While most senior leaders recognize the need for employee engagement, few are sure exactly how to accomplish it. What systems should they put in place? How will they measure the program’s effectiveness? What best practices should they follow?
Fortunately, we’ve got the answers.
The impact of employee engagement on performance is a new study from Harvard Business Review Analytic Services and Achievers, which includes survey data from more than 550 executives, in-depth interviews with 12 best-practice company leaders, and a wealth of metrics, best practices, and advice.
Here are three best practices revealed in the study:
- Avoiding rote surveys. Leading companies devote significant resources to carefully crafting employee engagement surveys so they ask pointed, clear questions that go beyond measuring “satisfaction.” They then pore through the data to find the hidden stories of what’s working and where there are pockets of dissatisfaction.
- Ensuring that goal alignment is occurring at every level of the organization and is well-communicated. Top managers set and communicate business objectives; middle managers are responsible for creating specific objectives for employees that support broader business goals; and employees are given the tools to succeed, some autonomy, and accountability to meet tangible goals aligned with corporate goals.
- Using data to leverage engagement initiatives to improve performance, typically customer satisfaction/Net Promoter Score surveys and feedback, and then tying winning results to recognition programs to reinforce alignment and the activities linked to performance.
Want to learn more? Download The impact of employee engagement on performance now.