Engagement is a critical issue for organisations today with the dawn of the social age and millennials at the workplace. It becomes more critical when there is a lack of skilled resources to be encouraged to participate in the organizational dream.
Every organization exists for the holistic purpose of marketing its products and services as an ideology. This is what we often refer to as brand building. Apple and Greenpeace are both brands, though the purpose of existence can be differing ideologically. It is these differences that get reflected in the values espoused by the brand and its offerings. Employees need to be in sync with the brand objective, or they end up causing a disarray of representation through its offerings.
Employee Engagement Survey
Engagement surveys are meant to find how much discretionary effort employees are willing to put in for the organization; why they would want to do it or the lack of it is rarely reasoned as it is considered not to be within the ambit of engagement. And this is where the objective fails to understand how employees engage.
We engage with people and objects only when the values are in sync. Therefore, we have colleagues who are also friends beyond the boundaries of the workplace, and reasons why community-driven organisations last longer and are more successful to manage compared to multinational enterprises which rarely last a couple of decades before they start to decay. The need to have Google offices looking similar whether in California or Hyderabad is to build a uniform culture where objects project similar values albeit individual employees coming from diverse ethnicities.
At PexiScore.com, we have been able to design an engagement survey that also measures employee values along with engagement. Values are best measured during hiring to ensure people with certain values are only recruited; however less than 1% organisations practice it judiciously. Also, humans imbibe new values which transform us from corporate honchos to self-actualisation seekers over time. Measuring values along with engagement tells us the what and why of all that matters to enforce engagement policies.
The Engagement survey also needs to be first positioned from the point of view of what needs to be fixed or improved. At an organizational level, we can have a people priority to address, which could be talent or customers, or a task complexity like operations or revenues to be improved post engagement. Doing an engagement for the sake of engagement without any clear directional improvement is as useless as walking a few steps and considering it as a form of exercise. Hence, the pointers to a meaningful engagement survey should consider;
Which areas needs to be understood for its causal relationship with lowered performance and find out the ‘what’ attributes of performance in a certain area. This is typically done by asking specific objective type questions. For example, one might have specific concern for engagement is there has been a series of safety lapses due to low engagement among employee concerns.
The next step is to focus on re-alignment or understanding ‘why’ of the values that will help address the gaps in performance. Why employees are not in sync with the organization goals or a blame-game between departments is usually triggered by a conflict of values between two persons or teams that need to be aligned for reinforcement of org objectives.
A satisfied employee might be a performer or a laggard; satisfaction is a hygiene factor and hence must exist. To push satisfaction into discretionary performance requires the values approach of understanding why certain values matter more over others to motivate employees into delivering their best. Visit the link at the bottom of this article to view our presentation on engagement & values Survey with examples of the methodology and findings for a better understanding.
Visit YouTube for our presentation on Employee Engagement from a Values perspective: https://youtu.be/gRnztJ9ZOKs