“If you can’t measure it, you can’t improve it.” — Peter Drucker
Your team’s willingness to break through tough obstacles and give their very best work each day in support of company objectives is vital to the success of your business. Especially in highly competitive markets and industries.
This is “Employee Engagement” and it’s a key metric that every management team should measure and work to improve. It’s also a difficult metric to get at.
Here are five ways to start measuring employee engagement:
5 Ways to Measure Employee Engagement
Employee engagement is usually measured using surveys. It’s one of the most common ways to evaluate this metric, but it’s only the tip of the iceberg.
As we mentioned, employee engagement is rather complex. No matter how frequent you conduct your surveys, they won’t be enough. They won’t give you an accurate picture of the levels of engagement in your organization.
Surveys should make up one part of an elaborate process. Combining surveys with other methods, you should be able to fully comprehend how your team feels about the company and their work and what needs to be done to improve things.
Listed below are five different methods for measuring engagement levels.
Conduct Pulse Engagement Surveys
Conducting brief yet regular surveys is an excellent way to keep a constant pulse on your team’s engagement levels. There’s no need to make the surveys complicated for your employees. After all, they aren’t tests.
All you need to do is find a way to ask employees around 5 questions about how they feel at work, such as:
- Do they feel valued as an employee?
- How strongly aligned do they feel about the mission of their company, product and business objectives?
- Do they trust their team, management and leadership?
- Do they feel the work they are asked to do has a clear and measurable impact on the success of the organization?
- How well do they feel the company lives up to and upholds their values?
Aside from asking them how they feel about work, you ought to ask them how they would change things if they could. Mixing open and closed questions in your survey enables you to gain quantitative and qualitative feedback.
In doing so, you can gain actionable insights pertaining to what your organization needs to do to make employees feel more engaged with the company.
Surveys may vary in cadence; however, the more frequent you conduct them, the better. These surveys matter in the modern workforce, which is now largely composed of millennials. This generation values continuous performance feedback and positive recognition.
Getting positive results from the survey is ideal, but if the results are achieved dishonestly, you won’t gain the insights you need to move your business forward.
Do One-On-One Meetings
Another exceptional method of measuring a company’s levels of engagement is through one-on-one meetings. Like surveys, these should be scheduled regularly. Having hour-long meetings with each and every member of your team will help you understand what’s going on with them.
The best thing about this method is that gathering feedback is a piece of cake. Since one-on-one meetings are private and safe, your employees won’t need to hold back. They can go in-depth and detail every issue they can think of.
Of course, not all employees will feel comfortable when thrust into such scenarios. To get them to open up to us, we must strive to gain their trust and eliminate that fear.
Conduct Stay or Exit Interviews
Unstructured interviews offer a wealth of information about employee engagement levels. These types of interviews will help you determine what keeps people engaged and what prevents them from becoming so.
Exit interviews aren’t new. Most organizations embrace such a practice whenever they are about to let go of one of their own. Stay interviews, on the other hand, aren’t as popular—but they should be.
In exit interviews, your goal is to ask employees about what kept them from being engaged in the company and what you could do to change that for your existing team members.
During stay interviews, you can ask employees what makes them genuinely happy to be working with the company. Figuring out their reasons for staying with your company enables you to determine what you’re doing right to keep them engaged.
Here a few questions you can ask in both of the aforementioned settings:
- What aspects do you hate the most about your job?
- What does an excellent work day look like to you?
- What made you want to stay with the organization?
- What has led you to leave this organization behind?
Use the Employee Net Promoter Score (NPS)
The eNPS is arguably one of the simplest and most effective ways to measure engagement. It was intended for measuring the satisfaction and loyalty of customers. But now, you can use it on employees. With a single question, you can determine an employee’s engagement levels.
This is the question:
“Are you willing to recommend the organization as a good place to work?”
Employees answer that question using a scale from 0 to 10. Anyone who gives you an answer from 0 to 5 counts as a detractor, while anyone with a 7 to 8 answer is considered passive. Employees who respond with 9 or 10 are the sure promoters.
You can calculate the employee NPS by subtracting detractors from promoters. Yes, you ignore employees with a passive answer. Then, you divide the answer by the total number of participants.
A negative score indicates that employees who wouldn’t recommend your company to others outnumber those who would. If you have a positive score, it’s the exact opposite of that. In other words, the higher the score, the better the engagement levels are.
In this era, companies should strive to improve their employee experience if they wish to thrive. It’s imperative that businesses understand how engaged their employees are and what they must do to keep those levels up.
When it comes to measuring employee engagement, you need to constantly follow up with your employees and check how everything is going. Using these methods will help you adjust to the changing needs of the workforce and move your business forward.