In January I shared with you part 1 of the article. Today I am posting the 2nd half. Here are the next 5 Engagement Survey Mistakes organizations make:
The “Fix it” mentality. Too many organizations look at employee engagement as a reactive process. Find the problem and fix it so the numbers go up. Unfortunately it is generally not that simple. There are times when fixing the problem will create another one, or even reinforce the first one. An organization should try to analyze the problem, understand where it started, and why it grew over time. You may find out that you have something entirely different to work on. Although we like to view the world in a linear manner it does not function that way.
All Data, No Action. Have to get participation rates up. How can we cut the data? What is the exact wording we should use? So much attention gets paid to creating a survey and collecting the data. Unfortunately, the next year no one feels like it did any good because there was no action in the action planning. Too many times employees were not made aware of the results and did not even have a chance to engage leadership in a discussion regarding the results.
All Data, No Insight. The questions are cool. You are working with a top notch firm. You have shortened your survey to promote participation. However, when the results come back it is difficult to tell what you are supposed to do. How many times can you ask your managers to have the same conversation with their employees? Some of the questions turn out to be impractical or at least difficult to follow up on. Short and cool may not have been the ultimate answer.
All of the responsibility and none of the support. Managers, managers, managers. Why are they not fixing the problem? Let’s look at the list of managers that need to get an engagement clue? Do they not care about engagement? Don’t they know it only starts with the survey? How can we get them to focus on engagement throughout the year? Here is an idea…give them tools, processes, training outside of the survey and action planning. They struggle with their own and engagement and have the responsibility for others. What are you doing to help them through that challenge?
Opaque Communication. Can we give them a short summary of the results? Do we have to share that information? What if we only communicate our strengths and our top goals? Transparency trumps concealment each and every day. They already know what the problems are. They are just waiting to see if you do. More importantly, they are waiting to see if you are willing to admit what they are. Associates will judge the organization by the candor shared with them.
What other mistakes are made? Share some with us.