Every organization should implement some sort of assessment program to make sure their efforts are tracking and paying off
By Andrew Mazer
We all know that Enterprise Engagement isn’t a short-term project, it’s a continuous process of launching new initiatives and refining existing programs to meet the challenges of a constantly changing business environment and the evolving roles of employees. Because engagement programs require both financial and human resources, every organization should implement some sort of assessment program to make sure their efforts are tracking and paying off.
Assessments give companies the insights they need to avoid inconsistent interactions with their stakeholders – employees, customers, partners and suppliers. Poor engagement at any interaction point can tarnish brands, damage reputations and adversely affect the bottom line.
|Key Drivers||Benchmarking Your Progress|
|Quick And Easy Isn’t Always Best||Engagement Assessment: A Best Practices Checklist|
|Taking Your Pulse|
Engagement assessments utilize surveys to measure progress against key benchmarks. Many organizations are using surveys to measure employee satisfaction, but an engagement assessment focuses on areas like commitment to helping the company succeed, awareness of an organization’s goals and messaging, willingness to promote the company using social media and to what extent employees exceed job expectations.
According to engagement consultant Kevin Sheridan, there are five key drivers of engagement that assessment should measure:
An effective survey provides insight into the precise reasons why your engagement programs are succeeding or lagging. If structured correctly, an assessment can identify whether poor engagement is due to a faulty recognition program or management issues, for instance.
It’s possible to find generic, one-size-fits-all engagement surveys online. It’s also relatively easy to design your own engagement survey and use tools like SurveyMonkey to poll employees or other groups. But beware of falling into the trap of the quick and easy solution, says Bob Kelleher, President of The Employee Engagement Group, a consulting firm in Woburn, MA.
“The biggest mistake companies make is trying to create their own survey,” says Kelleher. “They’re not survey experts. Moreover, there’s also the issue of trust – if employees know it’s their own companies that are managing the survey, you’ll often get a much lower participation rate, because of employee concerns about confidentiality.”
Designing a custom assessment survey that can identify whether your engagement efforts are effective (or even harmful) requires skill and expertise. “Because engagement is tightly correlated with turnover, productivity, customer satisfaction and retention, you want to design the questions to be specific to the client’s business,” says Bill Schiemann, CEO of NJ-based Metrus Group. “Highly validated metrics can shed light on where training and growth opportunities are the key drivers, and where other factors are key, such as recognition or how well managers are communicating.”
The best assessment surveys are succinct, yet deliver enough detail to support decision-making. “A company may be doing a great job conveying its mission, but do a lousy job of giving performance feedback or managing its rewards system,” says Kelleher. “A survey that’s designed for your organization’s specific needs will help you determine if there are unhealthy places in your culture where there’s little employee recognition or transparency in communication.”
Be mindful that an assessment survey is just a first step. “It’s a waste to put a lot resources into conducting a survey if you’re not prepared to follow through with effective action,” says Shannon Vincent, an advisor at Avatar Solutions, a leading provider of employee engagement surveys. “An effective survey should be a strategic priority; it gives employees a voice and provides the organization with an opportunity to respond with action.”
While some experts recommend performing comprehensive assessments every 12 or 18 months, others advocate more frequent ‘pulse’ surveys. Although much less detailed than a 60- or 80-question assessment, pulse surveys keep the conversation on hot topics going and are a great way to validate that the changes your organization is making are having the desired impact. Pulse surveys are also valuable after events like departmental restructuring or a merger/acquisition by highlighting areas where trust needs to be rebuilt or partnerships strengthened.
“We live in a data-driven, real-time world, and pulse surveys with two to four questions are great for doing a temperature check of your organization’s culture,” says David Bator, VP of Client Strategy at TemboStatus a Canadian engagement survey software company. “Our system turns data into actionable insight – HR can see participation and evaluate employee sentiments in real-time, and employees can compare their opinions with their peers, which relieves having to rush to crunch numbers and report back.”
TemboStatus’ ‘secret sauce’ is an algorithm that identifies the three key areas an organization should focus on for maximum positive impact on the bottom line. A new ‘outlier analysis’ feature highlights the three most positive and three most negative outliers to identify unexpected, granular insights.
An engagement assessment takes a snapshot of a company at a specific point in time. To understand how much progress is occurring, you will want to compare the results with these benchmarks:
Comparing results against your own organization’s history is the most important benchmark, says Schiemann. “Organizations need to track their progress and set goals against where they’ve been. It’s more useful to determine that you’re moving toward better engagement than to focus on absolute scores and compare them to other companies.”
Analyzing engagement levels across an organization is also critical, says Kelleher: “By looking at engagement scores between different departments and geographies, you can do real apples-to-apples comparisons and identify where leadership deficits or other issues may be present.”
Before You Start
Designing the Survey
Choosing a Vendor
Have an Implementation Strategy
Chances are your engagement survey will reveal opportunities and challenges. You’ll get the best results if you have a clear implementation strategy to address whatever those findings might indicate, including, as noted above: