a direct influencer on their psychological sense of meaningfulness at work. This sense of personal meaningfulness and contributing to a team is crucial to foster employee engagement and motivation in the workplace. Two out of five employees feel that relationships with their co-workers are very important to their satisfactions, studies have shown.
Encourage company practices that see workers regularly interacting and working with each other: this creates a sense of community and shared purpose. These can include daily routines like standups with team members, messaging platforms like Slack and Trello that encourage cross-team communication, to company events like bootcamps and getaways.
Take a holistic approach that acknowledges the importance of social responsibility in the workplace, and in life. Della Wolfe of business management consultancy service The Curve Group says empowering employees to engage with charitable activities at work is a great way to improve employee retention.
Of the top three factors that contribute to employee engagement is the opportunity to contribute to the success of the organisation, according to a study on employee engagement conducted by the Penna Institute. In the study, close to half the respondents said that the opportunity to contribute to the success of the organisation created a positive work experience that led to personal development and satisfaction in their role.
One of the most powerful tools for engaging your employees is creating a strong employer brand. Having a clearly articulated employer brand offers a sense of direction and adds meaning to each employees work.
That means organisations should take a holistic approach to attracting talent that allows them to build on their corporate reputation. Encouraging friendships and organic communities to form outside structured company events can lead to more engaged employees. Organisational psychology tells us that the more friends employees have at work, the more engaged they are in their role. This is compared with an engagement rate of sixty-nine per cent in employees with 25 or more work friends. Encourage informal communities to organically develop within your organisation outside of formal social events.
These communities will often naturally emerge if you step back and create the space for them to develop and flourish. Long hours in the office are no longer the hallmark of a passionate, engaged employee. True engagement means meaningful, thoughtful work is being done.
Often, allowing flexibility in the work week can be a way to achieve more productive output. Create a flexible work culture that encourages productive, focused work: not meaningless busy work.
From flex time to remote work, sabbaticals and secondments, flexibility can keep your employees engaged and challenged. Google famously introduced the 20 percent program, where employees can spend 20 percent of their time at work doing whatever they like.
Studies have shown that employees with the most productivity are able to take effective breaks. In fact, statistics prove that the optimal work-to-break ratio is 52 minutes to 17 minutes. We spend a large part of our lives at work whether we like it or not so it makes sense to incorporate the interests we pursue in our spare time into our daily roles, where possible.
HR professionals can take the concept of work-life balance a step further by encouraging employees to apply their personal interest to their day to day roles. People leaders need to establish a clear set of values if they are to attract a younger generation of workers which ranks ethics above promotion prospects when looking for new companies to work at. This idea can be used among team members who have high levels of respect and trust and are open to discussing their anxieties with each other.
An anxiety party is simply a meeting with fellow team members that goes like this:. Dealing with anxieties helps build relationships at work and also increases a sense of autonomy within the individual as they are less worried and more focused about developing themselves and moving forward — all important dimensions of employee engagement.
We are constantly giving feedback as leaders and it can be easy to neglect asking for it in return. One HR professional, Tracy Russell, shared her approach to fostering employee engagement strategies in a recent interview. While she was sharing tactics local governments used to keep their employees engaged, her advice has applications across multiple industries. Turn brainstorms into games. Encourage your staff to take advantage of any resource the office has to offer to light a spark or launch a business idea.
Hitachi Foundation President and CEO Barbara Dyer , says thekey to fostering creativity is creating an environment in which it will flourish:. But there is an important distinction between welcoming the occasional out-of-the-box idea and cultivating creativity as an approach to doing business.
To complement group and individual recognition, it is sometimes useful to create a working environment that is rewarding in its own right. This encourages people to want to come to work and spend time with each other, while also strengthening the loyalty they have to their team and company. This creates support for everyone in building a culture of spontaneity and fun.
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