Feedbacks shape the future

Employee engagement has become a top business priority

Today, in the world, millions of people will be going to work with no energy, no motivation, no dedication, just like ghosts or zombies. They are disengaged. In fact, engagement is rare. Only 13% of employees worldwide are « fully engaged » according to Gallup Global Survey. Asia is particularly hit: only 9% in Singapore or 8% in Indonesia. The cost to businesses is huge. We are talking billions of dollars lost in lower productivity, higher absenteeism and turnover. So companies do feel the pain. In the US alone they spend more than a billion dollar every year trying to solve this problem. But data show that engagement is not improving. It is stagnating. Why is that ?

What we found is that most companies still view engagement as a survey, or as short actions to be implemented. They do not see it as an ongoing process of improvement that needs to be in-built deep into the company’s DNA. So they purchase one-off external advice and external services. They also use annual surveys that are slow, heavy and can only look at the past.

goUP is here to solve that and to help companies build their own internal capacities to improve engagement in the long term. GoUP is not just as a software but is the backbone of a powerful engagement process. It allows HR to listen, measure, analyze and improve engagement continuously – and track the impact of corrective actions.

Engagement is not enough. For business value, it needs to be sustainable.

Engagement drives performance but what matters to business is sustainable performance over time. This is why GoUP focuses on sustainable engagement. How to measure it. How to drive it.

High performance based on sheer expenses of energy or external motivation, such as high pay, can easily hide burnout risks, an inability to disengage and be refreshed, a weak sense of pride in the company or a low desire to stay in the long run. In the end, this situation will stop bringing value and will even come at a very real cost to the company.

Similarly, company cannot assume that people who are disengaged are just free riders: some people can be proud of their company and willing to stay, yet frustrated because they are not properly enabled to work at their full potential, due to a range of constraints. All of these situations need to be identified, measured and understood to optimise a workforce’ potential.

In all of these situations, Senior managers need to go beyond the surface, find the hidden stories and where there are the bottlenecks and pockets of dissatisfaction hampering people’s potential.

Most companies, even great ones, still needs to strengthen their HR capacities to manage engagement

To manage engagement, large companies still mostly rely on a mix annual or quarterly surveys supported with external consultancies. These solutions are not centered on building the company’s capacities and cannot be thus fully satisfactory.

First, current measurement tools are typically low frequency. The amount of feedback collected is limited as it their ability to track changes over shorter periods of time or tracking results of actions that are taken. Further to this, typical survey methods do not allow fully refined and thus relevant segmentation, such as focusing the company’s key talents and high potentials (while persevering anonymity). These tools are also pulled down by an in-built conflict between precision (the richness of the questions asked) and the quality of the answers (the participation rate and the attention paid to answering each question).

Second, in the name of « benchmarking », surveys are often externalised which by itself reinforces the low frequency of measurements at the cost of not benchmarking yourself against yourself frequently enough to know what is going on.

Third, we believe that analysis bought from consultants without building one’s internal capacities lead to higher financial costs and opportunity costs. A cycle of dependency whereby businesses keep relying on external expertise is set into place. And for what value exactly ? How can companies make the most of consultants if they have not built their own data-backed understanding and questions to start with? If they have not leveraged their internal knowledge, insights and feedback first? And if they are unable to crosscheck what is said with their own data and hypothesis?

This is why GoUP focuses on building HR’s own capacities to track, measure and improve engagement. This will only increase the value of external advice.

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