Nothing in Human Resources contributes more dividends than engaged employees. The facts are easy to find and unavoidable. Committed and engaged employees:
- Increase productivity, reduce turnover.
- Provide an authentic communication process.
- Create a positive work environment.
- Stretch shareholder earnings.
- Lower training costs.
- Strengthen customer satisfaction.
- Reduce operating cost.
- Increase annual revenues.
- Reduce safety incidents.
The PLS Employee Engagement Survey allows your team to do what it does best while we tailor, administer and evaluate the engagement survey for your organization. PLS provides the confidentiality that ensures you’ll get the honest employee feedback you need to make qualified, executive decisions to enhance your workplace, increase organizational performance and strengthen your employee brand.
Why Employee Engagement Matters
Employee engagement increases organizational performance!
In partnership with your business, PLS will:
- Adapt a decade of research in employee engagement into a “best in class” engagement survey for your employee workforce.
- Prepare, deliver and collect all surveys for your workforce populations providing completely anonymous results and feedback (electronic or hard copy).
- Use our team of experts to analyze your data and provide actionable recommendations to improve employee engagement throughout your organization.
- Provide translation support for any/all of your employees (regardless of language) to ensure input from your entire workforce. We provide the design and translation support you need to include everyone in your organization.
- PLS adds another value to engagement survey process – we’ll include up to two (2) open-ended survey questions. These questions are designed to uncover specific employee input that will directly increase the level of employee engagement.
Making Your Engagement Project a Success
Following are four recommendations based on PLS experience that will help you create meaningful change.
- Make sure your process is sound
Make sure you use the research (or a firm that has) to design a survey that you can act on with changes that will better connect employees to their jobs and their organization. Know how you plan to sort the data (location, time in the job, age group, ethnic background, gender, age department, etc.) and information. The data is a benchmark that should be compared from year to year. Changing the core survey over the years undermines the ability to measure the impact of implemented changes.
- Focus early on communications
Quickly provide feedback to employees. They want to see if management will respond. But they also want to know what you heard. Utilize all your communications tools – including e-mails, newsletters, and inserts in payroll envelopes. In addition, consider senior management tours of facilities and non-corporate locations, conduct town hall meetings or even brown bag lunches to sit with employees and let them know management is aware and responding. Keep asking for more input from the employees directly.
- Clarify everyone’s responsibility
Employees at all levels have a stake in the game and want to share their ideas. (If they don’t you may have a different problem.) Divide actions into four levels of responsibilities:
- Use employees to improve their own engagement!
Nothing enhances the employee engagement process more than using employees to analyze and recommend changes to their own environment. When properly facilitated, employee groups learn to better understand why things are the way they are and, of course, they often are the best source of change. If the issues are not appropriate at the general employee level, consider using those in your succession management program to wrestle with the more challenging issues and make recommendations to executive management. Part of future leader development typically comes from special assignments where they use decision making models to work across the organization.
Executive Level – The executive team should send a clear message of not only what they have heard, but any possible boundaries to change. They should communicate early “low hanging” changes that are being considered (see early communications). Engagement is enhanced when employees hear it from the top.
3rd party Facilitators – Often, outsiders carry forward a sense of anonymity and safety for employees not sure they can trust the environment. They may also be better trained to conduct focus groups to collect more specific information and root causes. They may also be the ones who constructed the survey and conducted in-person sessions. They often collect anecdotal information unintentionally.
Business Unit Heads – Ultimate accountability for the engagement of employees best lies at the business unit level. However, they often need coaching in how to create the environment for honest sharing of information and data that will allow root causes to be exposed and changes to be recommended.
Human Resources – wherever possible, HR should provide project management and monitoring, but not necessarily own the change process. Establish timeframes, measures, and reporting on the progress that is being made.
These four straightforward recommendations will get your organization off on sound footing to making changes that will improve employee engagement in your workplace. These aren’t our only recommendations, but they will improve your employee engagement results. Of course, now that you’re done its likely time to measure again to determine your progress down the journey of improved employee engagement.