Employee Engagement Studies
Gathering the Data
Improving Employee Engagement
Employee engagement scores have been flat for years, yet employee turnover has only increased. These once a year studies aren’t helping inform meaningful action, especially since they can’t capture the spectrum of the employee experience.
The key to employee engagement is understanding it is not a one-way street. Employers share the responsibility of making sure their employees are engaged. When engagement is shared between the employer and employee, engagement increases. That is why we categorize it as EmployeR Engagement. Create the organizational climate wherein employees choose to be engaged throughout their time with the organization.
How We Help
Creating high EmployeR Engagement starts by simply listening to your employees across their timeline with the organization. Using Work Institute’s unique Voice of the Employee approach, employees provide/share what is most important in creating the conditions where they will most likely be engaged from the recruitment process all the way through their exit.
Our EmployeR Engagement model is different because we ask the critical question “Why?” to corresponding survey number rankings. It is difficult to act on a rating, but you can act on a reason. The only way to get to a reason is to ask why.
In the EmployeR Engagement model, you are consistently gathering feedback around the recruiting process, training & onboarding, first year, and high potential stay interviews, quick quantitative pulse surveys and high-quality exit interviews.
Using these various data points, your workforce expert will partner with you on an on-going basis to create specific short and long-term action plans to celebrate strengths and improve in areas of opportunity.
To reduce costs associated with disengagement and turnover, Renal Advantage, Inc. (RAI) conducted a baseline EmployER Engagement survey with their entire employee population. They needed to know the reasons employees were disengaged and quitting. They focused on the key drivers of organization, manager, team and job.
Work Institute surveyed the entire workforce to gather baseline data and goals were set based on the initial results. The Human Resources team, with the help of Work Institute consultants, evaluated interventions as part of an evidence-based action planning initiative using data obtained from the interviews.
This process was followed over the next four years and the results were impressive.
- The number of employees that rated their organization as ‘excellent’ increased by 22%
- The number of employees rating their manager as ‘excellent’ improved by 10%
- The number of employees with an intent to leave within the first year decreased from 22% to 16%
In an industry where disengagement is high and employee turnover seems even higher, they reduced employee turnover by 75% and the costs of service delivery was the lowest in the industry.