Triple EEE

Experience, Expertise, Excellence

Employee Engagement


Employee engagement is the extent to which employees are proud to work for the organization, identify with and are inspired by its goals and values, and commit energy and creativity to its sustained success.

Countless research reports indicate that more 'engaged' employees are motivated to do a better job, go above and beyond what they are contractually expected to do, and bring more passion to their work. This results in better business performance.

Research also indicates that front line leaders play an important role in instilling a sense of engagement in co-workers. It is their leadership style that connects co-workers and their jobs with organizational objectives as well as achievements. The quality of the connection between leaders and co-workers at all levels is crucial and touches the heart of each and every organization: relationships and the way people deal with each other.

Consequently, employee engagement is the responsibility of business leader’s at all organizational levels. HR is generally responsible for providing the framework for employee engagement through HR activities such as recruitment, on boarding, leadership development, and organizational effectiveness. The framework also includes the measurement of employee engagement levels through an opinion survey.

Once the survey results are available it is the responsibility of business leaders to share these with their staff, to have a dialogue and to agree whether behavioural changes and/or activities need to be initiated either by the leaders themselves or jointly with their staff.

Lessons derived from many organizations indicate that development and execution of an adequate employee engagement framework requires not only time and effort, but also, and more importantly, expertise and skills that in general are not widely available in all organizations yet.

It is our aim to assist an organization’s project team in the following aspects of employee engagement frameworks, which may be in varying stages of development: orientation, start-up, first experience, in place and needs adjusting. Assistance relates to effectiveness of the framework and to efficiency of the employee opinion survey as its measurement tool.


  • Senior leader championship for employee engagement – messages from senior leaders and channels such as the corporate website provide valuable insight into what is truly important to the organization; continued and prominent championing of employee engagement is essential for an engaging culture to emerge and to survive.
  • Alignment between organizational ambition and aspects measured in the employee opinion survey – survey questions themselves communicate desired values and behaviour; especially with longer existing questionnaires, a gap may have developed between what the organization stands for on the one hand and what the survey measures on the other hand.
  • Wider usage of survey results – survey results are a rich source of data and can provide valuable insight; an inventory of wider usage of survey results reveals the extent to which richer use can be made of them; this will include ‘linkage analysis’ as part of which survey results are connected with business performance data to assess the connection between the two.
  • Usefulness of reporting formats – business leaders at all levels require survey results reports that are clear, transparent and simple to use in the dialogue with their staff; language used must align with company language; themes emerging from the survey should easily become clear.
  • Alignment with business cycle – survey results ideally become available at such timing that they can meaningfully be included in business and personal planning conversations; this also typically means that the employee opinion survey runs on an annual cycle.


  • Connection with the HR Information System (HRIS) – the organization’s investment in one HRIS that holds high quality data on both the survey population and the organizational structure should be built on by using that data for the employee opinion survey.
  • Aim to web-based survey only – organizations typically offer web-based questionnaires to office workers and paper questionnaires to workers on site; with the shift to employee self-service for HR topics, there is room for migrating to web-based only surveys, thus achieving a considerable reduction of the external survey vendor’s fees.
  • Assurance of confidentiality – employee opinion surveys typically are not anonymous yet they are confidential; it is essential that the measures to preserve confidentiality are in place, are observed and are communicated to the survey population.
  • Quality of the survey project team – coordination and management of the project team requires skills that should be reflected in the relevant job descriptions, so that these skills are being recognized and assessed as such; the implication is that incumbents will need relevant development which, in view of the nature of the role, will include a certain degree of external orientation.
  • Liaison with staff representative bodies – depending on country regulations, staff consultation may be part of the entire survey process; in most cases this is restricted to providing the relevant bodies with information on purpose, application and process.
  • Preparation for HR Analytics – multi-year survey results provide a great source for advanced analysis especially when this data can be connected to data from the HRIS and to business data collected and held by other parts of the organization; steps need to be taken in an early stage to ensure data is available when the interest in insights emerging from analytics matures.
  • Selection of external survey vendor – survey vendors need to, as a minimum, bring expertise in designing a high quality measurement instrument plus the technology for administering the survey and reporting on it; they need to also offer added value for example by means of additional insights and deepening the project team’s skills and expertise; survey contracts typically run for 3-4 survey cycles and this requires an optimum match between the organization and the survey vendor;experience in the vendor selection process (usually guided by the procurement section) ensures the thoroughness needed.


For more information about this service please contact us through the Client Enquiry Communication form on this site, or send us an email at


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