WHITE PAPER
IS IT TIME TYPICAL METHODOLOGIES USED IN
ENGAGEMENT SURVEYS
TO RETHINK Many engagement surveys used by larger
organizations today incorporate highly
EMPLOYEE analytical survey methodologies that are
ENGAGEMENT?
based on proprietary models of engage-
ment. Common characteristics of these
methodologies include:
> An “overall engagement index” made
MARK PHELPS Are you disappointed with the results you up of a small set of emotion-related
PRACTICE LEADER see from your organization’s employee questions that ask associates to quantify
AND MANAGER,
EMPLOYEE ENGAGEMENT, engagement strategy? their feelings, loyalty, commitment, etc.,
DDI
to their jobs and organization. This small
Do your action planning efforts fall short
set of questions becomes the de facto
year after year?
definition of employee engagement
Are your mid-level leaders frustrated with within the organization.
how employee engagement is calculated > Associates are asked anywhere from
and, as a result, do they put more effort 40 to 100 (or more) questions about
into challenging the methodology than their work environment.
taking action?
> Based on a proprietary algorithm, each
Are your senior leaders still not fully on group’s report identifies the handful of
board and holding all leaders accountable aspects purported to be the most impor-
for increasing engagement? tant for that group’s engagement level.
If you answered “yes” to one or more of the > Action planning activities do not get the
WHITE PAPER — IS IT TIME TO RETHINK EMPLOYEE ENGAGEMENT?
above questions, it may be time to rethink traction they need.
your approach to measuring and increasing From our experience, most highly analytical
employee engagement. survey methodologies can result in one or
Many organizations are rethinking their more of the following issues or problems:
engagement surveying and action planning > Variation in associate emotions.
activities because they aren’t delivering on Even on a daily basis, changes in associ-
the promise of building a high-engagement ates’ attitudes toward their work and
culture. Combine mixed results with the their employer can cause fluctuations
huge time and resource commitment that in the overall engagement index. These
many approaches require, and it’s clear that changes in attitude often are based on a
change is in order. variety of internal and external factors
(e.g., overall economic outlook) that are
out of leaders’ control.
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© Development Dimensions International, Inc., MMIX. All rights reserved.
> Lack of transparency. Most methodolo- whom they launch surveys and produce
gies include in their approach complex reports. Very few of these suppliers
statistical algorithms and even “black box” invest significant resources into helping
proprietary computations. In today’s busi- their clients increase employee engage-
ness environment where transparency is ment, even though most initiatives fall
a highly valued attribute, trust and confi- short in this critical step.
dence in the entire process is jeopardized
when it is difficult or impossible to RETHINKING ENGAGEMENT
explain exactly why or how key metrics We believe it is time to rethink engagement,
are determined.
both how it is measured and how it inte-
> Correlation vs. causation. Many grates into an organization’s larger talent
engagement models place significant management strategy. While most engage-
importance on “correlations” between ment survey methodologies used by larger
the overall engagement index and organizations today are solid from a research
various business performance metrics. and analytical perspective, we believe these
Unfortunately, many leaders and associ-
approaches are not the most efficient or
ates have the misperception that a corre-
effective way to measure and move the
lation between two constructs implies
needle on employee engagement.
causation which leads to unproductive
discussions and debate—instead of taking DDI believes organizations should consider
action to address the underlying issues. the following to increase the value of their
> Leader frustration. At all levels, leaders employee engagement strategies:
often become frustrated when their > Start with the end in mind. Focus
improvement initiatives—even when leadership attention on increasing
improvement is fully acknowledged by employee engagement, not just measuring
associates—do not have a direct positive it. Measurement alone does not create
impact on the overall engagement index more engaging leader behaviors.
for their group.
> Survey fewer items to increase buy-
> Lack of organizational focus. It is in and encourage discussion. It’s
difficult to create organizational focus true that engagement surveys with lots
WHITE PAPER — IS IT TIME TO RETHINK EMPLOYEE ENGAGEMENT?
around engagement when different of questions can “drill down” to provide
groups are attempting to work on as more granular results than a survey with
many as 50 to 100 different aspects of fewer questions. The value of asking
the work environment. Just as senior more survey questions, the thinking goes,
leaders understand that they must limit is to provide more of the “why” behind
their organization’s focus to a handful the results. Unfortunately, this added
of business goals or strategies, realizing granularity can cause leaders to “jump to
a meaningful impact on engagement conclusions,” and not see the full impor-
requires a concentration of attention, tance of discussing survey results and
effort, and resources on those few aspects reaching a consensus with associates on
that most affect engagement levels. action plans to increase the level of
> Primary goal is measurement. Nearly engagement in their work environment.
all engagement survey suppliers have
developed a large base of clients for
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© Development Dimensions International, Inc., MMIX. All rights reserved.
> Redefine employee engagement. > Remember, engagement is all
Our experience is that a practical and about heart. By almost any definition,
easy-to-accept calculation of the overall employee engagement is all about heart.
employee engagement index is far more Associates in a highly engaging work
beneficial than a complicated one. This environment show their passion and
redefinition eliminates complex or “black commitment, go above and beyond, and
box” calculations, and increases trans- demonstrate a true sense of ownership
parency. For example, DDI’s overall of the success of their organization.
engagement index is the sum total of Few people can “think their way” to
our 17 research-based actionable engage- becoming more engaged, or more
ment items/questions. (See Appendix engaging. We believe every aspect of
for a list of the 17 engagement questions an employee engagement initiative
used in DDI’s E3® engagement measure- should be designed to invite and excite
ment tool.) all associates to work toward a highly
engaging work environment.
> Shift leader focus to “engaging
others.” Many leaders struggle attempt-
ing to find ways to create more “engaged ABOUT DDI’S EMPLOYEE ENGAGEMENT
associates.” Even the concept of trying to CONSULTING SERVICES
change the way others feel can seem awk- DDI’s Employee Engagement Consulting
ward. We believe the engagement survey Services provide organizations with a com-
and action planning process should be prehensive yet cost-effective approach
designed to encourage leaders to become to measuring and increasing employee
more engaging, and to foster associates to engagement. We tailor our solutions to each
be more engaging to each other. client’s needs, and we keep our focus on
> Make action planning part of per- helping you build a highly engaging work
formance management. We believe environment to drive business performance.
that action planning activities should be
To learn more about our E3® engagement
fully integrated into an organization’s
performance management process. measurement tool, or our approach to
An organization that positions its action measuring and moving the needle on
planning process outside of or apart employee engagement, contact your
WHITE PAPER — IS IT TIME TO RETHINK EMPLOYEE ENGAGEMENT?
from its performance management DDI representative, or call our Client
process creates competing accountability Relations Group at 1-800-933-4463.
systems that distract everyone from Additional information is also available
business execution. at www.ddiworld.com.
ABOUT THE AUTHOR
Mark Phelps leads Development Dimensions International (DDI)’s employee engagement consulting practice
and provides consulting support for larger, more complex opportunities within the Leadership Solutions Group.
Mark has over 25 years of combined internal and external consulting experience, holding leadership positions
in research and development, project management, and delivery of human resource solutions as well as sales
and marketing.
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© Development Dimensions International, Inc., MMIX. All rights reserved.
APPENDIX
E3® EMPLOYEE ENGAGEMENT SURVEY ITEMS
5 Point Rating Scale: Strongly Disagree / Disagree / Neither Agree nor Disagree / Agree / Strongly Agree
ALIGN EFFORTS WITH STRATEGY
1. Overall, I have a good understanding of what I am supposed to be doing in my job.
2. I am kept well informed about changes in the organization that affect my work group.
3. My work group makes efficient use of its resources, time, and budget.
4. In my work group, meetings are focused and efficient.
5. In my work group, people are held accountable for low performance.
EMPOWERMENT
6. I can make meaningful decisions about how I do my job.
7. I find personal meaning and fulfillment in my work.
TEAMWORK AND COLLABORATION
8. People in my work group cooperate with each other to get the job done.
9. In this organization, different work groups reach out to help and support each other.
CONTACT INFORMATION 10. People in my work group quickly resolve conflicts when they arise.
WORLD HEADQUARTERS 11. People trust each other in my work group.
412.257.0600
E-MAIL INFO@DDIWORLD.COM
GROWTH AND DEVELOPMENT
WWW.DDIWORLD.COM/LOCATIONS 12. My job provides me with chances to grow and develop.
13. In my work group, people try to pick up new skills and knowledge.
14. In my work group, people are assigned tasks that allow them to use their best skills.
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SUPPORT AND RECOGNITION
15. In my work group, my ideas and opinions are appreciated.
16. I get sufficient feedback about how well I am doing.
17. People in my work group understand and respect the things that make me unique.
OVERALL ENGAGEMENT INDEX = AGGREGATE OF ENGAGEMENT SURVEY ITEMS 1 - 17
The last three survey items (same rating scale) are included to provide insights into satisfaction, referral and loyalty, and to
®
provide a bridge from traditional employee surveys to the E3 .
18. I am satisfied with my job.
19. I would recommend employment at my organization to my friends or family.
20. I feel a sense of loyalty to this company.
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MKTLDWP25-12090MA © Development Dimensions International, Inc., MMIX. All rights reserved.