Engagement Surveys: A Means Or An End?
Human Capital|May 2018

Surveys are not merely a way to check the pulse of the organisation; they should ideally be used as vehicles to improve the organisation culture, people practices and employee experiences which gradually translate into business success.

Rajesh Padmanabhan
Engagement Surveys: A Means Or An End?

The benefits of having an engaged workforce cannot be stated enough. However, the challenge for organisations is not merely retention of key talent within the organisation. It is in fact to understand the underlying aspirations, motivations, and desires of the employees. These factors more often than not become critical drivers for a highly engaged workforce. From an organisation perspective, employee engagement not only has the potential to significantly effect employee retention, productivity and loyalty; it is also a key link to customer satisfaction, company reputation and overall stakeholder value. Thus, in the process of establishing if the workforce is engaged or not, employee engagement surveys have become a norm for organisations whether big or small. Surveys can help your company measure and track the critical feed forward that benefits business, employee and bottom-line.

So, while organisations are relying on Surveys to measure engagement, are the surveys being used effectively or are they just left to be indicators?

Surveys are not merely a way to check the pulse of the organisation; they should be ideally be used as vehicles to improve the organisation culture, people practices and employee experiences which gradually translate into business success.

This story is from the May 2018 edition of Human Capital.

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This story is from the May 2018 edition of Human Capital.

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