{"id":1098,"date":"2024-07-03T11:28:00","date_gmt":"2024-07-03T11:28:00","guid":{"rendered":"https:\/\/mo.work\/uncategorized\/employee-engagement-surveys-what-happens-next\/"},"modified":"2025-02-03T14:36:26","modified_gmt":"2025-02-03T14:36:26","slug":"employee-engagement-guide","status":"publish","type":"post","link":"https:\/\/mo.work\/insights\/employee-engagement-guide\/","title":{"rendered":"Employee Engagement Surveys: What Happens Next?"},"content":{"rendered":"\n

What comes after an employee engagement survey? In this article, we explain the problem with conducting an engagement survey in isolation \u2013 as well as how to take action to improve retention, productivity and connection.<\/p>\n\n\n\n

Measuring employee engagement reveals a blind spot. Only 20% of employees are engaged<\/a> in the workplace. As Ezra Klein notes in the New York Times<\/em>, \u201cSomething truly wild is happening in the American labour market right now,\u201d with similar trends seen across most Western countries.<\/p>\n\n\n\n

Employee Engagement Trends Have Changed<\/h3>\n\n\n\n

Ever since The Great Resignation<\/a> in 2021, you may struggle to find a company genuinely unconcerned about employee retention. Well, maybe not X. For others, the fact that most of the global workforce achieves the bare minimum with little emotional attachment is a cause for concern.<\/p>\n\n\n\n

To improve productivity and retention metrics, company culture must be a priority. Low employee engagement is a symptom of poor culture, not a cause. Efforts to improve these areas should be coordinated and use the latest employee engagement strategies<\/a>.<\/p>\n\n\n\n

By understanding your staff\u2019s experience, and taking action to improve key values as a consequence, companies will be a step ahead of the competition on many key metrics.<\/p>\n\n\n

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Enthusiasm for Work is Declining<\/h3>\n\n\n\n

In the Times<\/em>, Klein goes on to highlight the problem of falling enthusiasm for hard work as a lifestyle. \u201cThe proportion of Americans who say they plan to work beyond the age of 62 has fallen to new lows. Workers are demanding not only higher wages but better work\/life balance. And some companies are even beginning to experiment with the idea of a four-day workweek.\u201d<\/p>\n\n\n\n

Why Does Employee Engagement Matter? <\/strong><\/h2>\n\n\n\n

Employee engagement is a complex metric. Why? It\u2019s about emotional commitment. To be engaged, employees need to prioritise their job, professional goals, and company mission while in the workplace. They need to feel empowered to meet their potential, making the employer\/employee relationship inherently reciprocal. And yet, building an authentic culture of engaged employees is getting harder due to job instability and perceived wage stagnation. Remote working has only amplified this.<\/p>\n\n\n\n

Engaged employees pay dividends for their companies by reducing churn and boosting overall company performance. But how do you codify your employees based on engagement status? Keep reading for Mo\u2019s proven strategy on how to take action after an engagement survey through our Insights to Action<\/strong> method.<\/p>\n\n\n\n

Employee Engagement Profiles: <\/strong><\/h3>\n\n\n\n

\ud83d\ude80 Highly engaged:<\/strong> These employees will have extremely favourable perceptions of their workplace. They will be advocates for your company and intend to stay long-term, showing great loyalty. They tend to be among the most productive employees in your workplace.<\/p>\n\n\n\n

\ud83d\ude0a Moderately engaged:<\/strong> These employees will have a favourable view of the workplace, but something is holding them back from falling into the highly engaged category. They typically like their work and have great relationships with their teammates but are willing to leave for a better opportunity.<\/p>\n\n\n\n

\ud83d\udc4e Barely engaged: <\/strong>An employee who is barely engaged will have a dispassionate attitude towards the workplace. They will lack the focus or motivation to perform to their best potential and are at high risk of leaving the company.<\/p>\n\n\n\n

\ud83e\udee3 Disengaged: <\/strong>Disengaged employees are negative towards the workplace and will be disruptive with their concerns. Their critiques go beyond healthy feedback and are not there to help build a better workplace. These employees tend to harm the productivity of everyone else around them.<\/p>\n\n\n\n

Employee Engagement Works: The Evidence<\/h2>\n\n\n\n

Studies show that employees invested in their roles are more productive than those who aren\u2019t, and a Gallup poll found that engaged employees are 21% more productive<\/a>. Engaged employees work hard and are always willing to go the extra mile to fulfil their jobs.<\/p>\n\n\n\n

When employees are disengaged from their work, tasks will feel like they\u2019re dragging. 73% of employees would consider leaving their jobs<\/a> for the right offer, even if they weren\u2019t actively seeking new opportunities.<\/p>\n\n\n\n

According to Forbes<\/a>, a positive company culture is \u201cdesigned, first and foremost, around its company values.\u201d Creating a culture of employee engagement requires \u201cchecking in with employees to ensure that the company mission aligns with the ways that people currently work and the ways that they want to work.\u201d<\/p>\n\n\n\n

Human beings crave a sense of purpose and belonging. To implement real change, we must employ habits to support our journey. These habits are best role-modelled by managers \u2013 yet managers often fail to take action<\/strong> after a disappointing employee engagement survey.<\/p>\n\n\n\n

The reasons? Time, capacity, training and guidance.<\/p>\n\n\n\n

What Comes After an Employee Engagement Survey?<\/h2>\n\n\n\n

After measuring employee engagement with a survey, most survey tools will provide a manager or HR department with suggestions, and perhaps an action plan. Their aggregated action plan will offer general recommendations, such as advising you to recognise your team once a week. Understanding the importance of this, however, is akin to knowing you should exercise regularly for your health \u2014 it doesn\u2019t automatically motivate you to go outside and run.<\/p>\n\n\n\n

The Problem With Engagement Surveys<\/h3>\n\n\n\n

The problem is simple. \u201cThe number one reason why people quit their job is lack of recognition,\u201d Luke Fisher, Mo CEO, reminds us. \u201cPeople want to feel appreciated.\u201d<\/p>\n\n\n\n

Recognising a problem does not mean that managers will be empowered to act. With no action taken, the cycle of low engagement leading to higher churn and poor productivity will continue.<\/p>\n\n\n\n

Measuring Employee Engagement Isn\u2019t Enough<\/h3>\n\n\n\n

Engagement surveys are already a regular part of a company\u2019s investment in its people. But why are the same companies so slow to adopt real change? Advice is often vague. Traditional recognition software provided as a \u201cbolt-on\u201d by a single vendor lacks specialisation \u2013 but Mo is different.<\/p>\n\n\n\n

Mo is a tried-and-tested reward and recognition<\/a> software that improves employee engagement by turning your engagement insights into real action.<\/p>\n\n\n\n

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