Why surveys may not be the most effective starting point for improving employee engagement
How to improve the delivery of insights so that leaders and managers can be proactive, rather than reactive
How to promote action-taking for leaders and managers
Real-world examples of improving engagement through higher quality conversations
Years of research have illuminated the connection between business outcomes and employee engagement. Ostensibly, highly engaged employees lead to higher commitment and productivity levels (among other positive benefits), which result in better business results. Yet, many organizations have not been able to master the art and science of measuring and improving employee engagement in a sustainable way. Despite incremental improvements in the way organizations capture employee feedback, leaders continue to rate engagement as a top priority, with fewer than one-half of organizations reporting readiness to tackle “the engagement challenge.”
In this webcast led by an expert in industrial-organizational psychology, learn how traditional survey methods are failing to sustainably improve employee engagement despite improvements that have made “continuous listening” a reality. Instead, organizations should go beyond more frequent surveying to focus on designing programs that promote meaningful conversations between managers and employees.
