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Lack of action leads to lack of trust. Cynicism can develop around engagement if action isn’t taken and detract from future engagement initiatives. For action to be effective, leadership needs to own it.
However, “The executive leadership team acts on employee feedback” is the fourth lowest scoring question out of 63 from McLean & Company engagement surveys (N=244,519). Launching an engagement survey is like pulling the pin on a grenade. If you’re not prepared to act, be prepared for the consequences.

Our Advice

Critical Insight

The most critical part of engagement happens post survey, yet organizations are often struck by analysis paralysis.
To avoid cynicism, cascade the analysis of employee survey results and tailor the approach for timely, targeted, and relevant engagement action planning.

Impact and Result

Bridge the gap between employee engagement survey launch and action by:
- Analyzing the results: Identify organizational priorities and determine the right approach to analyzing results and action planning for your organization. Analyze and communicate the results to stakeholders and define their roles.
- Developing insights and actions: Determine the right approach to developing insights and actions and equip managers to conduct qualitative analysis.
- Building and implementing action plans: Identify initiatives that have the highest impact on organizational priorities, set timelines and task owners, and track progress using McLean & Company templates and tools.

Analyze and Act on Engagement Data Research & Tools

1. Analyze results

Identify organizational priorities and determine the right approach to analyzing results and action planning for your organization. Analyze and communicate the results to stakeholders and define their roles.

2. Develop insights and actions

Determine the right approach to developing insights and actions and equip managers to conduct qualitative analysis.

3. Build and implement action plans

Identify initiatives that have the highest impact on organizational priorities, set timelines and task owners, and track progress using McLean & Company templates and tools.

Employee Engagement

An active membership is required to access McLean Academy

This program has been approved for continuing professional development (CPD) hours under Section A of the Continuing Professional Development (CPD) Log of the Human Resource Professionals Association (HRPA).

McLean & Company is recognized by SHRM and can award Professional Development Credits (PDCs) for the SHRM-CP® or SHRM-SCP®.

HR Certification Institute’s® official seal confirms that McLean & Company meets the criteria for pre-approved recertification credit(s) for any of HRCI’s eight credentials, including SPHR® and PHR®.

How to complete this course:

Use these videos, along with the Project Blueprint deck above, to gain an understanding of the subject. Start with the Introduction, then move through each of the Course Modules. At the end of each Module, you will be required to complete a short test to demonstrate your understanding. You will complete this course when you have completed all of the course tests.

Number of Course Modules: 5
Estimated Completion Time: 1.5 hours

Learning Outcome

Learners will be able to develop an engagement program strategy that drives engagement success, select effective metrics and qualitative information to translate engagement data into insight, and guide managers in engagement action planning.

Learning Objectives

By the end of this course, learners will be able to:

Develop an engagement strategy for impactful results
Analyze results and uncover insights to set engagement priorities
Prepare leaders to drive engagement in their interactions
Build and implement action plans

All of our McLean Academy courses have closed captioning available. To turn this function on, click on the C.C. in the bottom right corner of the video screen and click "English" on the options that pop-up.

Course Modules

Now playing

Employee Engagement Introduction: Employee engagement is more than just a survey

Now playing

Employee Engagement Module 1: Determine your engagement strategy

Now playing

Employee Engagement Module 2: Analyze data to uncover insights

Now playing

Employee Engagement Module 3: Prepare managers to drive engagement

Now playing

Employee Engagement Module 4: Act on engagement

Workshop: Analyze and Act on Engagement Data

Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Focus Groups (Gather the Employee Voice to Inform Engagement Action Planning)

The Purpose

Conduct focus groups to gather employee and manager input.

Key Benefits Achieved

Employee and manager input gathered on challenges experienced and recommendations for improvement

Activities

Outputs

1.1

Total of 15-18 hours of focus groups.

Recommendations for organizational-level employee action planning from a sample of employees and managers

Module 2: Debrief of Focus Group Feedback

The Purpose

McLean & Company presents a report of the focus group feedback.

Key Benefits Achieved

Presentation of a report comprising themed and ranked recommendations from participants of focus groups

Activities

Outputs

2.1

Up to two-hour debrief of the comprehensive focus group report

Comprehensive report

2.2

Discussion of suggested quick wins and longer-term strategies

Understanding of next steps

2.3

Overview of next steps for the organization to turn the feedback into an action plan

Analyze and Act on Engagement Data

Avoid analysis paralysis with a timely and tailored approach to action planning.

Executive Summary

McLean & Company Insight

The most critical part of engagement happens post survey, yet organizations are often struck by analysis paralysis. To avoid cynicism, cascade the analysis of survey results and tailor the approach for timely, targeted, and relevant engagement action planning.

Situation

Engagement positively impacts organizational outcomes and is positively related to employee and organizational performance. Engaged employees are more committed, innovative, and customer focused.

Yet, work on engagement often stops with surveys. Only 8% of employees agree their organization acts on engagement survey (Gallup, 2018).

Complication

Lack of action leads to lack of trust. Cynicism can develop around engagement if action isn’t taken and detract from future engagement initiatives. For action to be effective, leadership needs to own it. However, “The executive leadership team acts on employee feedback” is the fourth lowest-scoring question out of 60 from McLean & Company engagement surveys (2019; N=244,519). Launching an engagement survey is like pulling the pin on a grenade. If you’re not prepared to act, be prepared for the consequences.

Solution

Bridge the gap between survey launch and action by:

Analyzing the results. Identify organizational priorities and determine the right approach to analyzing results and action planning for your organization. Analyze and communicate the results to stakeholders and define their roles.
Developing insights and actions. Determine the right approach to developing insights and actions and equip managers to conduct qualitative analysis.
Building and implementing action plans. Identify initiatives that have the highest impact on organizational priorities, set timelines and task owners, and track progress using McLean & Company templates and tools.

Engagement positively impacts organizational outcomes

Engagement is positively related to employee and organizational performance:

A line graph with y-axis 'Organizations Expecting Increased Engagement' in percentages and x-axis 'Organizational Performance' from 'Underperforming' to 'Exceeding'. The line moves in an upward trend. McLean & Company, HR Trends Report 2019; N=501

Engaged employees are more committed, innovative, and customer focused:

A horizontal bar chart gauging survey responses to two questions, available answers being 'Engaged' or 'Disengaged'. For the question 'I am very committed to this organization', 97% Engaged, 25% Disengaged (N=170,299). For the question 'I expect to be at the organization a year from now', 91% Engaged, 20% Disengaged (N=155,979). McLean & Company, Engagement Survey Database, 2015-2019

Work engagement positively predicted innovative behavior on a daily basis (Orth and Volmer, 2017; N=123).

Seventy-eight percent of organizations who score high on engagement deliver an above-average customer experience (Qualtrics, 2018; N=178).

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 3-phase advisory process. You'll receive 6 touchpoints with our researchers, all included in your membership.

Guided Implementation 1: Analyze results

Call 1: Discuss approach to engagement analysis and action planning.
Call 2: Review analysis of survey results.

Guided Implementation 2: Develop insights and actions

Call 1: Discuss selection of methods for qualitative analysis.
Call 2: Review uncovered insights.

Guided Implementation 3: Build and implement action plans

Call 1: Discuss initiatives and prioritization.
Call 2: Review initiative profiles.

Contributors

Ria Emsley, Human Resource Manager, AVVO
Andy Donovan, HR Manager, Frankenmuth Insurance
Andrew Drake, Organizational Effectiveness Specialist, North American Partners in Anesthesia (NAPA)
Michelle Pyram, Director, Human Resources, Board of Education Retirement System (BERS)