Strategy & direction: Employee engagement survey case studies

Employee engagement_strategy and direction  Employee engagement case study #1

Industry: Manufacturing | Size: Medium

Low morale and employee engagement were being caused due to a disconnect between strategy and people direction. There was a restructure and people were sad. The organisation ran Focus Groups to understand the problem, which was that people just didn't understand the new corporate structure. The CEO hadn't been at the forefront of the restructuring exercise. He realised that he had to be more involved and began to play a more central role in the communication sessions. A lot of work was done to explain the restructure in terms the workforce could understand. The workforce was multi-national, with cohorts from Sri Lanka, Pakistan and Malaysia; which meant extra work had to be done to translate the sessions into Tamil.


Increased communication efforts by the CEO improved employee engagement and acceptance of the new structure. People started to feel good about coming to work again and productivity increased.

Employee engagement_strategy and direction  Employee engagement case study #2

Industry: Government Administration and Defence | Size: Large

Staff showed poor engagement; post-survey consulting identified that there were no overarching values within the organisation. Without any values employees did not feel they had the direction to meet this organisation's aspirations. They then used the next Employee Survey as a forum to develop a new set of values asking staff what they believed they should be. The organisation executed this in a collaborative way so staff felt that they owned the values rather than having them "put upon them". 


Involving staff was a success and new values were officially launched. The values were well accepted.  This organisation "merchandised" values by printing staff lanyards, mugs and mouse pads.

Employee engagement_strategy and direction  Employee engagement case study #3

Industry: Transport and Storage | Size: Large

This organisation conducted a Customer Survey with Insync Surveys to find out what their customers value most. They thought their products and services were the biggest differentiator from their competitors. The customer survey discovered the driving force of customer relationships was between their staff and customers. The customer survey found it was their staff who kept their customers happy and not the products and services alone. Their staff were knowledgeable, customer focused and empathetic.


This important customer survey feedback led the organisation to see value in investing in improving employee engagement.

Insync Surveys' Employee Engagement Survey was conducted and integrated with the Customer Survey research to see what improvement opportunities staff could identify. This was used to enhance customer relationships while improving employee engagement.

A select number of customers were also followed up to find out more about how they can improve relationships and provide a more personalised service.

Employee engagement_strategy and direction  Employee engagement case study #4

Industry: Property and Business Services | Size: Medium

Client facing employees had low levels of engagement as they felt that their training products were not current and often fell short of their customers' needs. Their employee engagement survey indicated that staff wanted to introduce a stop/start continuum.


An immediate feedback mechanism was introduced whereby training courses were evaluated and improved at the end of every day. Both the quality and employees' faith in the training products increased as problems were solved in real time. Staff engagement increased and, anecdotally, engagement improved. This resulted in increased tenure among trainers.

Employee engagement_strategy and direction  Employee engagement case study #5

Industry: Manufacturing | Size: Medium

This organisation ran Insync Surveys' Alignment and Engagement Survey for all staff; they were disappointed with employee engagement which was mainly due to a lack of employee understanding of the company's long term direction.


The company spent three months sharing their vision with employees using a variety of communication types and by making senior leaders highly visible and approachable. They then ran a customised survey to re-measure levels of understanding of long term direction to see if employee engagement levels had altered. The results are yet to be analysed.

Employee engagement_strategy and direction  Employee engagement case study #6

Industry: Property and Business Services | Size: Medium

This tech savvy organisation demonstrated low levels of staff engagement largely due to a lack of clarity over the company's goals and long term direction. In short, the company had a low corporate profile and image among its own staff; there was little for them to identify with. A taskforce went about sharpening up the brand image with a new logo, the core aims of the company were published in addition to the company's aspiration. The company developed a Facebook profile and a wall was set up in the office to visually show who was looking at this.


There was an increased sense of staff pride in the organisation. 

Employee engagement_strategy and direction  Employee engagement case study #7

Industry: Electricity, Gas and Water Supply | Size: Medium

Board and senior level turnover had affected community perceptions of this old and stable company. The new CEO immediately implemented a staff survey to measure employee engagement and work out whether there were enough reserves of good will in the company to take them through the change that needed to happen to improve their reputation.


The CEO went on the road, not to provide answers but simply to listen to staff and admit that there was a problem and that it started at the top.

Employee engagement_strategy and direction  Employee engagement case study #8

Industry: Education | Size: Large

This organisation showed poor employee satisfaction/engagement levels. Insync Surveys' Employee Opinion Survey revealed that one of the reasons stemmed from uncertainly around role definitions. Nobody had clear job descriptions. The organisation response was to reissue job descriptions to help staff understand their specific role purpose and how it fit with the wider organisational goals.


Staff was clearer about what they had to do and had renewed purpose and commitment.

Employee engagement_strategy and direction   Employee engagement case study #9

Industry: Transport and Storage | Size: Large

This is a large organisation that has undergone many changes in operations over a short period. Its highly unionised workforce included many people with long tenure. Employee engagement was very low illustrated in part by the low response rates to an employee survey.


Staff engagement and survey participation is very slowly rising despite entrenched long term cynicism. Together, Insync Surveys and their client have appointed a dedicated staff member to champion post-survey communications; to no longer treat these communications as a necessary post-survey debrief but as part of a bigger, ongoing communications plan.

The organisation also clarifies its long term direction with frequent addresses from senior managers. Leaders are now more visible and publish their plans in communication channels which are targeted to different segmented audiences.

Employee engagement_strategy and direction   Employee engagement case study #10

Industry: Finance and Insurance | Size: Large

A staff survey revealed what the organisation already suspected, that employee engagement levels were very low. With over 3,000 people in one department, communication was very important. A global monthly conference call with the top 100 leaders was initiated in the hope that engaging the leaders would start a productivity cascade.


The new call was very honest and leadership said things that they hadn't said publicly before. Naturally, most of the staff either knew or at least suspected most points raised. Clearing the air was very productive.

Employee engagement_strategy and direction  Employee engagement case study #11

Industry: Cultural and Recreational Services | Size: Large

This company had extremely low levels of engagement as indicated by their Employee Opinion Survey. The company responded by facing the bad news head on and not hiding from it.


The CEO embarked on a road-show tour, making sure he had the chance to see every person in the company and provide an overview of the results. He also shared what the company's response would be. The CEO presented the engagement survey results in partnership with Insync Surveys staff and also adopted a new "open door policy".

Tell us your employee engagement story

Your story will be reviewed and loaded onto this website


* required field.