Addressing states of engagement and performance

Remember that engagement and performance are not always directly linked. An employee or team can be performing well but not engaged with the work they’re doing. Or perhaps they’re very engaged but just not performing as well as required for the role. Your plan should consider the following four combinations, shown in the activity below:…

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Building an action plan

Take some time for the team to reflect on the initial conversation and survey results. When the team meets again, it’s now time to come up with an action plan. What are the potential challenges that had the biggest impact on the team? Select one of the most important to work on. Once again, start…

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Understanding and communicating results

Analyzing objective people data uncovers issues that aren’t obvious, which allows you to quickly and effectively take action. That’s why understanding this data is so vital. But with so much data at once, where do you start? Now that you have the results, break them down by four factors: Magnitude, Relevance, Breadth, and Repetition. Take the…

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Measuring employee data and taking action

Measuring engagement isn’t just about identifying low scores or pain points. It’s also important to notice the positives to make sure you don’t lose sight of things you’re doing well during these changes. No matter what you choose to focus on, the most important thing is that you actually do survey your employees. Without a…

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Redefining what metrics matter most

Most businesses monitor much of the same data: sales figures, qualified leads, NPS, P&L, etc. And while these may remain critical barometers of business health, they exist largely apart from people. Complement these business metrics with people metrics–specifically employee engagement data. Check out the activity below to see how using engagement surveys can help you…

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Focusing on the four underlying engagement drivers

Before we dive into what employee data to collect and what to do with it, it’s important to understand the four engagement drives. According to the 2020 State of Talent Optimization Report, on average, only 22% of senior leaders feel they actually know what’s driving employee disengagement. Many companies try to win their employees over through…

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Improving two-way communication

Let’s say you run an employee engagement survey and one of the results is: It sounds like there might be a concern with open communication with a lower score like this. Employees not only want their voices to be heard but also want clear expectations around the work they are being assigned. When an employee feels…

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Aligning goals to your business strategy

Perhaps your communication is fine but an employee still feels complacent at work. If you receive low survey scores for a statement like “I am excited to come in to work everyday” or “I believe my work makes an impact for the organization”, then your next action is to start aligning goals to the main…

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Self-awareness of your leadership superpowers

Manager self-awareness is a key contributing factor to employee engagement. A manager that’s aware of their own natural behavioral tendencies and has the ability to adapt to the needs of others, is a manager that can motivate others and get the best out of their team members. During times of stress or pressure, we all…

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Measuring what matters

Having engaged employees sounds wonderful, but where should we start to get there? As with any aspect of talent optimization, real data can analyze and pinpoint where to focus. Engagement data should be collected directly from your employees to understand the four areas of potential misalignment. Take a look at some example questions you could be asking below:…

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