** An open letter to my HR Friends **
Dear HR Friends,
Fundamental for an organization to thrive and grow is having talented employees who are committed, motivated and engaged.This is an accepted conclusion of scores of studies on employee engagement, now a commonly overused buzzword with an entire leadership curriculum behind it. Research studies, as cited by Debbie Hance, Head of Business Psychology, Head Lamp, HRZONE.com – such as those by UK government’s 2009 review on employee engagement , Gallup  and the Corporate Leadership Council  –
“[Research studies] champion the transformational possibilities of engagement and seduce us with the promise of increased productivity, improved financial performance, lower attrition and absenteeism, and higher levels of customer satisfaction and innovation.
In the hopeful expectation of reaching this euphoric nirvana – where employees are more motivated, happier, more committed and more involved – many organizations have embarked on their own engagement journey … only to flounder on the rocks of disappointment.”
Yes! For most companies, there is difference between actual engagement and desired engagement. Old response: Let’s do an annual survey!
Avoiding the CURSE of the employee engagement process.
The truth is that the process of trying to achieve something positive and beneficial for employees can actually lead to disengaging them. Take for instance the employee satisfaction survey. In most organizations, it creates exactly the opposite of what is intended.
In the annual survey, organizations ask questions about how employees feel about their work, their management, their working environment. Answering these questions exposes gaps. Sometimes survey results are benchmarked vs. other organizations as if to say, “It’s ok if we are deficient or mediocre, so is everyone else”. Once gaps are identified and no action is then taken to address these issues, employees become skeptical and are left feeling worse than they did before. Essentially their expectations have been raised with the unspoken promise that something will be done with the results. To add to the insult, the survey is repeated every year.
Lack of action on important issues, after the survey, is a root cause of this engagement curse. There are at least four reasons I can think of for why no action is taken:
- Employee surveys don’t ask the critical questions that will pinpoint exactly what actions need to be taken. The questions are generic about attitudes, perceptions, and job satisfaction, but they don’t focus on the specific issues, activities or behaviors, that drive engagement, or the barriers that employees face to be engaged.
- Surveys don’t ask the importance (or other strength metrics) of each of the key areas that drive engagement. The results are often reported, and all are blinded by too much information. Everyone sighs, ‘hmm’. As a result, no one knows where the real challenges lie or what actions are needed to take to improve the situation.
- Action and behavioral change is difficult to translate from a pile of raw data. Altering managerial behavior and company culture are challenging aspirations. Strong commitment and project management are required to effect change in organizations and these are rarely associated with engagement surveys. The survey doesn’t go far enough to tell management what to do next.
- Engagement is not perceived as a leadership issue. Employee surveys are usually driven by HR practitioners who believe in their potential. As a result, practitioners treat engagement measurement as a standalone activity, sometimes conducted by an external entity. It is separate from other talent management initiatives and not tied to management performance metrics. The survey becomes just a tick-box exercise for management and employees. No one is held accountable for change. HR may even be blamed for the lack of engagement initiatives or improvement in satisfaction metrics overtime. (Quick! Bring in the HR event coordinator! Again, the company sponsored event strategy for improving employee satisfaction can backfire and have the opposite effect on boosting engagement. But that is another story for another time.)
What is the answer?
The answer is to turn these negatives around:
- Ask employees what is important to them and listen to their input. Of the universal areas that fundamentally effect how people feel about their work and their employer, key areas that are common are wellbeing; motivation; reward and recognition; involvement; autonomy; teamwork and collaboration; purpose and meaning; relationships; trust; career/personal development; communication and performance management. What specific actions can the organization take to improve these areas? Are there other important areas specific to your organization or industry that call for unique action? Ask and listen.
- Assign practical action at three levels:As a part of performance metrics, senior executives, line managers, and individual contributors are responsible for organization satisfaction. To initiate behavioral change, prioritize a small number of personalized, easy-to-implement actions in critical areas, in each of these organizational levels to improve and embed engagement. This can create a more conducive work environment and improve any areas of disengagement. Even small changes can make a noticeable difference in attitude and productivity, leading to general increased satisfaction.
- Clearly hold senior management accountable for engagement and everyone in the organization responsible for personal action. Engagement should be driven by leaders and managers, with HR providing support, and ultimately everyone’s responsibility. Line managers have an influence, and employees need to recognize that they choose their own attitude. Everyone should be free to implement their own ‘engagement actions’.
Engagement may be a concept that builds on commitment, motivation, and job satisfaction. It is fundamental to the psychological contract and the employment contract that is defined as ‘work’. No doubt: it can pay dividends for organizations who do it well.
About Applied Group Concept Mapping
The key to breaking the curse of engagement surveys is to gather important employee insight and to prioritize specific, practical, manageable actions that senior executives, line managers and individuals can take to drive engagement levels higher.
APPLIED GROUP CONCEPT MAPPING is a brilliant process that can translate employee insights into action-oriented plans that drive engagement and satisfaction. It works because of four key benefits:
- Active employee engagement
- Emergent and open ended input
- Data-based methodology
- Value-added action-oriented results that feed directly into planning.
Take employee satisfaction and engagement to the next level with APPLIED GROUP CONCEPT MAPPING. Call us at INSIGHTOVATION®, 585-820-7761. Visit us at APPLIEDGROUPCONCEPTMAPPING.COM
Karen Dworaczyk and your friends at INSIGHTOVATION®
 MacLeod, D. and Clarke, N. (2009), Engaging for Success: Enhancing Performance through Employee Engagement. Department for Business, Innovation and Skills. London.
 O’Boyle, E. and Harter, J. (2013), State of the American Workplace. Gallup Inc. Washington DC.
 Bedington, T., Smith, D. and Chung, J. (2004). Driving Performance and Retention Through Employee Engagement. Corporate Leadership Council. Washington DC. (Catalog no.: CLC12PD3N8).