{"id":999881665,"date":"2017-11-21T14:00:00","date_gmt":"2017-11-21T14:00:00","guid":{"rendered":"https:\/\/www.dice.com\/?p=84747217"},"modified":"2017-11-21T14:00:00","modified_gmt":"2017-11-21T14:00:00","slug":"quantifying-employee-engagement-get-behind-the-numbers","status":"publish","type":"post","link":"https:\/\/www.dice.com\/hiring\/recruitment\/quantifying-employee-engagement-get-behind-the-numbers","title":{"rendered":"Quantifying Employee Engagement: Get Behind the Numbers"},"content":{"rendered":"

\"\" With demand for tech professionals so high, HR departments and hiring managers are under constant pressure to keep a company\u2019s teams safely in place. In areas such as cloud computing and data science, replacing talent is a long, painful and expensive process, and the fact that short-handed teams impact development schedules and business results only makes matters worse. An important part of any retention strategy is employee engagement\u2014how much people like working at your company. Not only are they more loyal, but engaged employees can have a direct impact on business performance. \u201cThey feel a commitment to the company and make the effort to go above and beyond,\u201d explained David Shanklin, head of culture strategy for CultureIQ, an employee-engagement platform provider based in New York City. In fact, most engagement professionals draw a direct line between engagement and customer retention and satisfaction. Why? Because the latter numbers \u201cillustrate the workforce\u2019s performance,\u201d said Anjoo Rai-Marchant, chief customer and technology officer for HighGround, an engagement platform provider based in Chicago. But how can an organization measure how its employees feel<\/em>? Surveys are the obvious answer, but relying on data alone won\u2019t get you where you need to be; you have to understand what factors are driving the data. Experts say that, because every company is different, there\u2019s no single winning approach to engagement, and thus no single way to quantify it. Still, many suggest measuring engagement is something like a three-legged stool: The process is a seat supported by a.) data, b.) listening, and c.) a certain amount of gut feel. <\/p>\n

Gathering the Right Data<\/strong><\/h3>\n

Let\u2019s start with the data. Adam Zuckerman, Willis Towers Watson\u2019s Chicago-based employee engagement product software leader, suggests that, while engagement isn\u2019t easily quantified, surveys nonetheless play a key role in measuring it. \u201cWe aggregate, segment and benchmark results,\u201d he said. \u201cAssigning numbers helps you track things.” In particular, Zuckerman believes it\u2019s important to measure whether employees are engaged, energized, and enabled to do their job. If the answer to those three aspects is \u201cyes,\u201d the workforce is what he calls \u201csustainably engaged.\u201d That\u2019s important, he said, \u201cbecause we\u2019ve found organizations with sustainable engagement perform better.\u201d To determine what engagement means, HR and the company\u2019s leadership should work together, said Shanklin: \u201cKey engagement components are important, but they must be aligned to business strategy.\u201d That alignment helps the employer determine behaviors that should be recognized, as well as processes that should be followed. Companies in a highly regulated industry, for example, should recognize people who follow proper processes, even if it means a development schedule falls behind. That said, most companies should keep a few numbers in mind. One is the employee Net Promoter Score<\/a>, or eNPS, which measures how likely employees are to recommend their company to others as a place to work. It\u2019s also worth mentioning attrition. Since attrition tracks departing employees, its value lies in identifying areas where your engagement efforts may not be working. Rai-Marchant recommends establishing a baseline to use in tracking attrition trends. If the numbers begin rising, \u201cthat tells you there\u2019s something else going on and you have to look at it.\u201d For example, same-day pulse surveys might reveal a certain team is consistently unexcited. \u201cThat\u2019s a red flag,\u201d Rai-Marchant said. <\/p>\n

Don\u2019t Just Analyze: Listen<\/strong><\/h3>\n

Shanklin believes that surveys do more than simply collect data points. \u201cA survey is really a communications tool,\u201d he said, because regular surveys show that you\u2019re interested in what the workforce has to say. \u201cA large component of engagement is demonstrating that you care about employees,\u201d Shanklin explained. \u201cThere\u2019s no better way to show you care than to listen.\u201d Most surveys include areas where employees can enter their own free-form thoughts; Shanklin urges employers not to give those comments short shrift. \u201cThere\u2019s a lot of color in those comments,\u201d he said. Use what you glean as the basis for follow-up conversations with employees. In addition, Rai-Marchant said, \u201cYou see higher retention among employers who ask for more feedback, and better performance among workers who have more frequent conversations with management.\u201d It follows, then, that HR shouldn\u2019t get wrapped up in worrying about conducting too many surveys. \u201cThere\u2019s no such thing as \u2018survey fatigue,\u2019\u201d Shanklin said. \u201cThe real issue is inaction fatigue.\u201d Employers get into trouble, he believes, when they ignore feedback rather than act on it. Companies ignoring feedback, he said, are sure to make employees feel less important. Finally, don\u2019t be ruled by formal measurement processes and scripted conversations. You\u2019ve collected data and had conversations with your workforce, but your experience and gut feel also come into play when you\u2019re developing and managing your engagement strategy. \u201cThere\u2019s always going to be a certain amount of judgment involved,\u201d Zuckerman said. \u201cYour own observations about individual employees and the workforce as a whole should be a component of measuring engagement.\u201d \u201cThe conversation about engagement is really about listening,\u201d added Shanklin. \u201cThe metrics are about listening. You don\u2019t want to manage to a number. To truly measure engagement, you have to get to the story behind the number.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

With demand for tech professionals so high, HR departments and hiring managers are under constant pressure to keep a company\u2019s teams safely in place. In areas such as cloud computing and data science, replacing talent is a long, painful and expensive process, and the fact that short-handed teams impact development schedules and business results only […]<\/p>\n","protected":false},"author":132,"featured_media":84747217,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[2159],"class_list":["post-999881665","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-employee-retention"],"acf":[],"yoast_head":"\nHow to Measure Employee Engagement Effectively - Dice Hiring<\/title>\n<meta name=\"description\" content=\"With demand for tech professionals so high, HR departments and hiring managers are under constant pressure to keep a company\u2019s teams safely in place. 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