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    The fight for success is tough. The battlefield is always changing. It is of great importance to not only keep a keen eye at what the competition does. It is crucial to have a grasp of the mood of your ranks. Because they win the battles.

    Measuring employee engagement has been around for decades. Responsible leaders measure the current level of engagement of their employees, in most cases with standardized questionnaires, to make trends visible. Does this approach still work with the employee experience in focus? It does, partially.

    Trends are important

    We do not recommend the discontinuation of measuring employee engagement. It has its use and importance. On one hand, long-term trends are important indicators for company management and HR, on the other hand, they provide deep insight into certain operations of the company. Multi-question standard surveys for deep measurement of the current state bring value, especially if the results can be utilized by the management. This means matching the data collection and analysis with a top-notch management review, action planning and especially implementation excellence. It is a common problem though that even when the company gets to the workshops and focus group discussions on the results, they are unable to target the identified causes of the problems or implement the developed action plans. This could be considered worse than not doing anything.

    Burning issues as well (or more so?)

    The present and future success rely on continuous dialogue besides the rare deep analyzes. It means ongoing frequent communication through pulse checks based on a narrow set of questions. Most often, the particular mood, workload and Employee NPS (eNPS) are measured, giving the population the opportunity to explain their suggestions and problems in the text. This (also anonymous) survey series is usually run weekly or bi-weekly, but there are even those who propose daily dialogues.

    In case of priority target groups such as talents, high-potentials or those in the onboarding phase, HR is also looking for feedback to the talent management program or the induction training.

    The introduction of such a system is not only an important and relevant regular feedback to the company’s management but an important building block and driver for a feedback culture and stronger collaboration. However, there is an important prerequisite for the company’s openness to feedback, its ability to not only KNOW AND TELL but also to LISTEN AND UNDERSTAND.

    Employee experience aims to maximize the engagement of the labour force during the entire employee journey including both candidate and employee journeys. One of the best tools is the frequent pulse check and immediate reaction to the burning issues and longer trends.

    In an uncertain world, we need tools to make it more stable. A continuous dialogue with the staff can be one of those initiatives management has to do.

    Update your battle plan!

    Look at your current practice with 3 simple questions below. Go ahead and change what needs to be changed! In the end, it is the success at the end that counts!

    • Is there a continuous dialogue in place within our ranks?
    • Do we encourage openness to feedback in both ways – giving and receiving?
    • How can we improve the quality of action taken after the findings?

    Revisit the way you check the state of your troops. Make sure you ALWAYS know what is going on!

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