Off-the-shelf employee engagement surveys often miss what truly matters. Tailored employee engagement research provides deeper, more relevant insights that help organizations anticipate risk, guide people strategies, and strengthen employee value proposition during periods of change.
Employee engagement surveys are a dime-a-dozen. It seems like every HR consultant offers a minor variation on a standard set of questions touted as the common influencers of employee engagement.
The approach we take at Stratford is different.
To ensure employee data is most impactful we tailor the survey design and analysis process to suit the client’s specific situation and objectives. Our experience tells us that customized employee engagement research provides the best insight to inform strategy without distraction from less relevant, generic factors used in off-the-shelf engagement metrics.
Let me provide an example. In our work with one enlightened client, we recently completed a second round of employee engagement research to compare engagement drivers derived from a previous survey. We were pleased to see positive improvement in employee engagement in the areas in which the organization had chosen to prioritize its actions.
Then we noticed something surprising – insight we would not have found had we not custom designed the survey to address this organization’s specific situation. As employees became increasingly aware of an ‘in-process’ organizational change, their engagement level actually fell! This was the opposite of what we had expected. What an “Aha” moment!
The insight that the data provided related to the job impact resulting from organizational change. Since organizational change would continue, communication about the impact of that change on different jobs would continue. While open communications reduced general employee uncertainty, inevitably, the future state of the organization would crystallize in the minds of impacted employees.
Our analysis approach paid great dividends. Allowing the data to tell the story enabled this organization to use the information to guide their strategy. By understanding that increased clarity was reducing employee engagement and putting the success of the organizational change at risk, they could take proactive, strategic steps to mitigate this impact – things like:
Engage with a partner to arrange contingent organizational capacity
This experience emphasizes the importance of designing an employee survey process to your own specifications. Use it to thoroughly explore your own hypotheses regarding what influences your employees to be active, motivated, and committed to your success. The results may surprise you – and that could be a very good thing.
Better people decisions start with better insight.
Stratford works with organizations to design tailored employee engagement research that supports leadership decision-making, strengthens employee value proposition, and informs people strategies at every level, from executive leadership to HR and people leaders. If you are navigating change or rethinking engagement, we can help.
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Dean Fulford is a senior human resources leader with experience in all aspects of HR vision, strategy and implementation, applying his background to many facets of the businesses he’s worked with. He has done consulting in organization development and effectiveness, performance consulting and process improvement in both small and large organizations, and bringing solutions that provide immediate impact while enabling sustained organizational impact. Dean has led the implementation of operations review practices in HR departments, bringing a unique skill set and approach to human resources leadership driving pragmatic, metrics-driven solutions. He is also a certified human resource leader (CHRL) and licensed professional engineer. He specializes in HR strategy, employee engagement to drive effective operational processes and talent management. |
This article was published more than 1 year ago. Some information may no longer be current.