If you want employees to tell the truth, shock them by taking action every day during the server period. If you're not sending bullies home, killing or altering large numbers of policies and procedures, and eliminating whole departments the employees prove to have no value, then why would you expect them to tell the truth?
The place t begin is to ask the employees what they think will happen with the next employee survey. Do they believe HR is positioned to force change on disinterested leadership? What examples can they cite of changes made from prior surveys? Here's the universal worldwide problem with EE/EX surveys, neither the survey supplier nor HR has the ability to force leadership to do things they don't want to do. Employees are completely aware of this and you can bet they are ambivalent about the surveys. The results in the attached article were achieved with a single 9-word survey question. If you want to know what's wrong you have to ask, "WHAT"S WRONG?" This example is one of many it is just the largest. The CEO asked the question, "what are the ten dumbest things we do here?" HR wasn't involved, a third-party reporting to the CEO collected the data, and changes were made and announced nearly every day so employees could see something different was happening. When a manager or leader blocked a suggestion, the debate was elevated to the CEO's staff meeting. Over 25 years none ever make it that far. If you don't have a solution to the blocking that is always present from the politics, culture, and siloed organizations, then you are wasting your time and your employee's goodwill. There's a simple test, where are examples of companies improving their business metrics from an EE/EX initiative. No one is selling EE/EX using client results in their marketing and sales. Try to find any service providers basing their fees on the financial impact of their work. chiefexecutive.net/employee-engagement-ceos-actually-listening/
Thanks Je. There's lots of provocative thought in there! Hopefully most leadership isn't so disinterested that they aren't willing to do anything. Why allow money to be spent on a survey if that is the case? In all of the feedback, there must be something that can change.
@@hrhubtalk @HR ShopTalk Sure, there's always something that changes, but what about all the stuff the employees identified that didn't change. The sacred cow departments that produce no value, the corporate bullies that are allowed to stay, all the stupid HR and accounting policies that drive employees nuts? How many CHROs of CPOs could survive if every time a suggestion was blocked by a peer officer, they took the debate to the CEO? That's what the employees see year after year. So, is the survey improving engagement or destroying engagement by not fixing the hard things? Here's what happens when HR is given a break and isn't involved in the EE/EX initiative, the CEO is asking the question and a third-party reporting to the CEO is collecting the data and fighting the politics, culture, and siloed blockers with changes being announced every day so the employees can see something is happening. chiefexecutive.net/employee-engagement-ceos-actually-listening/
If you want employees to tell the truth, shock them by taking action every day during the server period. If you're not sending bullies home, killing or altering large numbers of policies and procedures, and eliminating whole departments the employees prove to have no value, then why would you expect them to tell the truth?
The place t begin is to ask the employees what they think will happen with the next employee survey. Do they believe HR is positioned to force change on disinterested leadership? What examples can they cite of changes made from prior surveys? Here's the universal worldwide problem with EE/EX surveys, neither the survey supplier nor HR has the ability to force leadership to do things they don't want to do. Employees are completely aware of this and you can bet they are ambivalent about the surveys. The results in the attached article were achieved with a single 9-word survey question. If you want to know what's wrong you have to ask, "WHAT"S WRONG?" This example is one of many it is just the largest. The CEO asked the question, "what are the ten dumbest things we do here?" HR wasn't involved, a third-party reporting to the CEO collected the data, and changes were made and announced nearly every day so employees could see something different was happening. When a manager or leader blocked a suggestion, the debate was elevated to the CEO's staff meeting. Over 25 years none ever make it that far. If you don't have a solution to the blocking that is always present from the politics, culture, and siloed organizations, then you are wasting your time and your employee's goodwill. There's a simple test, where are examples of companies improving their business metrics from an EE/EX initiative. No one is selling EE/EX using client results in their marketing and sales. Try to find any service providers basing their fees on the financial impact of their work. chiefexecutive.net/employee-engagement-ceos-actually-listening/
Thanks Je. There's lots of provocative thought in there! Hopefully most leadership isn't so disinterested that they aren't willing to do anything. Why allow money to be spent on a survey if that is the case? In all of the feedback, there must be something that can change.
@@hrhubtalk @HR ShopTalk Sure, there's always something that changes, but what about all the stuff the employees identified that didn't change. The sacred cow departments that produce no value, the corporate bullies that are allowed to stay, all the stupid HR and accounting policies that drive employees nuts? How many CHROs of CPOs could survive if every time a suggestion was blocked by a peer officer, they took the debate to the CEO? That's what the employees see year after year. So, is the survey improving engagement or destroying engagement by not fixing the hard things? Here's what happens when HR is given a break and isn't involved in the EE/EX initiative, the CEO is asking the question and a third-party reporting to the CEO is collecting the data and fighting the politics, culture, and siloed blockers with changes being announced every day so the employees can see something is happening. chiefexecutive.net/employee-engagement-ceos-actually-listening/