Wie nutzen Sie Engagement-Daten, um Entscheidungen zu treffen?

This feels like an easy and a tough question?! There's a number of great, science-based systems that can help you with engagement surveys. Find one that has experience in your industry. Some might be great at field employees, others in healthcare, others in professional services. Ideally, the 'science' fits the industry so you can get some actual and relevant insights. Ideally, your survey provider can also give you a comparable benchmark from the same industry - not to be competitive, but to understand where the opportunities and challenges exist. Lastly, don't try and fix it all - prioritize, focus your action plan and pivot if required. Measuring is half the battle, doing something with it is the other half!

1. What do you actually want to achieve with your engagement strategy? 2. How will you measure success? 3. How will you get buy in from employees? Think about where you will have the biggest impact, where you can move the dial, and what difference that would make to the company and the individuals. The more buy in, the easier to make progress, and the easier you make it to implement, the easier it will be to track.

By leveraging data, you may benefit a deeper expertise of what resonates together along with your audience and the way to maximize your content`s attain and impact.By gathering information on such things as engagement rates, target target market demographics, and distribution channel performance, you may get a clean image of what`s running and what is not. This data can then be used to optimize your content material distribution strategy, making it extra powerful and efficient. Collect and analyze data for content distributions: -Determine what data you need. -Choose your tools. -Start collecting data. -Analyze your data to take further actions.

If you can't commit to: 1. A confidential process that provides anonymity 2. Sharing the results with your team fully and transparently 2. Actioning your employees feedback Don't bother collecting employee engagement data at all. You'll do more harm to your business than if you did nothing at all.

This is an often overlooked step because of how cumbersome it often is to collect engagement data. The quality of the data you receive and how impactful it is for decision-making is entirely dependent on how intentional you are about what and how you'll collect it. I find it helpful to focus more on qualitative rather than quantitative data, as that will help you create the right environment and culture that supports the decisions and changes you make.

The dimensions that truly reflect engagement are those that capture the essence of an employee’s commitment and well-being, as well as the organization’s ability to execute and achieve its goals. These dimensions are not just about measuring satisfaction or happiness, but rather they delve deeper into the psychological commitment of employees to the organization. They encompass factors such as development, influence, balance, goal-oriented leadership, collaboration, improvement focus, role clarity, and execution.

Supplement your survey methods with interviews. I like it to be informal. Converse with employees about the pain points, the culture, and the responsiveness of leadership. There’s a great deal of insight in how employees talk about their experience, not just what they say about it. Their emotions and tone will tell you a lot about how they feel. You’ll see a lot of consistency with the survey data but you’ll gain from the depth of insight that you won’t get through even open-ended survey questions.

When discussing "Engagement" its important to understand "employee engagement" is important but not the only KPI that is relevant in today's workplace. Recent research indicates that ee's can be engaged and still burn out, or quit. A more holistic approach here is to include additional KPI (and their potential drivers of employee experience) to your measures. KPIs like Intent to Stay, Experience vs Expectations, Well Being and Inclusion are strong adds to your listening strategy and provide more depth on the "why" of employee survey results.

There are a lot of tools out there that are not backed by robust psychological and behavioural science. The best option is to look for a 'predictive model of employee engagement'. Without this, you'll only be collecting data on sentiment or satisfaction. Think customer feedback. Knowing if you customers are happy or unhappy is knowledge. Knowing why they are happy or unhappy is power - power to change things for the better. Employee engagement data is no different. It's not 'how' employees are feeling, but 'why 'that will empower you decision making as a leader. Look for a tool that will help you understand how people think and behave in your business, and the impact that is having on performance, commitment and wellbeing.

I don't believe in a one score approach (ie engagement is at 80%). It's the detail behind that number that should be utilised, and tells a better story to your employees (or SLT). Whatever the best visualisation tools, the data should show where engagement was, where it is today, and the events and anecdotes or more qualitative and rich data that helps people understand why improving engagement is so important.

The average engagement survey exercise yields loads of data. It is easy to be overwhelmed by this, particularly for local managers, and not to where to start or what to prioritise. It is imperative you are able to pinpoint the key signals in the data (at an overall business and/or local team level). To do this, you need a clear understanding of what drives engagement for YOUR people, and alignment of the survey design with your business strategy and goals. With this approach, analysis and interpretation of data will enable you to more readily link back trends to your context, and be able to decipher where the biggest issues or blockers exist. These, naturally, are where you should prioritise action first.

This is often the hardest part among the many competing priorities of management. Take the information to the top. When your CEO says it’s important, others will start to pay attention. Focus less on scores and more on the importance of iterative improvement. Start small and get quick wins. Encourage managers to include their employees in the action planning process. Democratize the experience data. Make sure to inform your employees what gets implemented as a direct result of employee feedback. Employees need to see the evidence that management is acting or they will start to lose interest in the process.

Many organizations have tons of data but struggle to use or understand it. It's crucial to find someone who can make sense of the data and share insights with others. Decisions can then be based on this understanding. While many decisions rely on ROI (Return on Investment), emotions play a role that's hard to quantify. So, instead of relying solely on metrics, focus on common themes and implement changes gradually. Communicate these changes with your teams to show the impact of their feedback over time. Think about it: How can we balance data-driven decision-making with the unpredictable nature of human emotions?

Instead of focusing on the quantity of data, it will be better to focus on the quality of data which can be achieved by rolling out survey with the hand picked segment of employees surving our needs for the survey. This methodology will be helpful for us find the Highly disengaged category of employees with high flight risk.

Employee engagement data should be treated like any other business data. Don't conflate correlation and causation. Make time to pause and reflect and to have a constructive conversation that gets into the nuances of the data. Treat it as another piece of the puzzle. Decision making should be iterative.

Engagement data is a powerful tool for continuous learning and improvement. By regularly collecting and analyzing this data, organizations can track progress, measure impact, and identify areas for focus along internal and external benchmarks. Reflecting on the data helps understand what strategies are effective, what needs adaptation, and what practices can be shared for wider success. This creates a culture of innovation and ongoing development and dialogue, ensuring the organization remains dynamic and responsive to change.

The insights gained from a robust, predictive employee engagement survey should feed into every aspect of your business. Operations. Branding. Finance. Risk. Each and every function leader needs a seat at the table to learn and improve from the data. Confined to HR, the data will be limited in it's impact.

Beyond measuring quantitative data, it’s essential to focus on dialogue. Engaging in conversations with employees provides qualitative insights that enrich the data. Stories and experiences shared during these dialogues can reveal the nuances behind the numbers, offering a deeper understanding of employee engagement. This approach fosters a two-way communication channel, ensuring that employees feel heard and valued, which is just as important as the metrics themselves. Dialogue complements data, creating a holistic view of engagement that drives meaningful action and continuous improvement within the organization.

A great tip regarding timing of feedback is to be sure you have an employee experience update (annual, or pulse) closely prior to your planning and budgeting cycle. This help enable decision making using key experience insights from the workforce, just not the operation data.