It’s hard to deny that engaged employees are a key competitive differentiator. But how are companies actually using engagement to drive performance? We recently conducted two studies to explore what Internal Communications and Human Resources teams are doing to measure engagement and convert it into a competitive advantage. Here are a few key findings:
- Employee engagement is still widely perceived as falling under the domain of “HR issues” versus being a driver of business performance. Almost 50 percent of organizations fail to measure employees’ engagement with the customer or the brand.
- There is a distinct lack of strategy, with only 55 percent of organizations having an explicit employee engagement strategy. Among those that do have a strategy, 86 percent of senior leaders are familiar with it and only 65 percent of people managers and 38 percent of employees are aware of it.
- Engagement is hugely over-reported. Half of respondents reported engagement scores above 70 percent in recent surveys; however, many rely on generic questions that are easy to answer positively versus more discerning, tailored questions that drive action planning and change.
- Organizations don’t consistently act on engagement survey data. Only slightly more than half the companies studied say employees believe senior leaders will listen to their opinions and even fewer (42 percent) believe positive change will happen as a result.
- Leadership behaviors and communications effectiveness are the two areas organizations are focusing on to improve engagement (74 percent and 70 percent, respectively).
For more information on our findings, read our August edition of Connections below.
Tamara Snyder is a senior vice president with Employee Engagement.