When people are collaborating, there is already a certain level of engagement in place. However, quite often you don’t care to notice this and most often you don’t care to measure and leverage the engagement. That is when it looks very fuzzy!
Fortunately, the employee engagement is not that fuzzy. It is an intellectual and practical activity encompassing the systematic study of the behavior of the employee in various situations. It is a science that can be measured, analyzed, and correlated with a wide variety of business outcomes. And, when the business outcome is in the center, it becomes easier to measure the engagement.
Any business would be happy; if they know that their key employees have the intention to stay, willingness to perform at the highest level and advocates about the company to find better colleagues. By keeping this goal in perspective, I have listed 8-simple items, which if measured correctly, will give you a fair chance of achieving the desired result:
- Intent to Stay even when things are tough
- Especially, the energy level of the employee when things are tough for him/her
- Puts genuine effort to meet the commitment
- Comes forward and shares ideas and participates in refining the ideas
- Talks about constraint at personal or professional level and figure out a harmonious solution
- Delivery of High Outcomes
- Understands company’s purpose and consistently associate with the high priority activities
- Achieves top class quality (insignificant rework)
- Willingness to promote the company within as well as outside the organization through Employee Referal and Business Referal
- Removal of misconceptions and spreading the real value of the company
How do we measure these key ideas?
While we can come up with the desired list of activities, we do need to measure these activities to be able to achieve continuous improvement. At EngagzeWell, we measure the effectiveness of engagement through a single number, called KarmaScore.
We use following screen, which enables anyone in the organization to recognize a specific behavior displayed by his/her colleague:
How does it work?
As shown above, depending on the broadly available Karma Categories, you get to see the list of associated behavior that the company feels valuable. The thinktank of the company puts a guideline for the number of KarmaScore that can be associated with the given behavior. Further, they can also specify the various degree of the feedback (e.g. Good, Superb, Amazing, etc) as the same behavior exhibited in different situations by differently abled people may have the different value for the people who are observing the behavior.
Based on the behavior exhibited by the colleague, the fellow colleague enters a feedback with the relevant description. That is all an employee need to do to keep the engagement going.
The appreciations are made public (appreciate in public) and constructive feedbacks are made private (criticism in private) to enable more people to learn from success and correct/fix the mistakes.
The single score, the KarmaScore, ensures that people are able to understand overall contribution from someone in a very concrete way. This gives the opportunity for management to plan for the improvement based on concrete data, which is key to any scientific findings.
Other Engagement Measurement Tools
Employee Engagement is definitely not a new topic and few companies have already been using some of the existing methods and tools for a while.
eNPS (employee Net Promoter Score)
NPS originally came to calculate the promoter score of a customer. However, this has been quite effective in calculating promoter scores of employees as well.
Here is a video of an interview with Rob Markey (Partner at Bain & Company, Inc) the author of the book, The Ultimate Question 2.0, which gives you a great perspective on NPS:
The Surveys have been used for ages. Typically the companies would do the half-yearly survey around advancement, recognition, pay & benefits, job role, training & development opportunities, leadership, work environment, etc. to give voice to employees, measure and improve employee engagement.
A specific survey, which is centered around the mood of the employee and it is often done on weekly basis. These are tiny surveys (often 4-5 questions), which are aimed at providing a real-time pulse of how the workforce is feeling. They enable employers to quickly respond to any problems and complement the comprehensive annual surveys to have better employee engagement.
Why will these tools be helpful?
First of all, I am a big fan of what gets measured gets improved! Secondly, anything scientific requires logic and facts (i.e. data). Essentially all the tools listed above are helping the organization capture certain data and use that data for the specific purpose. Hence, there is a good possibility of these tools being helpful.
A quick look into following theory related to the workplace and human need also reveal that these tools in one way or other are trying to understand and implement the theory related to engagement:
- Maslow’s Theory of Human Motivation
- Herzberg’s Motivation-Hygiene Theory
- Theory X and Theory Y of Douglas McGregor
One thing is proven that what gets measured and recorded gets improved. If measured correctly, the employee engagement is a science, which can help you to look for continuous improvement in your day-to-day operations. Also, when the organizational purpose is clear to the team members and they know each other’s need, it becomes easier to plan and execute goals the important and desired goal, which creates a mutually exciting relationship.