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Are annual engagement surveys outdated? If you look strictly at the numbers, the answer is no. As recently as 2019, 74% of companies still planned on using traditional methods to survey their staff on job and workplace sentiment. However, this number is on the decline from 89% in 2015. Are companies giving up on finding out how their employees feel about work? No, but they are looking for ways to modernize their approach.
Here are three popular techniques making their way into engagement evaluation.
- Gathering engagement data more frequently. Feedback from the traditional engagement survey quickly becomes stale. Rather than waiting for annual or biannual feedback, many companies are moving to a more frequent cadence. A “pulse survey” fits the bill. This term refers to a type of survey sent out regularly that focuses on a subset of questions regarding employee experience. Frequencies can range from daily to every few months. Human Resource departments and leadership can use a more agile approach to analyzing and responding to feedback.
- Leveraging data science. Organizations that kicked the annual engagement survey to the curb may look to use employee data on hand. For example, your company may have a social recognition and feedback tool already in place. This tool likely holds a mass number of employee comments found in various threads. A skilled data scientist can use data mining and machine learning techniques to gather new insights by looking at changes in employee attitudes and platform engagement. This predictive approach helps organizations be proactive in assessing trends and finding solutions.
- Providing transparency to employees. Years ago, employees were the last contingent to hear about engagement trends. They were prompted (sometimes bugged) to complete lengthy surveys and then never heard another word about what happened totheir feedback. Today, progressive companies view employees as key stakeholders. Results are shared openly, whether it is a full report on the results or options to participate in focus groups addressing new trends. Employees want to be involved in the process, rather than be an afterthought. Companies should push communications out on a regular basis and follow up, pointing out not only what is being done to address areas of improvement but also to celebrate improvements.
Do not rest on your laurels when assessing employees’ commitment to their job and organization. Employee engagement is not a task that can be completed. It is not a “to do” to check off the list. It is a fluid process that requires participation from the entire company. A part of that development includes an evaluation of your approach and technology to ensure you are gathering accurate and actionable data.
