Help Managers Inform, Interact, and Involve on the Way to Team Engagement

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From an HR perspective, employee engagement surveys fail to provide the value you are hoping for because they are treated like an annual project that quickly loses steam.
The responsibility for fixing the issues identified falls to HR, and ultimately HR has very little control over an employee’s concerns with their day-to-day role.
HR is aware of underperforming managers, but most of the information they have on these managers is heresay, and they don’t have the data to back it up.

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Our Advice

Critical Insight

HR and the executive team have been exclusively responsible for engagement for too long. Since managers have the greatest impact on employees, the managers, not HR or executives, should be primarily responsible for employee engagement.
In most organizations, managers underestimate the impact they can have on employee engagement and assume that the broader organization will take more meaningful action.
As long as confidentiality can be maintained, managers should receive their team’s engagement scores and should use this data as a starting point when holding a feedback session to obtain more details.
Improving employee engagement may be as simple as improving the frequency and quality of the “3Is”: informing employees about the why behind decisions, interacting with them on a personal level, and involving them in decisions that affect them.

Impact and Result

Managers have the greatest impact on employee engagement. The saying is true – people join companies but leave managers.
If employees have a good relationship with their manager, they are much more likely to be engaged at work which ultimately leads to increases in revenue, profit, and shareholder return.

Help Managers Inform, Interact, and Involve on the Way to Team Engagement Research & Tools

1. Get managers more involved in analyzing and improving their team's engagement

Improve employee engagement and ultimately your organization’s bottom line.

2. Educate managers on how to interpret their engagement survey results

Prepare them for action planning and improving their management practices.

3. Provide managers with a meeting agenda

Enable them to have a productive engagement feedback discussion with their teams.

4. Provide managers with an action plan template

Facilitate effective team engagement action planning.

5. Help managers gain insight into what engages and disengages employees

Solicit employee pain points that could potentially hinder their engagement.

6. Help managers get to know their new hires on a more personal level

Develop a stronger relationship with employees to drive engagement.

About McLean & Company

McLean & Company is an HR research and advisory firm providing practical solutions to human resources challenges via executable research, tools, diagnostics, and advisory services that have a clear and measurable impact on your business.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your HR problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

Need Extra Help?
Speak With An Analyst

Get the help you need in this 1-phase advisory process. You'll receive 4 touchpoints with our researchers, all included in your membership.

Call 1: Analyze Manager Specific Results

Get a second set of eyes on your analysis of manager’s results.
Call 2: Develop a plan for communicating results

Obtain advice on how to structure your communication plans and whether you should schedule group or individual meetings.
Call 3: Set Up Engagement Feedback Sessions

Speak to a Consulting Analyst about whether you should be involved in facilitating Engagement Feedback Sessions with employees.

Have a Consulting Analyst review your final agenda.
Call 4: Support Managers Beyond Feedback Sessions and Hold them Accountable for Engagement

Get advice from a Consulting Analyst on how to implement the “3I” model.

Obtain feedback on your implementation plans for holding managers accountable for engagement in your organization.

Contributors

In February and March 2013, McLean & Company also interviewed team managers and HR leaders with experience in managing employee engagement initiatives.

The following people contributed to the research for this solution set: