Pulling in the right stakeholders
Involving the right stakeholders in your measurement strategy is critical to your success. You’ll need people from across your enterprise to get involved in designing, administering, and taking meaningful action based on the input. You will also rely on multiple colleagues to determine and implement the next steps for your employee engagement program.
Buy-in and collaboration from the c-suite are critical to the success of any employee engagement program. Executives provide input to the measurement strategy so that it aligns with business priorities. They also become role models of
communication, accountability, and feedback, thereby empowering their employees to make change happen.
Human Resources traditionally leads the employee engagement survey process. They should drive the survey design and champion positive change based on results. HR leaders will coach executives to be role models and build managers’ capabilities. The HR team can also promote the program across the enterprise to ensure everyone knows what is happening and when.
Managers take ownership of the process, facilitating ongoing
conversations and a two-way approach to improving employee
engagement. They see survey results as a catalyst—not a
replacement—for ongoing dialogue with their teams. They
know their teams well and have a good understanding of what
matters to them. Overall, your managers consider employee
engagement vital to your organization’s performance.
Your employees are at the
heart of any engagement
program. Their open, honest
responses are what will drive
real improvements across the
organization. Leaders must
let employees know that their
voices will be heard and acted
on, making a positive impact on
the organization. This includes
encouraging their anonymous
feedback, communicating survey
results to them in real time, and
promptly making improvements
in response to their feedback.
This approach sets up employees
for feeling a shared ownership
in making improvements.