Understanding and Improving Engagement
Evidence shows that more engaged employees – ones that see the mutual benefits in striving for your organisational outcomes – means a higher performing business.
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If you work with us, our process will ensure that you understand:
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levels of engagement now
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how to increase them
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how to measure that increase
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To help us do this, we have researched exactly what does engage employees. We have defined 12 important factors, the opportunity for:
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Appreciation of contributions made and expertise shown
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Clear expectations so that everyone knows how they contribute
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Colleagues that are like-minded, supportive, friendly and capable
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Developing new skills through challenges, training and chances to move on
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Doing the right thing for colleagues, customers and the community
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Environment, tools and processes that allow people to work at their best
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Flexibility for where and when the job is done, and support for work-life balance
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Freedom to use initiative, be creative and input into decisions
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Interesting and stimulating work, with control over how it is performed
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Leadership that is clear, trustworthy and inspiring
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Line management that supports, respects and encourages people
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Reputation, stability and pride in the business
Engagement Insight
In words and actions, not numbers
We truly believe in the power of the having the most, highly-engaged employees.
We don’t believe in annual engagement surveys that don’t tell you:
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why your employees think how they do
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what to do next
We absolutely do believe in human interactions.
Your people have the best insight into improving both their experience and your organisation, and we want to help unlock that.
Instead of…Lack of Voice
We will… Give your employees a true, open, uninhibited say
Instead of…Reliance on benchmarks
We will … Help you be the best you can, not just better
than average
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Instead of…Measuring the wrong thing
We will … Measure if you become a more effective organisation
What we'll do
​Every employer is different in priorities, culture, existing listening – so the exact programme will look different for everyone. But our conversations are likely to include a review of existing material, focus groups, interviews ... as well as a survey.
What we will uncover
We will design a programme of conversations to let your people express
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what’s important to them now and what they most value
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what would leave them feeling more positive and engaged
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what would create the greatest intent to innovate and improve
What it might cost
As an example prices, for our planning, listening, reporting, by size of organisation
Up to 250 people: £2,000 - £4,000
Up to 1,000 people: c£6,000
Up to 2,500 people: c£8,000
What you'll get:
What matters?
A clear portrait of what is most important to your employees
What now?
An action plan of how to improve employee engagement
What next?
A plan to continue
listening or a handover
to you
So what?
The most important measures to see the effects of action
CASE STUDY: Manufacturing
This manufacturer wanted to understand levels of engagement in their organisation. Ultimately, they wanted to improve engagement to unleash performance.
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We started with a traditional engagement survey, inheriting a question set and scoring methodology that they had run for many years.
This gave us a picture of engagement, by key topic, and by geography, function and other demographics.
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But we went further than this, and explored deeply the sentiment that was expressed in the survey: what people said, how they said it and how this linked to the other themes that we were hearing.
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It was this sentiment that enabled us to make sense of why people felt as they did, and the key actions that we could recommend to improve engagement.
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And we took that further still with targeted and bespoke listening to gain a much richer understanding of areas of particular interest.
Equipped with this insight the business could implement change, react to specific needs and desires of the workforce.
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This lead to an 8% increase in engagement scores, while over the same period profit increased by 4%.
