Carrying out employee engagement research allows communicators to demonstrate the bottom-line outcome of their work and, by measuring employee satisfaction, highlights where there are insufficient levels of communication or engagement. The role communication plays in engagement can only be proved if a survey instrument includes enough – or the right kinds of – questions about communication.
I’ve often broken a single long survey into three separate surveys sent to mutually exclusive, mirror-image random samples. This way more people in total respond because they all have a shorter survey presented to them.
A full survey should be repeated typically every 12 or 24 months because you need to allow enough time between surveys to gather the data, analyze it, report it to leaders, develop solutions, fund solutions, implement solutions, and give them a chance to take hold.
First, to make any kind of change in a workforce, employees need to become involved, not just informed. Second, it’s difficult to tell how well the culture is working without measurement.
There seems to be little overlap in how engagement is measured for employees and how leadership experts describe engaged leaders. This article proposes integrating leadership engagement concepts into employee engagement research.
Q: We will be moving from a regulated to an open market environment and as such are exploring innovative ways to engage employees in helping move the business along. I
A discussion on the pros and cons of using standardized questions on engagement surveys vs. customized questions based on an organization’s own culture
Surveys may be the favorite method of measuring engagement, but focus groups can be an equally powerful tool for identifying and fixing barriers to employee commitment.