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Everything You Need to Know About Employee Engagement

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In this article, we explore what employee engagement is, how it has changed over time, the benefits of highly engaged employees, and the steps you can take to increase engagement in your organization.

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Intro

Employee engagement is more than just a buzzword. The engagement level of your employees affects just about every important aspect of your organization – profitability, revenues, client experience, employee turnover, talent acquisition, brand presence, market share, workplace safety – the list goes on and on. 

Employees who are emotionally and mentally connected to their organization work harder, stay longer, and motivate others to do the same. In fact, employee engagement research shows that organizations improving in profit, revenue, market share, stock value, and employee retention have highly engaged employees.

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1

What is Employee Engagement?

The Definition of Employee Engagement:

Employee engagement is the strength of the mental and emotional connection employees feel toward their places of work.

What is employee engagement? Employee engagement is the strength of the mental and emotional connection employees feel toward their places of work. Let’s break that down further. Employee engagement measures how employees feel about their organization. Based on their perception of their workplace, employees are categorized into four main groups:

  1. Highly Engaged: Highly engaged employees hold highly favorable opinions of their place of work. They love their job and they love the organization they work for and are strongly connected to it. They plan to stay at the organization and are willing to put in extra effort to help the organization meet and exceed its goals. Known internally and externally as “brand advocates” they speak highly of the company to family and friends. They encourage other employees to meet and exceed goals.
  2. Moderately Engaged: Moderately engaged employees hold their organization in a moderately favorable light. They like their company, but see opportunities for improvement. A moderately engaged employee is less likely to ask for additional responsibilities and may be under-performing slightly. In most cases, there is something about the organization or their job that holds them back from full engagement.
  3. Barely Engaged: Barely engaged employees feel indifferent toward their place of employment. They usually lack motivation for their position and will do only as much to get by - and sometimes less. Barely engaged employees are probably researching other jobs and are at high risk for turnover.
  4. Disengaged: Disengaged employees have a negative opinion of their place of work. They are disconnected from the mission, goals, and future of the company. They lack commitment to their position and responsibilities. Their negative perception of the company usually impacts the productivity of employees around them.

Employee Engagement Is Not:

When defining employee engagement, it is also important to explore what employee engagement is not. Employee engagement is often incorrectly synonymous with:

employee-engagement-is-not

  1. Employee Happiness: Simple happiness — such as laughing with co-workers over lunch or enjoying the holiday party — says nothing about how invested employees are in the company or how hard they’re working on behalf of the organization’s mission. Happiness is a short-term, rapidly changing measurement. An employee may feel temporarily happy with a raise or additional benefit and then sink back to disengagement. Engagement is measured as a deeper, longer-term connection to the organization.
  2. Employee Satisfaction: Employee satisfaction can only be measured at surface level. An employee that is satisfied with their position is not necessarily engaged. Generally speaking, satisfied employees will not take additional steps to go above and beyond. When employees are satisfied with their position at the company, they usually stick around, but they aren't necessarily driven to go the extra mile for their team or the organization. The difference is that engaged employees are highly focused on productivity, while satisfied employees are usually content to coast by.
  3. Employee Wellness: When we attempt to measure employee wellbeing, we evaluate every area of an employee’s life - both inside and outside the office. The goal of measuring employee wellness is to evaluate how well an individual copes with stress, works productively, makes community contributions, and fulfills his or her potential. And while providing resources to increase wellness can increase engagement, employee engagement is specifically focused on an employee’s connection to the company.

So, how long has the notion of employee engagement been around? Here’s a timeline showing how it has changed and evolved over time.

2

The History of Employee Engagement

pt-1800s
The Industrial Revolution moves large numbers of people from farms into factories. The concept of management first enters collective thought.
pt-1911
Frederick W. Taylor publishes “The Principles of Scientific Management,” establishing the importance of effective management by linking management to increased employee productivity. The study of management is born.
pt-1924
Elton Mayo and Fritz Roethlisberger’s Hawthorne Studies transform management theory. Instead of focusing on individuals and their innate abilities, Mayo and Roethlisberger focus on social context. The Hawthorne Studies show that employees' surroundings influence how they performs.
pt-1980s

As manufacturing and production jobs are automated or sent overseas, service companies take their place. “Employees are your greatest asset” becomes “employees are your only asset.” The idea of a lifelong employer fades away, pension programs are slashed, and employee retention grows to be a universal challenge.

pt-1990a
The Academy of Management Journal publishes William A. Kahn’s “Psychological Conditions of Personal Engagement and Disengagement at Work,” considered by many to be the cornerstone of employee engagement. Kahn examines the extent to which people are able to express themselves in their workplace, leading to “attachment.”
pt-1990
The positive psychology movement gains traction. Positive psychology examines the optimal human functioning and “aims to discover and promote the factors that allow individuals, organizations, and communities to thrive.”
pt-1999
New York Times’ bestseller, “First, Break All the Rules” by Marcus Buckingham and Curt Coffman coins the term “employee engagement.” The book summarizes Gallup survey results on employee workplace perceptions. Gallup would go on to refine and develop their Q12 survey, the first widely known employee engagement survey.
Marcus Buckingham and Curt Coffman coined the term “employee engagement” in 1999.
pt-2001
"Job Burnout,” by Christina Maslach, Wilmar B. Schaufeli, and Michael P. Leiter proposes employee engagement as a solution to job burnout. This application to the working world creates more interest in further employee engagement research.
2002
Quantum Workplace developed Best Places to Work, the first national contest that recognized employers of choice. The contest was centered solely on employee feedback, with scientifically validated surveys measuring an organization's overall level of engagement. 
pt-2006
The Society for Human Resource Management enters the employee engagement realm by publishing its “Employee Engagement and Commitment” guide. This is the first non-academic organization to establish best practices surrounding employee engagement. SHRM takes engagement from the classroom to the boardroom.
pt-2011
Following one of the largest studies on employee engagement (“Engaging for Success” by David MacLeod and Nita Clarke), the UK institutionalizes the concept of employee engagement by starting the Engage for Success initiative.
pt-2012
Google’s People Innovation team develops a the gDNA study. This century-long study aims to use science and survey results to better understand their work. “We all have our opinions and case studies, but there is precious little scientific certainty around how to build great work environments, cultivate high performing teams, maximize productivity, or enhance happiness.”[1]
3

What are the Benefits of Employee Engagement?

Most Human Resource departments value employee engagement for the immediate benefits in retention, recruitment, job satisfaction, and happiness. However, the benefits of employee engagement span much further than the Human Resources department. Some of the most valuable and direct benefits of employee engagement are:

benefits-employee-engagement-increased-productivity
1.

Increased Employee Productivity: Engaged employees are more productive because they know their job enables them to utilize their strengths. Why does this matter? If employees are encouraged to complete work that utilizes their strengths, they are set up for immediate success. Enabling employees to do what they do well not only gives them a sense of satisfaction, but makes it easier for them to meet - and exceed - targets, goals, and quotas.

A recent study shows that the sentiment ‘If I contribute to the organization’s success, I know I will be recognized’ was a top driver of employee engagement in 2018. Highly engaged employees know they will be commended and rewarded for being productive and are therefore more likely to go above and beyond.

benefits-employee-engagement-decreased-turnover
2.

Decreased Turnover: Engaged employees turnover less often for three core reasons. First, engaged employees know that if they contribute to the organization’s success, they will be recognized. Second, they see professional growth and career development opportunities for themselves within the organization. And third, transparency throughout the organization means that when the organization makes changes, they understand why. These three pillars enable employees to connect emotionally and mentally to the present and future.

benefits-employee-engagement-increased-innovation
3.

Increased Innovation: Engaged employees foster innovation because they know that their opinions matter. They are given the resources they need to develop and nurture new ideas. Consistent feedback allows them to challenge themselves and their peers to innovate with new ideas, solutions, and products. Engaged employees are not afraid to fail when attempting new initiatives. That’s because a highly engaged organization treats failure as an opportunity to grow and learn. Instead of fearing failure, engaged employees feel as though their job is challenging and interesting. Trackable feedback allows them to see how they have grown over the course of their tenure with the company.

Engaged employees foster innovation because they know that their opinions matter.
benefits-employee-engagement-decreased-workplace-injury
4.

Decreased Absenteeism: Engaged employees show up to work more because they know that the leaders of their organization value employees as the most important resource. This means that employers take necessary steps to listen to and transform the ways that their employees work best. Whether it’s providing resources to work remotely, or accommodating flexible work schedules, employees show up because work aligns with their lifestyle.

benefits-employee-engagement-decreased-workplace-injury
5.

Decreased Workplace Injury: Engaged employees are less likely to get hurt because their work environment is predictable, stable, and managed effectively. Gallup reports that highly engaged, top-quartile work units demonstrate 70% fewer safety incidents. Why? Because organizational leaders recognize employees as their most valuable asset, they actively work to ensure and promote workplace safety. When employees aren’t concerned for their safety in the workplace, they become more engaged, more productive, and more likely to stay with the company.

Instead of going mindlessly through daily motions, employees recognize the importance of their individual contribution - and they are held accountable when necessary. Employees are rewarded for taking proactive steps to improve the workplace environment and are recognized by peers and management for their contributions. If employees have concerns about workplace safety, their opinions are heard, respected, and addressed.

When you invest in employee engagement, you’re investing in more than a human resources program. You’re contributing to the health, safety, productivity, and retention of your employees. In other words, the benefits of engaged employees are priceless.

4

Increased Employee Engagement Leads to:

employee-engagement-higher-profitability
22% higher profitability
stock-price-icon
26% greater stock price growth
unmatched-customer-experience
unmatched customer experience
5X-recommend
5X more likely to recommend
  1. Increased Profitability: When employees are more productive, they are more likely to meet their goals, quotas, and deadlines. Reduced turnover means you spend less money searching for and retaining qualified talent. A safer work environment means you can avoid costly insurance and legal expenses. All these come together to dramatically improve your bottom line.
  2. Increased Stock Price: Employee outlook on the organization has become more and more important to predicting the success of stock value. If employees have a positive outlook on the company’s future, the public likely will as well. This can lead to increased stock prices.
  3. Better Customer Service: Engaged employees also lead to engaged customers. When employees feel emotionally connected to their company, they provide better customer service. In fact, leading customer service organizations report 60 percent more engaged employees. As true advocates of your brand, highly engaged employees aren’t just advocating to friends and family; they’re helping your customers and prospects see the value of your products and services. Building a customer success program is easy when your employees are willing to proactively identify and execute on opportunities to improve customer service.
  4. Better Recruitment Success: Smaller, middle-market firms are particularly likely to report difficulty recruiting people with the right skills, but recruiting and retaining top talent is a struggle across the board. Nearly 4 in 10 mid-market companies say lack of talent constrains their ability to grow. Highly engaged employees are like magnets for top talent. As they share their satisfaction with their job with their social networks, they become valuable assets to your recruitment initiatives. In fact, highly engaged organizations are five times more likely to recommend that a friend or relative apply for a job at their company.
5

How to Measure Employee Engagement

Before you can think about improving employee engagement, you have to know where you currently stand. How do you measure engagement? One of the most accurate and efficient ways to find out is with an employee engagement survey.

how-to-measure-employee-engagement

Types of Employee Engagement Surveys

  1. Census Surveys: A census engagement survey is a company-wide survey (often conducted annually) designed to give managers and leadership an idea of engagement at an organizational level. First and foremost, a census survey must include items scientifically proven to measure employee engagement. Once the core of the survey is determined, companies often include additional items to dig deeper into specific issues. Here are a few examples:
    1. Job Satisfaction: Are employees happy with their jobs? (Here are some questions to ask employees about job satisfaction.)
    2. Culture: Do employees feel like they fit the mold? (Check out these employee questions about culture.)
    3. Management: What do front-line employees think of their leaders? (Include these employee survey questions about management.)
    4. Company Values: Do your employees feel connected to your mission and core values? (Here are some questions to validate your company values.)
  2. Lifecycle Surveys: Lifecycle surveys allow you collect feedback from employees from key moments in their career with the organization. Examples include:
    1. New Hire Survey: What do new employees think of your onboarding process? What was their perception at the 30-, 60-, and 90-day marks? What’s their outlook on the future?
    2. Stay Survey: Why are employees still working at your company? What could drive them to leave? What can be done to prevent it?
    3. Exit Survey: Why did an employee leave your organization? How did the turnover impact remaining employees? What can you do to prevent other employees from leaving?
  3. Pulse Surveys: A pulse survey is designed to help you evaluate the pulse of your organization on any topic at any time. This is especially important during times of transition - such as acquisitions and mergers - mission or focus changes, and executive or management changes.

Regardless of what kind of employee perceptions you’re trying to uncover, there are some survey questions you should never ask on a census engagement survey.

Why is Measuring Employee Engagement So Difficult?

While a survey is a good place to start, there is far more to measuring employee engagement. The purpose of collecting data is to be able to track trends over time and use your results to take action. Here are some reasons why your engagement survey may be yielding unclear or inaccurate results:

  1. You’re not using the right kind of survey. Engagement surveys are not a one-size-fits-all. And while an NPS survey may seem simple, to accurately track engagement within your organization or department you may need to use a specialized survey. Format is also important. Ask too many questions and your results may not be as accurate; employees may get tired of answering questions that make them feel as though their time is being wasted. Ask too few questions and your survey won’t feel actionable.
  2. You’re not tracking results over time. Engagement changes over time. Just like your bottom line, you hope to see it grow over time. However, to accurately measure and improve employee engagement, you need to record your survey results the same way you meticulously track your business finances. Be sure to keep your engagement results in a central repository so that you can access and track results in the past and future.
  3. You aren’t sharing the results with the right people. Transparency is important when measuring employee engagement. You need to be sure you are sharing your results with people in your company that can take action. In many cases, that will be your team leaders. It may also make sense for you to publish the results to employees who took the survey so they know their opinions have been heard. Not sure what to do with your employee survey results? We’ll cover that in a minute.
  4. You are creating surveys internally. Running your survey internally can lead to drastically skewed or inaccurate data. When employees are asked questions from the people within the company who are responsible for promoting or firing them, they are less likely to answer questions honestly. You may also find that many employees choose not to participate.
6

Work with a Partner to Measure Engagement

Some organizations choose to work with a third party to measure engagement. Whether your business is a small startup or an international enterprise, you can benefit from working with a third-party employee engagement software provider to measure engagement.

Why is Working with a Software Provider a Good Idea?

  1. An internal evaluation is biased. No matter how hard you try to remain unbiased, you won’t be able to evaluate your survey results without bias. Confirmation bias is a huge problem among organizations that conduct their own engagement surveys. Confirmation bias is the tendency to search for, interpret, and remember information based on your own preconceptions. A third-party survey vendor can help you keep the survey analysis as focused and as accurate as possible.
  2. Your employees may not trust you. It’s imperative that the data you collect from employees is as accurate as possible. Inaccurate survey results can lead to wasted hours and dollars on initiatives that do not increase employee engagement. However, if your employees know that the people with the power to promote — or fire — them are handling the survey results, they will be more likely lie or omit information. A third-party vendor helps to ensure anonymity and confidentiality so your results are more reflective of the true pulse of your organization.
  3. You’re not an engagement expert. A third-party vendor will have experience working with several companies of your same size and industry. This experience grants them insight and advice that can help you successfully measure engagement and outline tangible steps you can take to improve your results over time.
  4. You have other priorities. Whether you’re a human resources professional or in management, measuring employee engagement is not — and should not — be your job. Improving employee engagement once you have the results should be your focus.

Looking for employee engagement survey vendors?

Find out what you should be searching for here.

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What to do with Employee Survey Results?

Once you have the results of your employee engagement survey, it’s time to take action. Here’s what to do with your employee survey results.

  1. Communicate Your Results: Share results of the survey with the company while remaining open and objective.
  2. Talk Openly About Results in Smaller Groups: Have a moderator work with teams to open a discussion about the results in a small setting.
  3. Select Areas to Improve: Have employees select areas that they think should be a priority for improvement. Then, the group should come to a general consensus on what the priority is.
  4. Discuss Critical Areas and Ideas for Improvements: Once the group has determined the priority areas of focus, spend some time exploring the ‘why’ and identify potential solutions.
  5. Make Decisions: The group should decide what the best next steps should be to address the priorities.
  6. Implement Decisions: If members of the group are not the best people to implement change, then the moderator should inform management of the recommended steps to improvement.
  7. Check In and Re-Evaluate: Check in on progress after a week, a month, or two months, depending on the scope of changes.
7

Is Measuring Employee Engagement Enough to Improve It?

When employers recognize the need to evaluate and improve employee engagement, the first step is to invest in or create the surveys needed to measure current engagement. However, measuring employee engagement only diagnoses the problem. It’s a bit like stepping on your bathroom scale. Your scale will tell you your current weight, but it won’t help you lose weight.

Employee engagement surveys are the same. They measure your score, but they don’t help you understand why your score is that number, or what steps you can take to improve your results over time.

Similarly, sending an engagement survey to your employees implies that you plan to do something about the results. Surveying your employees without action can communicate that you do not truly care about your employees or their ideas.

8

How Can You Increase Employee Engagement?

So, now you’re wondering how to increase employee engagement. There are three critical steps that your organization needs to take. It’s important that leaders in the organization - managers, directors, and the executive suite:

increase-enagement

  1. Listen: To improve employee engagement, you have to listen. Don’t just read your survey results or feedback reports. Listen to them. What patterns have emerged? Is anything surprising? How can you segment your responses by demographics? When you actively listen to what your employees want, to their feedback, and to the company’s cultural patterns, you are making the first step toward understanding engagement opportunities. Don’t forget that knowing that their opinions matter to leadership is a top driver of employee engagement.
  2. Focus: Once you’ve listened to - and heard - the areas of opportunity and improvement within your organization, it’s time to focus on problem solving. Prioritize ideas and opinions and decide which can have the largest impact. Determine which areas of improvement are essential to your business growth and strategy in the short- and long-term.
  3. Transform: Once you have your employee engagement improvement playbook laid out, it’s time to roll your shirtsleeves and do the dirty work. Make your insights a reality. Be sure you are communicating your steps and commitment to change to your organization.
Remember that employee engagement is not a one-and-done initiative. Improving engagement should be as routine as pulling financial reports. Determine a cadence that is best for your organization. Request feedback and implement transformation on a monthly or quarterly basis.

Looking for some ideas on how to improve employee engagement?

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9

What Role Do Managers Play in Improving Employee Engagement?

Everyone in the organization is important when it comes to driving employee engagement. But there is one role which is foundational to engaged employees: managers.

Managers are key to improving employee engagement because engagement is driven locally, even if it is reported globally. The manager is important because he or she is the most intimate and consistent interaction employees have with the organization. Managers, therefore, have the largest ability to impact employee engagement. An employee is not likely to feel connected or engaged with an HR representative that is 4,000 miles or ten floors away.

Managers, therefore, have the largest ability to impact employee engagement.

While the human resources department typically makes changes that are generally good for the organization, managers are able to build relationships that leverage that human individuality and variability. That, in turn, will unleash greater loyalty, engagement, performance, and business success. It is a “win-win-win-win” among employee, manager, business, and consumer.

Conversely, management can also detract from employee engagement. If your management doesn’t have access to the tools they need to foster positive engagement, you could be spinning your wheels - or making things worse. Why? Because managers can make employees love their jobs or dread coming to work. As the accurate cliché states: People don't leave organizations, they leave their managers.

How Can Managers Improve Employee Engagement?

Employees have four core needs that must be met in order to be engaged. Managers are the best equipped to implement these core needs because they interact with the employees regularly and locally.

manager-coaching-professional-development
1.

Coaching and Professional Development: Only 65.6% of employees have been directly coached by a manager or supervisor in the last 12 months. This is an enormous detractor from engagement. Visibility into company growth and professional development opportunities is a top driver of employee engagement according to a recent survey. Providing regular coaching and professional development opportunities to employees through the management staff is key to improving engagement.

manager-recognize-performance
2.

Recognize and Acknowledge Performance: Receiving recognition from management and peers is a top-5 driver of employee engagement. However, 82% of employees say it’s important to receive recognition from their immediate manager or supervisor as compared to 63% who put importance on peer recognition. Providing channels and opportunities for management staff to regularly recognize the employees they are responsible for is key to engagement growth.

manager-value-employee-voices
3.

Value Employee Voices, Ideas, and Opinions: One of the top drivers for employee engagement is knowing that their opinions count in the workplace. When employee ideas are dismissed or ignored, they don’t feel incentive or motivation to innovate or go above and beyond. Providing a channel for employees to voice their ideas and be heard by management and peers is critical for engagement.

manager-alignment-to-vision
4.
Alignment to Vision, Fit, Goals, and the Future: In order for employees to know where they’re going, it’s important to begin tracking their success with the organization. From hire to exit interview, there are endless opportunities to connect with employees about how their role and priorities align with the company’s vision. As employees change and grow, management should check to make sure the employee is in the best role to showcase the employee’s strengths. Similarly, management should regularly record and check in on individual goals for the short-term and in the future.

Need some ideas on how your managers can make an immediate positive engagement impact?

Read these 6 surprising engagement ideas for managers.

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Even if you implement some of the best employee engagement ideas, improving employee engagement is impossible to do without some degree of support. That’s where employee engagement software comes in. Employee engagement software helps to build and maintain engaging workplace behaviors.

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Employee Engagement Software

Sure, you can use a free survey tool to ask questions. But a comprehensive engagement software not only measures engagement; it is your roadmap to tracking, communicating, maintaining, and reporting on engagement throughout your organization. Most importantly, your engagement software must map with the three steps to building employee engagement: Listen, Focus, and Transform.

What are the Essential Components of Employee Engagement Software?

1. Asking for Employee Feedback

Asking questions is the core of measuring and improving employee engagement. A comprehensive survey tool will enable you to:

LISTEN

Collect employee favorability and open-ended thoughts with three core survey types: Census Surveys (annual surveys), Pulse Surveys (at any time), Lifecycle Surveys (at a particular workplace milestone).

FOCUS

Features like text analytics and demographic slicing allow you to segment and better understand employees’ feedback. This allows you to quickly identify the issues that matter most to your employees, saving time and resources.

TRANSFORM

Armed with quantitative and qualitative data, you can take action confidently. Address concerns based on data, not bias.

2. Recognizing Employee Success and Effort

Recognition from management and peers is paramount to building employee engagement. Giving and receiving recognition shouldn’t be a hassle - or limited to a monthly or quarterly meeting. Look for a software with intuitive and live feedback features.

LISTEN

An intuitive recognition tool allows management to read and listen to what peers are saying about your employees. Learn about events or milestones that may have otherwise gone unnoticed, and gain understanding into what your employees value.

FOCUS

By gathering recognition into a single, trending system, you can analyze and understand what your employees do best.

TRANSFORM

Transform your company culture into a participative group that values and rewards accomplishments and behaviors unique to your company’s culture.

3. Goal Setting and Tracking

How do you align individuals, teams, and your entire organization to a single set of company goals? It takes more than an email memo. A real-time goal setting and tracking software gives you immediate, real-time access into how individuals and teams are trending toward goals.

LISTEN

Listen to your employees’ goals and view their progress toward them in real time. When employees meet goals, set another for improved innovation and growth. Don’t limit goal reviews to a quarterly cadence.

FOCUS

With your metrics tracked in a central location, you can view where your employees are succeeding and provide recognition. You can also narrow in on where employees are struggling using metrics that mean the most to your organization.

TRANSFORM

Transform your organization from a basic ‘performance rating’ to an organization that has true visibility into the success and opportunities of individuals, teams, and the organization as a whole.

4. Giving and Receiving Feedback

Feedback is just as valuable as recognition when building employee engagement. Search for a system that allows employees and management to give feedback in a way that improves individuals and the organization as a whole.

LISTEN

Attributed or anonymous feedback allows peers to give continuous feedback. But it’s not just limited to employees. Feedback can be requested from outside partners, direct reports, and customers. Get feedback from anyone about anything, from anywhere.

FOCUS

Feedback can be corralled into a single feed, which makes it easy to identify trends and focus on areas of improvement. 

Two-way instant messaging allows your employees to better understand their feedback and the steps they need to take to improve.

TRANSFORM

From meaningless and sometimes harmful feedback loops to a continuous, incremental improvement model.

Funnel your feedback into a larger employee model to track goals and recognition moving forward.

5. Mapping and Tracking 1-on-1s

One-on-one meetings with managers or supervisors is critical to connect with your employees mentally and emotionally. One-on-ones ensure that employees are able to express their ideas, feedback, or concerns in an individualized, personalized setting.

LISTEN

Listen to your employees' concerns, challenges, and successes. Discuss growth and development. Be sure you have the ability to record notes, goals, and follow-up.

FOCUS

Easily see a record of past conversations in a feed that integrates with recognition, feedback, and goals so you have a complete picture.

TRANSFORM

Transform your one-on-ones from unproductive, routine check-ins to an open, two-way continuous conversation over the course of your employees' tenure.

What else should your engagement software have?

  1. Ideas and Alerts: No one is born knowing how to be a good manager. Automated alerts and accessible educational content help your managers increase engagement while respecting their busy schedules.
  2. Analytics: You shouldn’t have to have a degree in statistics or I/O Psychology to measure, analyze, and increase engagement. Analytics allow you to understand and act in confidence, making it easy to get to know your organization.
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Final Thoughts

Employee engagement is more than just a survey. To build an organization that truly values its employees as its most valuable asset, you have to take action. Engaged employees aren’t just more productive, but data proves that engaged employees can lead to a better bottom line. In order to remain competitive in the digital age - and recruit and retain the best staff - you should have a plan to measure and maintain employee engagement throughout your organization.

Employee engagement isn’t possible without empowered management staff. As management works directly with your employees, they are the best resource you have in improving engagement. Providing your management staff with the tools they need to measure, report on, and improve engagement is easy with a comprehensive and user-friendly employee engagement software.

Quantum Workplace provides an all-in-one employee engagement software that makes managers the central drivers of workplace culture.  Want to see if it’s the right fit for you? Schedule a free walkthrough of our entire product suite.

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