During a recent planning discussion for a workshop, the learning and development manager mentioned that we needed to downplay references to employee engagement. It turns out that the HR managers, in the organisation for whom the workshop was being prepared, had indicated that the employees were ‘over’ the topic of employee engagement.
Why would that be?
The answer was simple: repeated employee engagement surveys without any meaningful follow-through from management. The result was survey fatigue and cynicism, with the added risk of decreased employee engagement. As far back as 2009, this risk was acknowledged in the McLeod Report, with its warning that, ‘to carry out a survey and then not follow it through by implementing changes based on that survey’s results, is more likely to disengage staff than not doing a survey in the first place.’
Employee engagement surveys can be a valuable tool. However, the old saying holds true that weighing the pig won’t make it fat. If employees perceive that the only thing you do is measure their engagement without any evidence of meaningful follow-through, the outcome is likely to be employees who are more disengaged.What do you need to do as a leader if you want employees that are enthusiastic about, committed to and focused on achieving organisational goals? You need to demonstrate enthusiasm, commitment and focus yourself. Particularly in relation to proactive implementation of strategies and practices that support sustainable employee engagement.
Before you commit to undertaking an employee engagement survey, make sure you are committed to following through on the feedback it gives you. Be aware that your employees are people just like you. They will judge you on your actions, not your intentions.
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