With the growing edge of competition in the market, a greater focus can be seen on engaging employees with the company’s vision and mission. It is necessary to keep a track whether the ventures to engage employees are leading to productivity or not. A lot of organizations question the frequency at which employee engagement should be measured. Should it be done every six months, every year, every two years? The idea is to keep track of productivity but not make it a tedious task that ultimately becomes a liability and achieves nothing.
How often you Measure Employee Engagement?
Companies have to ensure that its employees are engaged and stay connected with the values of the company. However, if the timeframe to measure employee engagement is periodically six months, does it imply that the workforce automatically becomes more engaged? This is indeed not so. It doesn’t matter how often you are checking up on employee engagement if the employees aren’t engaged to begin with.
It is a very precarious relation that has to be maintained appropriately. Analogically, it can be thought of as asking for feedback in interpersonal relationships. Do you have that conversation periodically every week, every six months, or every year?
The Importance of Taking Feedbacks
We do not take feedback on our personal relationships in a fixed, constrained manner to evaluate how things are going. It comes naturally in our personal lives. We don’t need to hold a meeting to talk about the state of the relationship in our personal life, we know it instinctively. And it is always implied that space can be created where we can talk about it instead of the assumption that we always need to get the ball rolling for such conversations.
The natural flow of any relationship works on the principle of giving and take. The understanding that more effort needs to be put in to maintain the relation rather than a concentrated effort being put in to keep a check on it is the fundamentals that keep it afloat.
Yet, most companies treat the employee-company relationship as something out of the natural scheme of things. The constant worry is to perfectly chart out the template of measuring employee engagement rather than actually engaging and utilizing the received feedback to take action. Structures for measuring employee engagement can only be built when there is engagement in the first place and channels to receive feedback.
Conversations should flow freely and naturally; anything other than this results in mechanical responses and small actions. Provide space to the employees wherein they feel comfortable and secure enough to voice the feedback and present ideas for the improvement of the organization. This should be a regular occurrence, not just when there is a meeting scheduled ‘feedback from workers.’
How to Drive Employee Engagement?
Collecting feedback is the initial step in engaging employees. The next step, however, is the remedial steps that are taken based on the feedback provided. Think back to your personal relationships. If the other person is dissatisfied with your actions, you actively seek to make changes that can rectify your behavior.
Employee engagement in the workspace also works in the same way. If an employee airs a grievance or reports a frustration, it needs to be looked into, and proper action has to be taken to follow through with the feedback. Employee engagement initiatives are about the connection the employee makes with the company. If the efforts do not work to engage the employee, then the efforts are pointless.
In a nutshell, employee engagement isn’t only about the frequency of the feedback. It should not only be limited to only a survey that is sent out every six months and then forgotten about till the next survey date. It is an ongoing effort of the company to build human relations with its employees.
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