You are finished with your employee engagement survey. All of the data is collected and reports are run. Now what?
You are going to want to work on what will have the most impact over the next year? There are is only one way to achieve this goal. Connect your engagement factors to performance indicators such as revenue, profitability, productivity, and turnover. Some organizations turn to consulting firms like ours that have already facilitated this process in a generic manner across many data points, and others want to create a more targeted correlation based on their business. Obviously, the second and more pinpointed way to determine impact, a validation study, is more expensive. Either way, this is a very different avenue from choosing items based on whether they were rated low versus rated high. We break down engagement indicators into four key categories.
Top Targets (Low Rating, High Impact)
The items in this category represent what an organization will want to focus on during the next period; usually a year. These are items that receive low ratings from employees in a survey and also have the greatest impact on issues such as productivity, retention, and organizational results. Working on these particular issues will not only have the greatest impact on an organization’s employee engagement results, but it will also have the maximum impact on the organization’s success.
High Priorities (High Rating, High Impact)
These items are important to leverage or maintain and should be an organization’s next focus. These items received high ratings and also have significant impact on the organization’s success. Consider these items strengths that are working to the organization’s advantage. If these items fall backward in ratings, performance of the organization will suffer.
Average Priorities (Low Rating, Low Impact)
These items reflect low ratings and low impact. Essentially, they are organizational weaknesses that have little impact on the performance of an organization. These items typically will not influence productivity or retention a great deal. However, any item(s) rated low should be reviewed to determine if there is a pattern in the ratings that tells a story, or there is a need to shore up a real weakness because it is getting in the way.
Low Priorities (High Rating, Low Impact)
The items reflect strengths of an organization, because they are rated highly by employees on a survey, but they typically have little impact on issues like productivity, retention, and organizational results. While we try not to fall backward on these types of items, the impact of falling backward would most likely be negligible. We would not recommend an organization spend its time focusing in this area.
When we work with clients, there are times we need to steer them away from some of the items rated low because we know from our research that working on those items will not produce the results that addressing another item will.
Are you working on the right stuff?