Surveying employees on satisfaction and engagement is not a new concept, but it’s getting a little more fanfare these days. Forward-looking leaders understand how important it is to have innovative, productive and engaged employees. More and more studies show how important the link between employee experience and customer experience really is. And innovation is one of the most important ways to stay ahead of competitors.
Without engaged employees who understand their mission, innovation is next to impossible.
It’s easy for leaders to fall into the trap of asking for good news only, even if they think they’re inviting honesty. If surveys are conducted once a year or less, little things from six months ago have since become huge. And the even bigger things from six months ago? The worst ones are so deeply embedded in the culture, they never show up as feedback. Employees see no point in expressing their resentment for these serious issues!
I’ve also witnessed well-meaning managers who turn negative ratings into “team building” punishments. One manager insisted on team meetings to learn what was causing his poor ratings. They lasted hours and only built more frustration among the ranks! He thought he was asking for open dialogue – but the whole team conspired to rate him higher next time, just to avoid those painful meetings.
John Deere, the agriculture machinery giant, has adopted measuring employee morale every two weeks in certain groups. They use their own product development cycle to tie in employee feedback. During every project retrospective (what consulting firms might call the postmortem) leaders ask team members about their feelings around individual contributions. This is a pretty ingenious way to track and respond to employee engagement issues at the same pace as product development.
There are no perfect metrics here, but the point of measuring is to watch for (and respond to) signs that something is amiss. Human emotions are not logical or linear. Embrace that to really find out how your employees are doing this week and a few weeks later, instead of asking them to categorize and rank their emotions for an entire annual timeline.
Employee engagement is all about actually engaging with the employees.
Unless you ask for feedback on a regular, consistent, and frequent basis, then you’re not truly engaging them. You’re only telling them how to be engaged.