Yes, but only if there's a proper balance between measurement and action

Last month I had three requests for advice on how to get the most out of an employee engagement survey, and how to link the survey to business performance. The requests came from HR managers working in major organisations and I hope they found our meetings and my advice in some way useful. For my part I came away with several observations.

In one of my blogs last May I drew attention to the fact that around 70% of large companies regularly conduct engagement surveys but only 10% do anything with the results. These conversations go a long way to explaining why.

The fact of the matter is that if engagement surveys are to be real drivers of business performance, as they can be, the approach needs to shift. Senior managers need to take responsibility for them, they need to focus on linking people’s attitudes and behaviours to hard business performance metrics, and the balance of effort needs to shift to post-survey action.

If engagement surveys are to be real drivers of business performance there needs to be a proper balance between measurement and action.

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