Persuading leaders to support your engagement programme: Demonstrating customer success and improving retention

78% of organisations are currently focused on improving employee engagement and the strongest advocates of these efforts tend to be the senior leadership team (CEOs, managing directors or HR leaders)[1].

For businesses that don’t focus on employee engagement, this is often due to challenges such as budget constraints, environments where engagement is not a priority, and insufficient buy-in from senior managers.

Where employee engagement faces the challenge of needing to be supported and championed by leaders, there are some great ways of persuading them that an engagement survey and programme is worthwhile.

The primary reasons for focusing on engagement are to improve morale or culture, as well as to attract and retain talented employees. Almost half of organisations that run employee engagement surveys link the results to people data and/or organisational performance metrics.

A popular metric to link employee survey results to is customer satisfaction, such as Net Promoter Scores (NPS). This demonstrates how engaged employees deliver outstanding service to customers, but only organisations that measure customer satisfaction at a site, office or team level, have the data needed to confirm this.

Organisations with high levels of employee turnover can be helped through engagement initiatives. By conducting an engagement survey, you can understand why people really leave, and which areas of the business are likely to suffer from employees leaving. By running leaver analysis, WorkBuzz can identify the true reasons employees leave an organisation and provide recommendations on how to address these.

“At First Utility, we’re focused on the retention of our employees. We’ve been able to retrospectively analyse employee engagement survey data, linking it to our leaver data to learn more about the true reason why people leave our company. This data has also been used to model how many people would leave the business each year (and even at a departmental/team level), so that we could focus on the areas with the highest attrition risk after every survey we’ve run. By really understanding why people consider leaving the business and engaging with them after the survey to discuss changes to improve these drivers, we’ve been able to improve our retention by 20%.”

John Wrighthouse, Chief People Officer, First Utility

Need more help persuading people that an engagement programme is worthwhile? Request a demo here and we’ll give you a call to discuss your challenges.


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