Designing Employee Engagement Surveys And Interventions For Increasing Engagement

In a global survey carried out in 2016, Mann and Harter reveal that only 13 % of employees are engaged—a figure that has remained stagnant since 2009. As employee engagement relates directly to employee productivity and well-being, focusing on employee engagement assumes massive importance. The hit and trial methods of engaging employees have not succeeded and neither have the partying or celebrations of employees’ birthdays. At best such methods have momentarily deflected the ‘drudgery’ and meaninglessness employees experience at work. The concept of employee engagement is presently misplaced and therefore, a huge opportunity for increasing employee productivity and business performance is missed.

• Research suggests that nearly 13% of employees only are engaged at work.
• Research also provides evidence that employee engagement results in higher productivity, performance, well-being, and business results.
• We bring deep knowledge of employee engagement in designing effective online surveys, analyse the data, and institute appropriate processes for improving employee engagement.
• Our unique approach is in EMPLOYING SOPHISTICATED STATISTICAL ANALYSIS in DISTILLING HIGH-IMPACTING PROJECTS (employing our concept of Hyperspace), DESIGNING PROCESSES FOR IMPLEMENTING THE PROJECTS, and having HIGH BUSINESS IMPACT.
• A case study on the UNIQUE APPROACH TO EMPLOYEE ENGAGEMENT has been published in HARVARD BUSINESS. Dr. Bhatnagar was the CHRO of Shree Cement and led the initiative. The link to the case study is: Shree Cement Limited: Cementing the People First Agenda | Harvard Business Publishing Education
• The model below depicts the broad approach adopted for assessing and developing employee engagement.

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