Our recent survey (subscription required) looking at line managers’ role in people management shows that employee engagement is a growing part of a line manager’s function.
But, as our survey also shows, one in five HR practitioners responding felt that this was a role that line managers struggle to perform well.
I attended a seminar recently, given by international employee opinion survey ORC (external link), exploring this very topic. Kate Pritchard, ORC director of employee research, discussed practical steps organisations can take to keep engagement levels high among employees. This should help employees to remain committed to the organisation, and be prepared to “go that extra mile” – as outlined by ORC's model of engagement: ‘Say, stay, and strive’.
One thing was clear from the seminar: achieving and sustaining an engaged workforce requires effort, and conducting an employee opinion survey can be no more than a starting point.
Pritchard told the group of HR practitioners that: “In many instances, employee survey data isn’t really embraced within the business and doesn’t lead to change and improvement action.”
But she pointed out that: “Successful surveys are embedded within the organisation, and are used to really understand the workforce and to make positive change.”
Pritchard also spoke of the importance of supporting managers when they are given feedback on their own performance – which may include some criticism. Having faced this criticism, they may then need to report these and other findings to their teams. ORC suggests employers provide training sessions and guidance materials for line managers.
|
| Permalink | Email this |
