Engagement surveys ask highly-validated questions, with an excellent correlation of high scores to better performance.
BUT
Do they focus on symptoms not causes?
Consider this: I go to the doctor with a rash.
I’m not interested in benchmarking it against the last bloke’s. I don’t want to know how to cover it up, or just stop itching.
I want to know how to get rid of it.
And, ideally, restore my skin to peachy-softness.
Surveys – or at least the response – often address the itch.
Results are usually numeric and one-dimensional, they don’t look for reasons why or make the right connections.
So, if asked if you’ve had a performance review lately, expect one of two things to happen: having one soon after a poor score, or for proactive managers, one just prior to the survey.
Itch scratched. Score increased.
But nothing on quality of conversation, nothing about whether that was even a priority for you, your team or organisation.
Surveys, including for employeeengagement, are hugely useful. I’ve done nowt else for about a fortnight.
But they aren’t the last word in diagnosis, there’s far more at your disposal.
Have deeper, broader conversations with your people. Find out what makes what makes them tick and what ticks them off.
Don’t just scratch itches, get to the real causes.
