Engagement Measurement: Are We Making a Difference?

Dwight Mihalicz,

We have established that employee engagement is good. Organizations with higher levels of engagement are higher-performing. With engaged employees, companies have fewer safety incidents, low absenteeism, high productivity, high customer ratings, and high profitability.

But while there are engagement surveys that do a good job of measuring symptoms, how well do we measure the underlying causes that lead to employee disengagement? How well are we identifying that the root cause originates at the management level?

Poor Communication: Symptom or Cause?

Dwight Mihalicz,

Many Employee Engagement Surveys reveal “Poor Communication” by management as something employees feel keeps them from becoming more engaged with the organization.

But will improving communication improve engagement, or is poor communication simply an indicator of poor engagement?

When an employee expresses concern about a lack of communication in the office, it will often sound something like this:

Engaged Employees Make a Difference – But Driving Engagement Can Be Elusive

Dwight Mihalicz,

As executives and managers in organizations, we don’t need research and statistics to tell us that engaged employees are better performers. We have witnessed firsthand how engaged employees are happier, more involved, and ultimately, more productive. They are less likely to be chronically late or absent. They are also our organization’s biggest advocates. We all know how important it is to have engaged employees.

The research evidence supporting our observations is overwhelming. Consider these employee engagement facts from Gallup when comparing top quartile engaged companies vs. bottom quartile:

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