Training & development - Employee engagement survey case studies

Employee engagement_training and development  Employee engagement case study #1

Industry: Government Administration and Defence | Size: Medium

The staff survey plus anecdotal research indicated that employees felt they weren't being invested in for their own professional growth and development. There were also big issues with career progression. Insync Surveys worked with the directors to instigate career development plans; together they re-framed the organisational concept of staff development.


The organisation development manager identified training courses. In consultation with employees, the government department up-skilled staff with a view to improving morale and engagement.

Employee engagement_training and development  Employee engagement case study #2

Industry: Finance and Insurance | Size: Large

Insync Surveys' Entry and Exit Survey identified the reasons why people are attracted to this organisation and why they leave. The Entry Survey found that on one hand individuals came to the organisation because of hygiene factors such as job satisfaction and relationship with management. On the other hand, the Exit Survey found that factors such as: training, career development opportunities and challenge in the role were crucial to employee engagement and retention.


Having identified these opportunities for improvement, the organisation focused on improving those employee engagement factors relating to training and development to close the gap.

Employee engagement_training and development  Employee engagement case study #3

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

This organisation conducted their fourth Employee Engagement Survey. The employee survey results were devastating for leaders. Engagement had decreased for the first time in four years. They were disappointed because they were a high performing organisation. To investigate the cause Insync Surveys conducted Focus Groups with each of the low performing departments. The focus group administrator identified the lowest performing items within each department's employee survey and asked for reasons for the decline and what could be done to improve.


The focus groups identified key issues within each of those departments. One of the main employee gripes was with training and development. Action plans were developed and put in place to establish training and development programs. This organisation is yet to run their next employee survey to see how perceptions have changed. Initial feedback after the sessions was positive.

Employee engagement_training and development  Employee engagement case study #4

Industry: Property and Business Services | Size: Medium

This organisation had an issue retaining  graduates, as many such firms do. Once staff passed the graduate stage and were fully trained, many decided to leave and join a larger organisation. This organisation had no data or information to guide decisions about how to increase graduate engagement and keep them.

An Employee Engagement Survey was carried out to find the root of the problem. The employee engagement survey data allowed them to isolate the group of employees who were of concern. They looked at demographic groups by age and job level.

The employee survey results allowed the organisation to scrutinise attitudes about a wide variety of organisation alignment and employee engagement issues. They also analysed the qualitative comments/written feedback.


The employee survey results allowed senior management to see what they needed to do to retain graduate employees. A number of key issues emerged including lack of training and mentoring. They committed programs to ensure this group was looked after. Individual mentors were appointed so each young professional had a greater level of guidance than they received previously and were given a greater variety of work to continually develop their skills.

Employee engagement_training and development  Employee engagement case study #5

Industry: Finance and Insurance | Size: Large

High employee turnover was damaging morale among remaining staff and costing this company a lot, especially in client facing parts of the business. An Entry Survey, Employee Pulse Survey and Exit Interview system was put in place to collect data to understand why employee engagement was low.

With support from Insync Surveys, the HR manager looked more closely at the data available at three points of the employee journey. First at the induction phase via the Entry Survey; next as employees became settled via an Employee Pulse Survey carried out every six months; and finally as some employees were leaving the organisation via Exit Interviews.

The data trends pointed to a clear issue. Regrettably, some employees were leaving because they felt they weren't being developed within their role. 


HR was able to use the evidence from the Entry Survey, Employee Pulse Survey and Exit Interviews to secure funding for a targeted employee development program. It has been implemented for client facing employees and the initial employee engagement indications have been encouraging.

Employee engagement_training and development  Employee engagement case study #6

Industry: Retail Trade | Size: Small

Employee engagement was extremely low at this retail organisation. Employees weren't remunerated correctly, the computers and software were outdated and really slow. Employee training was minimal and errors occurred on a daily basis. There was high employee turnover and no relief in sight.

What this organisation didn't realise was their staff were their best asset, not their services. Many new staff members would leave within weeks of commencing and they spent a lot of money, time and effort hiring and rehiring staff.


If this organisation identified the factors that caused low employee engagement and dissatisfaction, they could easily retain talent, increase organisation performance and save money.

Employee engagement_training and development  Employee engagement case study #7

Industry: Finance and Insurance | Size: Large

An employee survey revealed that career development was a major issue, and that it was impacting employee engagement. People saw others progressing and didn't know why; their managers told them how they were going but couldn't articulate what they needed to do differently in order to achieve their next promotion. Resources were therefore devoted to formalising the career development model that had always been in the back of HR's mind. However, in isolation the model didn't help, further work had to be done on an e-learning portal to really ensure that employee engagement was impacted and then reflected in their upcoming staff survey.

Simultaneously, leadership behaviours needed work. Managers weren't measuring up on the career development model. Employee engagement was at risk because of the increased expectations of the staff.



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