The most valuable insight from our research was the huge value organizations gained from the conversations and activities following the survey itself. Overwhelmingly, success stories were about productive dialogues and interactions that took place after the survey was completed. Actions and positive changes were often initiated from qualitative conversations rather than statistical survey results.
Quantitative employee engagement surveys have a role to play, but we believe the potential value of qualitative and direct dialogue with employees is much higher. We are not suggesting that measuring engagement is not important, rather we feel there is an overemphasis on this aspect of managing employee engagement. Has the time for anonymous surveys come to an end?
The strong focus on surveys should be shifted towards enabling dialogue and conversation that leads to positive change. Collecting quantitative insights can be useful but the investment in creating an empowering environment where employees can shape change will be worthwhile in terms of higher employee engagement.
To really engage employees today, a new way of thinking is required. Quantitative employee engagement surveys must be much less arduous and resource-intensive, freeing up resources to create a more targeted, flexible and direct dialogue with employees. In other words, less evaluating and more enabling.
As a result of this research, we have been able to build on our understanding of employee engagement and the factors that influence it.
At Better Business we understand that employee involvement is an elementary part of any employee engagement initiative. Therefore we support our clients in enabling employees to actively shape changes and our offers are designed to foster high quality listening and conversation. We believe in a participative approach to employee engagement that is linked to purpose and strategy. We help our clients to allocate resources appropriately to both quantitative and qualitative engagement initiatives.
The research prompted us to consider employee engagement in a new light. First, we believe that quantitative indicators, i.e. surveys, must be radically optimized for greater efficiency. In parallel, there must be a strong focus on high impact follow-up activities based around genuine listening and conversation. Finally, we propose a highly participative approach that enables employees to actively shape the process at every step.
“It’s the dialogue in itself that’s the most valuable part of the whole process”
Interview participant
“Employees want to actively shape and discuss. They have their own ideas”
Interview participant
“We don’t focus on increasing ‘engagement scores’ we now focus on using timely
insights from our people to empower them to deliver our strategy”
Interview participant
*Link back to our Publication about this research.
Find out more about our Engagement Solution Centre.