1. Demystify Engagement Data
Move from numbers to insight to action
and drive both engagement and business results.
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2. TABLE OF CONTENTS Our understanding of the problem SAMPLE
Project Rationale
Execute the Project
1. Integrate Engagement Strategy with Business Strategy to Maximize Impact
Establish purpose, goals, and outcome of engagement and communicate the plan with your stakeholders.
2. Move from Numbers to Insight
Identify metrics, select data collection methods, and uncover insights through purposeful data analysis.
3. Drive Action Using Insight
Create prioritized action plans based on engagement data, assign clear accountabilities, and roll out your initiatives across all levels of the organization.
Summary
Appendices
Workshop Activities
Your challenge:
Struggle to translate data into focused action.
Need to demonstrate the value of engagement efforts.
This research is designed for:
CHROs and senior leadership team
HR business partners
This research will help you:
Translate engagement survey data into informed action.
Shift the focus from engagement scores to business impact.
Define a process to move from collecting engagement data to driving meaningful action.
Uncover insights through data analysis.
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3. GUIDED IMPLEMENTATION
MCLEAN & COMPANY OFFERS VARIOUS LEVELS OF SUPPORT TO BEST SUIT YOUR NEEDS
CONSULTING
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
GUIDED IMPLEMENTATION
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
DIY
TOOLKIT
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
WORKSHOP
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
Diagnostics and consistent frameworks used throughout all four options
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4. Use McLean & Company’s process to move from numbers to insight to action
Integrate Engagement Strategy
Move from Numbers to Insight
Drive Action Using Insight 1 2 3
Employee Engagement
Business Outcomes
Employee Voice
Business Results
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5. SAMPLE SLIDES
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6. Cynicism about employee engagement grows if it’s not linked to business strategy and results
The concept of employee engagement was introduced by William A. Kahn in the 1990s. Research and interest increased throughout the 2000s and by 2013, there was one tweet per minute about employee engagement (Halogen, 2013).
A growing focus on engagement in recent years has paid particular attention to top tier employers and “cool” workplaces. However, unrealistic standards don’t resonate with a larger audience, fostering resentment.
Engagement is seen as a trendy initiative that organizations should undertake if they want to keep up with competitors, with minimal focus on the actual value of engagement.
Just another buzzword?
Despite being ranked HR’s second priority for the second year in a row, employee engagement’s effectiveness score remains unchanged from Although engagement is a priority, the impact of current initiatives has petered out – to improve, organizations need to take a different approach (McLean & Company, 2016 Trends & Priorities Survey; 2016, N=555).
Only 7% of non-HR respondents from large organizations ranked engagement action plans as effective (McLean & Company, 2016 Trends & Priorities Survey; 2016, N=555).
A priority with lagging effectiveness
McLean & Company insight
Cynicism surrounding engagement will continue to grow unless HR can demonstrate how employee engagement links to business results, driving the design of programs that have a measurable impact. “
What worries me is the idea that some people might be getting bored with the concept: just because we have been talking about employee engagement more, it doesn’t mean that we have made a positive impact on employees’ lives or organizational performance yet.
– Wendy Cartwright, Director of Corporate Services, University of East London
Combat cynicism by:
Establishing the connection between employee engagement and business outcomes.
Involving leaders in the process; engagement should shift from HR-owned to shared accountability.
Following through on engagement strategies. ”
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7. Determine your organization’s employee engagement maturity
When assessing your organization’s engagement maturity, keep in mind:
The frequency of your engagement measurement will be tailored to your organizational needs. Different parts of the business have different needs, and thus may have a different measurement frequency.
Your measurement frequency affects how you manage long-term versus short-term initiatives. Fast-paced organizations need more real-time measures than organizations where the pace is slower.
Low Maturity
Medium Maturity
High Maturity
Characterized by the absence of an engagement measurement in the last five years.
Characterized by annual engagement measurement(s) at least twice in the last five years.
Characterized by the incorporation of a more dynamic measurement, e.g. daily, weekly, monthly.
Annual Engagement Survey
Pulse Engagement Survey
Dynamic Engagement Measures
Low Maturity
Low Frequency
High # of Questions
High Maturity
High Frequency
Low # of Questions
McLean & Company insight
Regardless of the frequency of measurement, if you don’t act on engagement data your organization will have low overall maturity. High overall maturity is characterized by a motivation to act on engagement data.
Document your organization’s employee engagement maturity in tab 2 of the Engagement Program Plan.
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8. MCLEAN & COMPANY HELPS HR PROFESSIONALS TO:
Now, more than ever,
HR leaders need to help their organizations maximize the value of their people.
McLean & Company offers the tools, diagnostics, and programs to drive measurable results.
– Jennifer Rozon,
Vice President,
McLean & Company “
Empower management to apply HR best practices
Develop effective talent acquisition & retention strategies
Build a high performance culture
Maintain a progressive set of
HR policies & procedures
Demonstrate the business impact of HR
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