Great Everyday Experiences Drive Employee Engagement

Photo by Campaign Creators on UnsplashBy Claude Werder, Vice President and Principal HCM Analyst, Brandon Hall Group

Results from Brandon Hall Group’s 2020 Employee Engagement Study are in. There’s a lot to unpack. Let’s get right to the heart of it: Employees are 146% more likely to be somewhat engaged or actively disengaged than highly engaged.

Employers don’t take this lightly. They understand they have a big problem and retaining talent is their #1 concern. The big mystery is how to best attack this goliath. In interviews with HR leaders, coaching programs for managers and career development programs for employees are the most popular strategies to drive engagement right now.

Those and other programs certainly don’t hurt. But they don’t necessarily get to the core of the problem.

Employee engagement is an outcome; the result of the experiences employees have every day on the job. Simply put, if your employees have more great or “peak” experiences than bad ones, they are more likely to be engaged. Experiences like coaching and frequent feedback from leaders are certainly important, as are learning and career opportunities. But also look at basic questions like:

  • Do employees have the tools they need to do their jobs in the most progressive and efficient way?
  • How easy is it for employees to change their benefits, check on vacation time or simply clock in and out of work?
  • Do they have a clear understanding of the organization’s business goals?
  • Does your organization give employees a sense of belonging?
  • Does the company make it easy for employees to connect with other colleagues in the next cubicle or across the globe?

Before throwing a bunch of programs at the engagement challenge, develop a deep understanding of the quality of your employees’ everyday experiences. Here’s a helpful exercise: Identify several types of experiences. Then identify what the best experience looks like and what the worst experience looks like.

An example of how to approach this:

This may involve immersing yourself in your employees’ work experiences and getting very granular about how they navigate their jobs and the organization. That’s the point – you can’t devise the best strategies to drive employee engagement without a deep understanding of where employees are and where they want to be.

There’s a lot more to share from our research in the weeks ahead, but this is a great place to start.

Claude Werder, Vice President and Principal HCM Analyst, Brandon Hall Group

Claude Werder is Brandon Hall Group’s Vice President and Principal HCM Analyst. He focuses on Leadership Development and Talent Management. Brandon Hall Group is a leading research and analyst firm with Practices in Learning & Development, Talent Management, Leadership Development, Talent Acquisition and Workforce Management/Core HR.

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Mike Cooke

Chief Executive Officer of Brandon Hall Group Mike Cooke Prior to joining Brandon Hall Group, Mike Cooke was the Chief Executive Officer and co-founder of AC Growth. Mike held leadership and executive positions for the majority of his career, at which he was responsible for steering sales and marketing teams to drive results and profitability. His background includes more than 15 years of experience in sales, marketing, management, and operations in the research, consulting, software and technology industries. Mike has extensive experience in sales, marketing and management having worked for several early high-growth emerging businesses and has implemented technology systems to support various critical sales, finance, marketing and client service functions. He is especially skilled in organizing the sales and service strategy to fully support a company’s growth strategy. The concept of growth was an absolute to Mike and a motivator in starting AC Growth, in order to help organizations achieve research driven results. Most recently, Mike was the VP and General Manager of Field Operations at Bersin & Associates, a global analyst and consulting services firm focused on all areas of enterprise learning, talent management and talent acquisition. Tasked with leading the company’s global expansion, Mike led all sales operations worldwide. During Mike’s tenure, the company has grown into a multi-national firm, conducting business in over 45 countries with over 4,500 multi-national organizations. Mike started his career at MicroVideo Learning Systems in 1992, eventually holding a senior management position and leading all corporate sales before founding Dynamic Minds. Mike was CEO and Co-Founder of Dynamic Minds, a custom developer of software programs, working with clients like Goldman Sachs, Prentice Hall, McGraw Hill and Merrill Lynch. Also, Mike worked for Oddcast, a leading provider of customer experience and marketing solutions, where he held a senior management position leading the company into new markets across various industries. Mike also serves on the Advisory Board for Carbon Solutions America, an independent sustainability consulting and carbon management firm that specializes in the design and implementation of greenhouse reduction and sustainability plans as well as managing the generation of carbon and renewal energy and energy efficiency credits. Mike attended University of Phoenix, studying Business Administration and Finance. He has also completed executive training at the Chicago Graduate School of Business in Chicago, IL.

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