As humans we tend to complicate things. We can trick ourselves into over-thinking things that we already know to be true in our hearts. Even when we have repeated life experiences to prove it.
This is especially true for me when I have a challenge in my personal life. I like to think through all of the options, analyze all of the possible results that one approach to a solution or another would offer. Sometimes I waste days or weeks before I eventually come back to the same approach every time. Follow my heart and do what’s right. If it involves or impacts other people, communicate openly and often. It always works out, and I usually end up shaking my head along the way. “Why do I make myself analyze everything. I knew what to do all along.”
I find the same is true in business, especially when it comes to the human side of business – HR. Most definitely when it comes to the topic of employee engagement.
In 2012 I could see that as modes of communication and collaboration were starting to go through digital disruption the impact on employee engagement would be great. There is no arguing that an annual survey alone on just about anything in business has lost its effectiveness. Business cycles are so much shorter now. Yet, that’s where we sat in 2012. Measuring and analyzing employee engagement annually. Implementing programs based on the results, and then scratching our head when those programs showed great improvement, but employee engagement scores rarely improved.
Since that time we’ve implemented myriad solutions on top of the annual survey: pulse surveys, mobile-first feedback tools, psychometric assessments, HR analytics, and more. These things all have their place in employee engagement, but we lost sight of something as business leaders as we stared at those shiny objects: employee engagement happens between managers and their staff every day in the field, on the shop floor, in the conference room, and on video conferences. Measurement and analysis gives us a GPS of sorts to navigate toward the right issues, but we’ve got to equip managers to have the right conversations, delivering the right message, at the right time. HR can’t be everywhere all of the time to support this.
We need to implement capabilities that help us not just measure and analyze, but to enable and support managers, executives, and leaders to engage their teams. So, what would this toolkit look like? What capabilities should you look for in the ideal employee engagement toolkit?
After surveying 1600 employers in 2016, and interviewing dozens of them, we’ve shared what we learned about employee engagement and HR technology in our latest report: The Ideal Employee Engagement Toolkit. It’s a free download and it’s in an easy to read eBook format. I hope you enjoy it and please let me know what you think here or over on hrwins.com