Before I start blogging more in depth about all the different ways that companies can engage their Millennial workforce, I want to start with a discussion about overall engagement and measuring it. Most companies have an annual survey that they or a third party distributes to their employees. A lot of these companies use a well know Survey & Research Company called Gallup. In an article called “A Primer on Measuring Employee Engagement” written by Ryan Fuller, he shines a bright light on these engagement surveys and discusses how they “don’t do a good job of gathering objective data on just how engaged employees actually are.”
Even though I work in Human Resources and work first hand to help distribute these annual engagement surveys, I found this article to ring true. When doing annual surveys employees usually give feedback on recent events. Such as occurrences that have happened in the last 1-3. They are fresh in our minds and this leads to biased results. Employees also believe that if they truly share how they feel, the results/comments will lead back to them resulting in conflict. As a result most employees tell employers what they think they want to hear. These kinds of results don’t help Human Resources or Management measure and understand employee engagement.
This article discusses four other ways that leaders can measure how engaged their employees are. For instance: 1) How much work is being completed outside of the core working hours i.e. working on weekends, coming in early, staying late, etc. 2) The amount of time employees spend with their co-workers/work connections outside of the workplace is a sign of high engagement. 3) The percentage of participation in meetings, projects, and company initiatives can be an indicator of high engagement. 4) Time spent collaborating with or helping co-workers/customers with projects that are outside their normal duties of their job description. “This approach allows you to measure actual engagement rather than self-perceived engagement.”
There are other factors, according to the article, that can increase or decrease engagement. Factors such as: 1) Management quality and time investment in their employees. 2) Influence from highly engaged colleagues. 3) Strong work relationships. 4) Work Schedules (not having a too many meetings). Some of these factors influencing engagement can be changed or modified immediately, like one on one time with their leader, and the amount of time the manager spends with their team. Another fast fix is the work schedules; these can be arranged so that there are less meetings causing Calendar Fragmentation.
Now you are aware of the difference between the self-perceived engagement results that annual surveys produce vs the actual engagement that can be measured consistently throughout the year, how will you change your management practices to increase engagement within your team?
**If you would like to read the entire article please click on the following link below** https://hbr.org/2014/11/a-primer-on-measuring-employee-engagement