It is not about how often you measure employee engagement, but what you do afterward.
FREMONT, CA: Companies often strive to measure staff commitment the correct way. Employee engagement is a never-ending topic; it is tough to decide when to take feedback from employees or in other words when to measure the involvement of employees in an organization. When is the best time to measure employee engagement —monthly, quarterly, or yearly?
Companies always want to make sure that employees are engaged and connected. But if the optimal time to measure employee engagement is way too much, then it will automatically create an unengaged workforce.
If we consider this in day to day scenario, there is no optimal time for feedback and comments. There is no perfect time to update our relationship status regularly and assess how things are going. Naturally, we do it all the time in our personal lives. We don't have a mental calculator that informs us that it's time to check in with our other half because we only know when to do it.
Meanwhile, in organizations, the relationships between staff and their companies are unnatural. Companies spend more time thinking about the model of how commitment can be measured than actually doing it and placing the feedback into practice. Relationships in the workplace should be more similar to those in personal lives. Have frequent discussions and let them come naturally. Let the debate begin with staff by encouraging them to come to you with thoughts and feedback on how the organization can improve. This should occur frequently, not only when the feedback is planned.
Maybe what we do with it afterward is even more crucial than how we gather feedback. It is pointless to measure commitment if it does nothing to alter employee engagement. If staff mentions organizational stuff that they find frustrating and cause them to be less involved, the organizations need to listen and bring that feedback into practice. Initiatives for employee engagement are about employees and make sure they feel connected. They are useless if efforts are not working with employees.
The main point is not how often you measure employee engagement, but what you do afterward. The organizations should do it frequently and make it a continuous effort rather than sending out feedback from every six months and then forgetting about it. Not only how often organization's do it, but what to do with the information collected. Take a step back and putting yourself in the shoes of your staff: create a natural connection in which the team feels comfortable speaking about the organization publicly, and the feedback will come naturally.