The Brief
The client had just completed its annual engagement survey. The results were largely positive, however, there was a feeling that they were not congruent with the sentiment the executive committee were noticing. The brief was to investigate the results to understand the discrepancy observed.
The Engagement
The engagement began with a series of one-to-one meetings with the executive committee members who sensed an incongruence to understand their perspective more fully.
This was followed by a series of small discussion groups with participants from throughout the business to gain more perspectives. These sessions were well received by the participants who appreciated that something was happening because of the survey, the lack of which is often a criticism and cause of scepticism about these activities.
Following these meetings, we were able to identify that the survey was not representative of the actual employee engagement and the reasons for this misreport identified. A programme of work was then designed to address these reasons.
The Outcome
The key outcome was a more engaged workforce and more accurate future engagement surveys. The executive committee’s responsiveness to a survey they didn’t trust rebuilt trust between people and with the process, which continues to have wide benefits across the organisation.
