Systems & processes: Employee engagement survey case studies

Employee engagement_systems and processes  Employee engagement case study #1

Industry: Transport and Storage | Size: Large

Insync Surveys' all staff survey indicated low engagement caused by frustrations with systems and processes. The organisation's systems and processes resulted in duplication of effort which made employees' job harder. Inadequacies in the system were coming across to the customer; further lowering staff morale as they were on the front-line and had to deal with complaints.

Verbatim comments from the staff survey were used to identify specific problems. The survey comments also indicated frustration was compounded by the relationship that most staff had with the remote IT department. These findings were validated with the company directors and they we worked together to devise a strategy.

Result

Cross functional task-forces, lead by the organisation development manager, were set up to devise IT solutions. Follow-up research by Insync Surveys indicated increased staff engagement once things had moved from being an "IT problem" to an organisational wide issue with collaborative cross-functional task-forces that were addressing the issues.


Employee engagement_systems and processes  Employee engagement case study #2

Industry: Property and Business Services | Size: Medium

A staff engagement survey revealed that research staff were being pulled away from projects to assist sales people in times of austerity. More sales support staff were recruited to ease the burden of the delivery team.

Result

There is evidence that research staff had improved levels of engagement once their time was freed, enabling them to return to their core discipline.


Employee engagement_systems and processes  Employee engagement case study #3

Industry: Property and Business Services | Size: medium

Technically savvy staff believed that despite the reasonably small size of the organisation they had little or no mechanism to share their thoughts and feedback. The culture was quiet and industrious and staff did not openly discuss their thoughts and opinions. Leadership expected staff to provide feedback to them directly, but these IT gurus had worked their way up the organisation on technical ability rather than for their communication or managerial expertise. They introducted an electronic forum to enable staff to post their opinions provided a real-time. It was a culturally appropriate investment in systems which improved staff engagement.

Result

Although staff engagement did improve with this IT based feedback solution, managerial training courses may have provided further improvements. A 360 degree feedback survey would be a good starting point for aligning managerial goals with those of the wider organisation. A 360 degree feedback survey may also improve management styles by providing leaders with stakeholder feedback and by identifying manager training needs.


Employee engagement_systems and processes   Employee engagement case study #4

Industry: Property and Business Services | Size: Small

Common problems with keeping staff current with new systems/software caused engagement issues as staff became frustrated and distracted from performing their key roles. A simple and inexpensive investment in systems helped to rectify this engagement issue: the IT department kept an issues log each time a new system upgrade was introduced, they then set up an easily accessible and simple page on the intranet dealing with common system problems. The log was backed up with an excellent helpdesk and an IT champion took charge of regularly emailing staff hints and tips.

Result

An employee  Alignment and Engagement Survey revealed that staff had good alignment with the "investment in systems" factor, this contributed to overall favourable engagement scores.        


Employee engagement_systems and processes  Employee engagement case study #5

Industry: Communication Services | Size: Medium/large

This busy contact centre suffered low levels of engagement following a huge overhaul of their IT systems. The new head of IT put some systems in place including the provision of an overall contact centre inbox which was set up with filters and rules so that mail was automatically labelled as it arrived. This freed up some time and allowed staff to concentrate on dealing with enquiries rather than manually sorting their in-box.

Result

Staff interviews revealed that engagement levels had not just returned to pre-IT overhaul levels but exceeded them. This was attributable to the superior operations of the new system but also time.


Employee engagement_systems and processes  Employee engagement case study #6

Industry: Manufacturing | Size: Large

Employee engagement levels were dropping because quality issues weren't being dealt with and staff pride was suffering. People were dealing with product issues all the time.

Result

They implemented a total quality system which changed the balance between fire fighting and being proactive. This had an immediate impact on staff engagement.


Employee engagement_systems and processes   Employee engagement case study #7

Industry: Construction | Size: Large

As a result of poor entry survey and exit survey data the company realised that due to its dispersed workforce and the structure of the HR team it was not possible to effectively capture feedback. Their provider came up with an innovative solution to automate the process using the organisation's own HRIS.

Result

The outcome was better entry and exit data used to make management decisions, control employee attrition and keep HR's finger on the pulse of new employees who were in danger of departing.

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