Measuring, tracking, and reporting of employee engagement is necessary and justified. The engagement level of an employee is directly proportional to employee productivity that impacts an organization’s profitability. The current self-reporting methods are a step in the right direction, but the leaders need to insist on better. There are some limitations in self-reporting methods to measure employee engagement levels, including:
Diversion from core tasks, duties and responsibilities that provide value
Most organizations have a comfortable cadence of employee-engagement surveying such as weekly or daily pulse surveys, extensive monthly, quarterly and annual surveys. Employees are often overwhelmed with surveys that are stealing their time without adding any value.
Reports are not accurate
Most of the employee engagement surveys promise anonymity, but employees don’t always provide exact responses. There is a slight to moderate deviation in their honesty about how happy, gratified and safe they feel in an organization. This is a natural constraint to human data collection.
The disconnect between how the employees feel and the work they are actively performing
While measuring employee engagement via self-reporting, employees may report the sentiments that are not correlated with their activities, actions, and behaviors through the system. These project and task management systems measure inputs and outputs while the surveying tools measure engagement. The project/task management systems and surveying tools are directly correlated, but they still operate blindly independent of each other. This is where impactful changes occur.
Using disruptive technologies to tie employee activity with employee sentiment
Leaders need disruptive technologies that measure employee engagement in real-time and are a source of project/task management. Most of the organizations already utilize some type of task/project management software acting as a hub for communications, tracking, and activity. As employees produce the deliverable within the platform, the system can measure employees’ behavior in real-time.
For example, working out of a cloud-based project management platform can leave us feeling overwhelmed with direct and indirect assignments, project following other teams, dependencies, and so on. It also leads to delayed start dates, skipped tasks and extended timelines, maybe due to blockers, other delayed tasks/projects from a team member or other team, or maybe the employee don’t want to do them over other project or task.
These natural inclinations, skills, knowledge, and abilities drive behaviors within the project/task management systems, eventually affecting the timeframe at which employees provide their deliverables.
As the world of artificial intelligence has advanced and data analytics has become more sophisticated, it’s time to access employee engagement data through more accurate systems. Companies investing in disruptive technologies can see improved productivity of their workforce, provide accurate and timely data, and learn about employees’ strengths and behavior.
The Bottom Line
The need to measure employee engagement accurately is now, and disruptive technologies are there to help. Organizations should start finding out ways to measure employee engagement accurately using the right means to sustain higher levels of profitability.<< back to Content