• Engagement Driver™

  • Meaningfulness

    Scientific studies of engagement surveys shows that the common denominator for driving engagement is a sense of meaningfulness.

  • Our Philosophy - It's all about your organization

  • Diversity

    "No one is average" - The engagement survey must respect Diversity on all levels, and strive to be Relevant and Meaningful to all.

    Diversity - Too much generalization, will make the results less useful for employees, managers and departments. What one group of people find important will have less importance for another group of people.

    Relevant & Meaningful - A standardized survey risks making managers and employees feel that the survey is not related to the individual's work situation and challenges.

  • Dialogue

    "It takes Two to Tango" - The process needs to create a Constructive and Honest Dialogue, with increased focus on Follow-up and Development.

    Honest Dialogue - If you don’t ask both parties in a relationship, you only get one side of the story. In the case of engagement surveys, you risk that the managers will perceive the process an "exam". This can bring the managers to act defensively in feedback sessions.

    Follow-up and Development - Conducting a survey without proper follow-up and improvement initiatives can be counterproductive to engagement. Making managers responsible for improvement outside their direct influence, can lead to expectations among employees that will not be met, which in turn can cause cynicism.

  • Analysis

    "Build your own knowledge" - It must be possible for the company to conduct its own analysis, build their own conclusions and accumulate their own knowledge. 

    Research, Correlation and Models - It is risky to assume that research and correlations conducted in another time, another country, a different business situation, with other employees and managers, will apply to your company.

    Context - Although most Engagement Survey reports contain much information, it is important to analyse the results in a company-specific context.

  • Focus

    "Creating meaning" - The process must address the company goals to create meaning and engagement. 
     
    Feeling involved - Top executives are typically highly engaged. They know how their work connects with the company goals and how they influence the results; their work becomes meaningful. Unfortunately this often diminishes further down in the organization. 
     
    Feeling disconnected - If the employees feel that the overarching company goals are disconnected from their daily work tasks, you should not expect them to focus on, or to be excited about, the goals.
     
  • ENGAGEMENT DRIVER™ - WHY IT'S DIFFERENT

    Engagement Driver™ facilitates improved engagement, increased focus on leadership and an increased understanding of the company goals.

  • Diversity

    • Shows what your employees personally find important, from overall to the individual teams or organizational levels; not what employees from other companies find important.

    Relevant and personalized

    • Ensures that the process, questionnaire and report feels relevant for all participants, in accordance with the company culture.

    Leadership

    • Shows to what degree the managers believe they have handled their leadership tasks, and shows their willingness to change.

    Follow-up and development

    • Includes a follow-up and development module, including action plans and goal setting.
    • Includes personalized advice and guidance on how to improve the results.
    • Gives the top management the opportunity to define goals within the system for the managers' action plans on a global and functional level.
  • Analysis

    • Includes an analysis module, enabling you to build your own knowledge.
    • Identifies what supports or hinders engagement and focus among employees and managers.
    • Gives the company an option for continuing work in creating engagement and focus, based on the report results.
    • Gives access to results relating to diversity and correlation to the company's KPIs.
    • Identifies to what degree the top management's improvement goals align with the individual managers' goals.

    Company goals

    • Includes the company goals and assists in making them meaningful on all levels in the organization.
    • Uncovers to what degree there is understanding of the company goals throughout the organization.