Five Ways to ‘Raze’ Your Employee Engagement Scores
#1: Focus like a laser on the numbers.
This article is first that outlines the “Five ways to ‘Raze’ your employee engagement scores”.
One major mistake that leaders in organizations make when attempting to manage employee engagement is having a myopic, laser-like focus on the scores.
It seems obvious that there is no need to conduct an Employee Engagement Survey unless you have some form of measurement at the end. This is crucial for benchmarking purposes. In the end, It’s all about the people, not the scores.
Try quantifying the people aspect to senior executive leadership and the C-Suite if you are in the middle of the organization as a manager or director versus hard scores. That is certainly not an easy task, and in some cases is simply impossible to fully realize. That is why it is imperative for senior leadership to understand how important the people are behind the numbers.
The performance pressure and pressures to increase the scores are there in every industry that closely tracks employee engagement. This is very understandable, especially if you realize the tremendous cost incurred from lack of engagement, high levels of disengagement, and resulting employee turnover.
For those who are not aware of the impact – Ken Blanchard had published an informative white paper on the subject entitled “The High Cost of Doing Nothing”. Ken’s research helps quantify the impact of leadership (or lack thereof) on the financials. The biggest mistake that organizations make is focusing like a laser on the numbers while losing their focus on their people.
I’m not discounting the need to meet key performance indicators (KPI’s) or to successfully meet goals and benchmarks. I’m simply bringing attention that the organizational obsession over “the numbers” paints a stark picture of where the drive, focus, and emphasis of the organization is… the numbers, not the people.
Concentrating solely on the numbers versus the people could be effective in the short-term but almost always erodes long-term trust and ultimately send the one thing we’re trying to increase which is ‘engagement’ into a long-term ‘quagmire.’
Simon Sinek stated it eloquently in his book Leaders Eat Last… “when a leader embraces their responsibility to care for people instead of caring for numbers, then people will follow, solve problems and see to it that the leader’s vision comes to life the right way, a stable way and not the expedient way.”
You want your employee engagement scores to improve?
Challenge yourself: What can YOU do starting today to improve your people first? The scores will always follow.
About the Author:
David A. Miles, Ph.D. is an organizational leadership and development expert and the Founder & Principal of Dr. Dave Leadership Corp. – A Professional Consulting Firm. Dave helps leaders move from success to significance, helping them build and develop strong leaders, teams, and organizations to improve bottom-line results and profits. Dr. Miles can be found at www.DrDaveMiles.com.