Are you an Engagement Expert?
Which of the following describes your organization’s ability to drive employee engagement efforts?
In my organization, we use birthday celebrations and other fun activities to engage all employees
In my organization, we use our experience and judgment to ascertain employee needs and fulfill them regularly to engage most of them
In my organization, our employee engagement program is driven by our people strategy and we measure engagement scientifically to take targeted corrective actions for maximum business impact
Which of the following describes the tools used in your organization to listen to your employees effectively?
In my organization, we use informal connects and chats to gather employee feedback
In my organization, we have a formal process for gathering employee feedback through an annual engagement survey
In my organization, we have a clearly defined listening architecture that leverages a combination of tools to build a holistic understanding of employee experience throughout his/her lifecycle in the organization
How would you describe your ability to roll out an effective employee engagement program?
I am able to coordinate with an external partner/vendor to roll out our employee engagement programs
I am able to provide inputs to an external partner/vendor to manage a basic employee engagement survey setup
I am able to work with business and HR leaders to design and execute a business aligned employee engagement program that delivers on organization’s business and people priorities
Which of the following describes your organization’s ability to engage business leaders in driving employee engagement efforts?
Our business leaders are focused on driving growth and numbers and people agenda is the responsibility of the human resources department
Our business leaders talk about role of people and engagement but we don’t see a lot of follow through and actions on the ground
Our business leaders are the key drivers and owners of the engagement agenda in the organization. They work with HR to drive business outcomes through an engaged workforce
How would you describe your organization’s ability to use employee feedback to carve out action plans for improvement?
We have a lot of data but it’s rather difficult to prioritize the areas that when focused on will give us maximum improvement on employee engagement
We use the least scoring areas from employee feedback to create action plans for impacting employee engagement
We use internal and external inputs to prioritize action areas emerging from the employee feedback. This information is then used to create a change roadmap for sustained improvement
How would you describe your organization’s ability to drive ownership of the improvement plans based on employee feedback?
In my organization, the responsibility of driving involvement and owning the action plans lies with the HR department
In my organization, I am able to create action plans with the involvement of various stakeholders like managers, leaders but the ownership and accountability lies with the HR department
In my organization, all stakeholders (HR, leaders and managers) are involved in creating, driving and owning action plans along with clear accountabilities
How would you describe the role of peoplemanagers in driving employee engagement in your organization?
Employee engagement is HR’s responsibility and we only expect people managers to encourage employee participation in different programs that HR runs
People managers in our organization help us drive engagement by providing us feedback on different HR initiatives and ensuring that their team members have an understanding of HR policies and programs
People managers in our organization are a critical part of the employee engagement journey. Each people manager is suitably empowered with team level feedback so that he/she can own and action on improvement initiatives
How would you describe your ability to influence senior leaders?
HR is treated as a support function and we are invited for meetings where there is a need for any employee level data
Business leaders define the boundaries of influence for HR in my organization. We try and draw their attention to critical matters as may be required
Business leaders view HR as a trusted adviser. They look to HR for sound advice on how to drive business strategy through people
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