7 common myths related to engagement surveys:
1. Our survey will tell us what our employees think (Actually it tells you what an average employee thinks, and mathematically it’s likely not one single employee really thinks this way)
2. We’re especially interested in engaging and retaining our top performers (But no survey data reports their information because top performers’ anonymous opinions are mixed in with all others’ opinions)
3. One reason we pay so much money to our survey company is to compare our results to industry benchmarks (Except “benchmarks” means “averages” and “average” means “mediocre”, so we end up feeling great about being one hair above mediocre)
4. It feels good to know that sixty to seventy percent of our employees are engaged (Taking a clue from Gallup, only those who score near the top are truly engaged and this is no more than 30% of all U.S. employees)
5. Our managers submit survey improvement action plans and we trust them to make them happen (Wait six months and ask managers one level up for a progress update on the managers who report to them. Think they’ll know?)
6. Managers who fail to implement their plans or raise their next scores feel the heat (Is there real accountability? Yes or no?)
7. In the end, HR has the most responsibility for making improvements…and raising scores (HR has no authority but we can make employee appreciation week better each year)
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Agenda
Faculty
Richard P. Finnegan
C-Suite Analytics
- CEO of C-Suite Analytics, which helps organizations improve engagement and retention, including one solution that guarantees turnover will decrease 20% in the first year or funds are returned
- Experience includes solving turnover and engagement in Siberian banks, African gold mines, multinational corporations in China, and for the CIA
- Wrote, The Power of Stay Interviews for Engagement and Retention, which is the top-selling SHRM-published book in history; also wrote, Rethinking Retention in Good Times and Bad, which was excerpted by BusinessWeek which said “Finnegan offers fresh thinking for solving the turnover problem in any economy”
- His new books in the first quarter of 2015 include The Stay Interview: A Manager’s Guide to Keeping the Best and Brightest, to be published in over 20 languages, and HR’s Greatest Challenge: Driving the C-Suite to Improve Employee Engagement and Retention
- Humorous and insightful speaker for conference and corporate events
- Lives in Orlando, Florida, where The Orlando Sentinel newspaper published an editorial recognizing him for his extensive donations of professional services to nonprofit organizations
- Bachelor's and graduate degrees, The Pennsylvania State University
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