Fuelled by the latest advances in technology, conducting workplace surveys such as employee engagement measurement has never been easier, but the way the data findings are analysed and acted upon remains a key challenge for many employers, says Lam Hang Ching, senior consultant, Talent and Rewards (Hong Kong), at the human capital consulting and global advisory firm Willis Towers Watson. Speaking at a recent Breakfast Seminar, “The Science of Employee Listening”, co-organised with Classified Post, Lam explained to participants that, while surveys provide employers with valuable employee perspectives, the important next step is how employers respond to the data they harvest, a process known as “listening to the employees voice”.
Encourage feedback
Lam said technology that allows organisations to conduct surveys on a more regular basis in a more efficient manner, also comes with its own set of challenges. Prime examples include how to optimise the data and ensure that employees find purpose and meaning in their contributions. Lam added that, if employees are encouraged to use survey opportunities to provide feedback, employers need to avoid the risk of having their initiatives stalled by not responding and communicating the findings. Equally important, employers need to be seen to respond to employee insights and, where feasible, create changes, based on their feedback. “Using technology platforms, we are able to set up a survey in minutes, launch it in seconds and report data in real time,” Lam said. However, if the findings are not acted upon, the potential benefits could be lost. Lam also stressed the initial drivers of change need to come from senior executives to indicate to employees that their views and insights are being taken seriously. He also explained how employee engagement surveys can help organisations identify and build on the strengths and talents of their workforce to gain a competitive edge. Surveys can also identify weaknesses and previously unexplored areas where employee engagement might be strengthened. Data accuracy is also paramount, said Lam. While confidential surveys allow employees to give honest feedback about topics they might not otherwise feel comfortable bringing to the attention of their employers, inaccurate information can also lead to inaccurate data if the importance of the survey is not communicated.
Goals are essential
Lam also said that, as with any other business initiative, before undertaking a survey employers need to objectively consider what they are aiming to achieve. “At executive level there has to be a vision, a goal or a question that needs answering so that the company can make business improvements and drive changes,” he said. For example, surveying employees to learn what types of benefits they appreciate the most, as well as the types of benefits they would like to receive, can help organisations to tailor their total rewards package to retain existing employees and attract more long-term staff. Lam also highlighted that, with increased employee engagement linked to the overall success of a company, employee engagement surveys have moved from being a predominately HR focus to a strategic business one. At the same time, a shift in talent management practices and the workplace populated by a multigenerational workforce have also contributed to the significance of the employment engagement survey as a tool for gauging employee sentiment. Lam also pointed out that, as technology makes it easier to gauge and measure employee sentiment, from 360-degree feedback to well-being surveys, the new breed of employee engagement tools have created their own unique challenges, chiefly, which department should take ownership of the survey data and what they choose to do with it. “With heads of departments often bogged down in the day-to-day work of juggling multiple priorities, unless they can see a clear benefit for the department, they may by unwilling to instigate real change,” noted Lam. For instance, there has to be clear incentives and benefits for the department for the manager to want to take the responsibility for acting on the data findings. Lam also emphasised that, whether a survey is conducted to measure employee engagement, company culture and climate, collaboration and team effectiveness, or to assess the roll-out of a company goal or initiative, the findings, outcomes and action plans need to be communicated clearly and in a timely fashion across the entire workforce. “These days, in a multigenerational workforce environment, employers need to use all the communication channels and portals available to them,” he said.
The human factor
Continuing with the theme of employee engagement, Alvin Leung, general manager of PersolKelly Consulting (Hong Kong) – the sister company to Kelly Services Hong Kong, in his “Uncover the Organisational Values Enabler” presentation, emphasised the fundamental role that managers can play in motivating employees and boosting their feeling of engagement by communicating their organisation’s values and, most importantly, by walking the talk. According to PersolKelly’s latest Asia-Pacific Workforce Insights report, 61 per cent of Hong Kong respondents (versus 57 per cent in Asia-Pacific) agreed that workers favour their manager’s personal values over the broader values of their organisation. In the era of digital transformation, it is imperative for companies to learn to become more efficient in using technology and data to make better decisions. In additional to being efficient, companies also need to be effective in delivering business results in ways that reflect their unique culture which is important in the its sustained growth and differentiation. Leung used the Maslow theory, developed by American psychologist, Abraham Maslow in the 1940s, which articulates the pattern through which human motivation generally moves to “self-actualisation” or the realisation or fulfilment of an individual’s talents and potential. Leung said managers are often recognised and promoted for their ability to drive business outcomes with a focus on the bottom line. Instead, he said, managers who had reached “self-actualisation” or “self-transcendence” (those who achieved and mastered the more basic level of needs, and are pursuing to attain their best of self and to contribute to some higher outside goals) could be the more effective drivers of engagement that encourages collaboration and ultimately create a more productive and sustainable work environment. “While salary is important, building engagement is about developing employee collaboration and purpose, which gives companies sustainability. Companies that are serious about driving company values should take into consideration the Maslow level of needs their managers and leaders are in, and whether their ‘metamotivation’ is in line with the corporate values. Assessment of the managers’ values should be carried through the HR processes, from recruitment, performance evaluation to the promotion. Companies should invest in training their leaders, alongside aligning its policies, processes, and systems, to ensure these all reflect its corporate values,” said Leung.
