n HR Future - Key to unlocking engagement - engagement

Volume 2019 Number 12
  • ISSN : 1608-8506


In recent years, engagement surveys have become increasingly popular to benchmark levels of engagement within an organisation. The industry is booming. So much so that in 2018, LinkedIn announced their investment of $400million to acquire Glint a leader in employee engagement. But the real question is: what impact is this surveying actually having on levels of engagement? The answer is very little. Typically, the biannual engagement report finally lands in the inbox of the top team several months after the survey was initiated. Amongst the bar charts and indistinguishable graphs, one overwhelming statistic usually stands out. Confidence in the top team is 32%. What! Only 32% of people consider us, the leadership team, capable of providing the direction required. After much agonising, consultation with HR and advice from engagement consultants, a sanitised version of the report appears, along with an announcement that the leadership team are committed to achieving upper quartile engagement scores within two years. A range of new KPIs are established to ensure improvement.

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