Engagement (or any) surveying is not enough

Asking someone a bunch of pre-determined questions on one particular day, of one particular week, in one particular month in their career journey with your organisation is a standard way of ‘measuring’ employee engagement. But how do you know you have all the right puzzle pieces?

I can think of many times in my career that a survey was administered in a time of turbulence for me or my team. It may have been the shitty time of budget cutting; or maybe a new project was just launched; or the team was disrupted in a multitude of other ways. But I knew (or at least hoped) that the survey results weren’t a true reflection of their engagement overall.

Without a deep dive, or even just a focus group ‘sanity check’, how do you know the true value of the feedback you’ve collected? If it’s been a crappy day/week/month for someone, does that reflect on their survey answers? In my experience, hell yes! You may still need to address the issues front and centre, but you definitely should check the validity of the engagement data before making any decisions about long-term action planning.

The best way to find the root cause of disengagement or even that tipping point between fully connected and just doing ok, is discussion. Using insight-encouraging questions to gain clarity, a deeper understanding of your employee’s engagement levels, is critical if you want to turn meh into good, or good into lets-smash-this-out-of-the-park.

If you’re serious about employee engagement, focus groups and deep-dives are important. Use them, or better yet – get an unbiased perspective (like me!) to run them for you.

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