Blanket Solutions Don’t Solve Engagement Issues

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Often, organizations fall victim to “blanket solutions” geared toward fixing the problems of one type of performer or work group, and it’s usually the lowest performer.  Often, management views low engagement scores, and their initial instinct is to address the causes of these low scores.  As a result, solutions or action plans are created that apply to the whole organization.  However, these sometimes only address a small part of the employee population or a few work teams.

Instead, what managers must do is focus on the larger picture while addressing the trouble spots.  Action planning and process improvement may need to be different for the top performers versus the bottom performers.  Segmenting your work groups into levels of engagement can highlight key differences and help set the framework for development of targeted action plans focused on key work teams.  Managers need to recognize that different interventions may be necessary to bring about change in bottom performers versus top performers

What Good is a Survey Without Action?

Often, organizations spend so much time in the planning phase of a large-scale survey program sweating out all the many details of the survey launch itself that they forget to save some time and attention focused on the results.  What good is a survey if you don’t act upon the results!

If you want to improve employee engagement, customer satisfaction, increase market share, etc., you need to follow through with actions.  Senior management support is critical for any action planning initiative to be successful.  At every level, management needs to make sure that teams and work groups have the authority and the resources they need to understand the issues identified in the survey results.  When everyone is involved in analyzing, prioritizing and developing action plans, it’s a best practice for survey success focused on improving employee engagement and organizational outcomes.

Avoiding the Survey Slump

Here’s a must read for all companies who have surveyed their employees in the past, gather the results, but don’t follow through with action planning, or a grand attempt is made in the beginning, but fizzles out as time wears on.

An excerpt from the article describes the “Survey Slump”:

“In many survey processes, a phenomena called the “survey slump” seems to set in somewhere between the delivery of survey results and the launch of the next survey. Organizations that conduct employee surveys on a regular basis know this time well. Excitement builds around the delivery of the results as managers look to see if their scores have improved (or declined). Everyone wants to know if the actions taken had any effect.”

Here is the article, “Avoiding the Survey Slump” in its entirety. Let me know what you think about it.