At Communitelligence’s employee engagement conference in Chicago last week, a number of organizations presented insights from their research. Here are a few points that jumped out at me.
Rick Garlick, Director of Consulting and Strategic Implementation at Maritz Research, showed that both employee engagement and a system of good policies and procedures that support customer satisfaction are necessary to produce customer satisfaction. Maritz research also showed that managers need to understand what types of recognition resonate with individual employees because employees differ in the forms of recognition that motivate them. For example, although one employee may like public praise, another employee may be embarrassed by it.
Robert Berrier, President and CEO of Spring International, made the point that research results can vary dramatically depending on the respondents. He segmented respondents into the categories of cheerleaders, casual fans, fairweather fans, naysayers and tuned out. Robert also described compensation and equipment as employee satisfiers and emotional factors such as recognition, meaning, and fairness as employee motivators. Adding open-ended questions to research surveys as a means to validate quantitative results, tying research questions to business benefits, communicating issues and planned actions to employees following employee engagement research were recommended by Robert.
In the next post, I’ll cover some of the points that came up in discussions of social network technologies used for internal communications.
Michael Lee Stallard
Helping Leaders Create Cultures that Connect
