Why Employee Engagement Surveys can be Helpful
17th March 2017
With the right wording, employee engagement surveys become an unbelievably valuable tool.
These surveys can ensure that your employees are motivated. They can help you to maximise efficiency (and profit!).
They can reduce the risk of people handing in their notice and going to work elsewhere. They’ll save you money that would otherwise be spent managing staff turnover, with associated recruitment fees and training periods.
Employee engagement surveys can also provide you with insights into how to attract the best new recruits to your business.
Keeping employees happy
Though social media status updates might suggest otherwise, employees want to be happy in their jobs.
Some will make lighthearted comments about how they’re sad that the weekend is over.
Others will be serious. If they are, you’ll need to find out why.
An employee engagement surveys asks the right questions.
A good survey will find what motivates workers and how they feel about their part in the business. Are they committed to your business? Do they care what happens to it? Are they motivated to do their best? Do they believe in the product or service that you’re offering?
Passionate and dedicated employees are your company’s best resource.
Getting employee engagement ideas
Nobody knows your employees better than they know themselves.
Some will be happy to contribute their thoughts without any prompting at all. Others will wait for engagement surveys before providing their valuable insights.
You can use surveys to gather employee engagement ideas.
- If existing employees are motivated, and what might help if they’re not.
- How to keep your employees on board, limiting staff turnover where possible.
- How to attract the best new recruits, by making your roles appeal to their passions and beliefs.
- How to get the most from your employees.
If everyone believed in your business as much as you did, you’d have a force to be reckoned with. If a role in your company is ‘just a job’ to someone else, then there could still be improvements to be made.
Employee engagement statistics UK
Existing employee engagement UK statistics show that businesses don’t always get this right.
ORC International’s 2016 Global Perspectives survey gave the UK an engagement score of 58%. 20% of employees surveyed would not recommend their employer.
It recommends turning your employees into your company’s ‘biggest superfans’.
Why employee satisfaction surveys aren’t enough
Don’t get satisfaction surveys confused with employee engagement.
Workers are more likely to be satisfied if you provide perks, but free chocolate every Friday won’t do much to change someone’s motivation
Though job perks can make an employee feel like you care, and as a result make them care more about the business that you run, there may be much more that you can do.
Employee engagement surveys dig deeper. The things that motivate your employees and keep them engaged might be challenges, verbal expressions of thanks and involvement in important business decisions.
Some of your most efficient workers will not be motivated by the prospect of finishing early one day a week, or by the promise of a small annual pay rise. Their engagement levels might increase, instead, with fairness in the workplace and the potential to grow and progress. They might believe so passionately in your business that they will make sacrifices to see it succeed.
Your most motivated employees will want your business to be as successful as it possibly can. They’ll care almost as much as you do. It might sound like a pipe dream, but it’s possible.
Less motivated employees, even if they’re satisfied, will collect their payslips and go home. They might work as little as possible to get the rewards that are keeping them happy.
Employee satisfaction surveys are important in their own way, but they’re certainly not the same as surveys of employee engagement.
Producing employee engagement surveys
Ideally, you’ll want to produce a detailed employee engagement survey. It should be at least 50 questions long.
Ask employees to answer the questions during working hours.
Whilst the most motivated employees might happily take the time to respond when they’re not on the clock, the least motivated might not. Less motivated employees might also rush the survey in their own time, giving responses that can’t be relied upon.
By giving employees time to respond within their working hours, you’ll maximise the chance that they’ll give thoughtful replies to your questions.
Keep responses anonymous, so that your employees feel more comfortable giving genuine, honest answers.
You should ask a variety of questions relating to:
– If employees feel motivated by their direct managers.
– Whether or not your employees feel that they receive regular useful feedback.
– If employees care about the business.
– How employees feel about senior management in general.
– How confident employees feel about the success of your business.
– How fairly your employees feel that they’re being treated.
– Whether or not employees share your business values.
– Whether or not employees have a clear direction and goals.
– Whether or not your employees feel inspired.
– Whether your employees are proud or ashamed to tell people where they work.
Management consultancy Gallup claims that the 12 most important statements that your employees can be asked to respond to are:
– I know what is expected of me at work.
– I have daily opportunities to do what I do best.
– My opinions seem to count.
– I feel like my job is important.
– I have the right materials to do my job properly.
– I have received recognition or praise within the last 7 days.
– My supervisor/manager seems to care about me as a person.
– I have friends at work.
– Other employees are committed to doing quality work.
– Someone has spoken to me about my progress, within the last 6 months.
– Someone at work encourages my development.
– I’ve had opportunities to learn and grow within the last 12 months.
The highest performers in your workplace will be competent, have good relationships with managers and believe in what your business is doing. It’s a surprisingly difficult combination to achieve, but easier to reach when you know what’s going on inside the minds of your workers.