It’s estimated that around 70% of large companies regularly conduct engagement surveys. It’s also estimated that 90% of their engagement effort fails to get beyond measurement. Within the government sponsored “Engage for Success” movement it’s called transactional engagement and its limitations are manifest.
Companies which are really serious about engagement focus on what the “Engage for Success” movement calls transformational engagement. 90% of their engagement effort happens post-survey and focuses on building an environment which truly engages people, inspires them to give of their best, and aligns their efforts with the needs of the business.
The current imbalance between measurement and action is not, perhaps, surprising when we consider how many consultants who advise companies on engagement and engagement surveys, focus on the former rather than the latter.
However, if engagement is to be a real driver of business change and outstanding performance the balance of effort needs to shift. Engagement surveys need to be followed by structured action programmes which give everyone a voice, nourish an engaging management style, bring the company’s values to life, and imbue strategy with day to day meaning – the building blocks of an empowering and engaging work place.
Where do you stand on the measurement – action spectrum
