Is your Employee Engagement Survey Working for You?

employee engagement


Do it Differently – Employee Engagement

The traditional approach to Employee Engagement Surveys is that the

  • survey respondent is anonymous
  • and that the results of the survey reflect on the Manager.

We want to think differently about Employee Engagement. Please check out the free offer at the bottom of this article.

What if we could change the way we think about Engagement Surveys?

Imagine being able to focus on an individual’s sense of fulfilment in the workplace. Imagine being able to address areas that are effecting their engagement, loyalty and retention.

Imagine a culture where the responsibility for fulfilment becomes a collaboration between the manager and the employee.

Moving away from the current approach

Our approach is a major shift from the current approach that assumes that engagement is the responsibility of the manager or the organisation. The current surveys evaluate the manager and staff do not feel comfortable with managers having access to their individual scores. They fear repercussions. Therefore the current approach cannot to go to the individual level – which is the only level where there is real potential to improve engagement.

Not an evaluation of the Manager

Happiness or fulfilment is NOT the responsibility of the manager and is NOT an evaluation of the Manager.

Nor is it the manager’s responsibility to make people fulfilled.

Re-frame performance discussions to meet mutual needs

However, having individual information available provides a guideline for a productive discussion aimed at meeting mutual needs. It is also a great lead-in to a performance discussion. The manager can respond to the information by discussing how certain things could be given based on certain performance from the individual.

For example, if Joe gives a strong importance to Career Development and it is unfulfilled:

  • Joe clarifies for the manager the desired opportunities,
  • and Joe’s manager discusses the performance improvement needed to warrant those development opportunities.

This re-frames the performance discussion to one that meets mutual needs. It is a reflection of the truth that employment is a relationship.

We like to think that if our needs are not met in a relationship that it is the other side’s fault. This perspective impedes progress toward mutual benefit. Having a respectful candid conversation about meeting mutual needs is the real path to fulfilment and engagement.

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