Below is a description of the rationale for including each of the fourteen Experience items in the Engagement survey categorized by the four Leader Actions. The descriptions are written from both the Employee’s and Leader’s perspective.
Leader Action: Be Authentic
Survey Item: My Manager sets a positive example for employees
Employee Perspective: We want leaders who act like they are one of us; that we are all in this together. These leaders share our values, concerns, and experiences, and they put the team's interests above their own. We appreciate leaders who are willing to roll up their sleeves and help when needed; leading from the front, not from a distance. They encourage teamwork by demonstrating it whenever possible. We expect our leaders to model the organization's values and follow the same rules and standards that apply to everyone else. How we feel about our work each day is greatly influenced by the leader's attitude and emotions. The leaders we admire most stay calm, confident, and positive, even when things get tough.
Manager Perspective: It's not the leader’s title or position of authority that engages others; it's who they are as a person and the example they set by their decisions and actions. Everyone is watching. The emotions managers display, and the consistency of their behavior directly impact how others behave and perform, either positively or negatively. Leaders can't expect their team to act in ways that they don’t. Leading by example encourages accountability and responsibility. When employees see leaders taking ownership of their actions, and holding themselves accountable, they're more likely to do the same. When leaders admit mistakes and learn from them, they inspire others to keep improving. By being a role model, focusing on the behaviors that really matter, and making a conscious effort to embody them, leaders can set the tone for their team and inspire employees to achieve their best work.
Survey Item: My Manager’s actions match their words.
Employee Perspective: We lose respect for leaders who don't do what they say they are going to do. Our leader's words have meaning, or at least they should. When leaders don't follow through, it makes us feel that we don't matter. We want leaders to commit only when they can follow through and to not promise something they can't deliver. How often have we heard a leader say, "I'll get back to you on that," and then never do. When our leader's words and actions match, it shows their personal integrity. When they don't keep their word, we see them as unreliable and unpredictable, and feel we can't depend on them.
Manager’s Perspective: What we do as leaders, speaks more loudly than what we say. The opposite of leading by example is to say one thing and do another. Leaders need to be aware of the promises they make and the actions they take because employees watch to see if they follow through. If leaders don't keep their commitments, or don't act in a way they expect others to act, their credibility takes a hit, and so does the trust level of their employees. The best leaders ensure their words and actions match, and reflect what's most important and what they value. They are intentional about where they spend their time; what questions they ask; how they respond to critical incidents; the stories they tell; and the behaviors and values they reinforce. When leaders practice what they preach they set a high standard for performance. Employees more willingly align their own actions with the leader's expectations, leading to increased engagement and productivity.
Survey Item: My Manager creates an open and trusting work environment.
Employee’s Perspective: We are drawn to leaders who are authentic - those who tell us the truth in an open, thoughtful way. They don’t try to spin or polish the truth; instead they show their true selves, even when delivering difficult news. We trust leaders who are transparent and don't make us guess what they are thinking, their motives, or where they stand. When leaders are true to themselves and others, and are willing to openly admit their mistakes, share what they don't know, and ask for help, it gives us confidence to do the same, and opens the door to a more trusting relationship. We respect leaders who have the courage to be vulnerable, for it shows their self confidence and strength. If we don't trust our leaders, we won't give our best effort.. We'll be hesitant to take initiative and act on our own. We'll fear sharing bad news, or admit our mistakes, unsure of how our leader will react. We'll be less likely to offer our opinions and ideas, or risk going above and beyond if we doubt our leader's support.
Manager’s Perspective: Trust is central to all human relationships. Without trust leaders can't lead. Gaining the trust of employees is not automatic; it must be earned. Being trusted starts with authenticity; who leaders are on the inside and how they show it through their actions and decisions. It's about being real and predictable. Employees value consistency. When they know what to expect in various situations, employees are more willing to let their guard down and are less inclined to protect their own interests at the expense of the team. Trust goes both ways. When employees see that their leader is willing to trust them, they will be more likely to trust the leader in return. Mutual trust happens when leaders: show faith in employees' abilities and give them the freedom to do their jobs; show genuine concern for their well- being and development; and value their honest feedback and contributions.
Leader Action: Appreciate
Survey Item: My Manager shows appreciation and recognizes me when I do good work.
Employee’s Perspective: It's fundamental to our self-esteem and self-confidence that we feel appreciated and valued by those in our lives that matter. We all want to feel that we are important to others for who we are, what we do and what we contribute. We look for acknowledgement and hope to be recognized when we go above and beyond, achieve a challenging goal, or solve a difficult problem. It's what motivates us to work harder, work smarter and keep going despite challenges.
Manager’s Perspective: For many leaders it requires a conscious effort to make note of the good things that are happening around them, as they deal with problems and challenges throughout the day. Making a habit of simply saying thank you and showing appreciation in the moment reinforces desired behaviors, and increases the likelihood they will happen again.. Recognition sends an important message about what the organization values while at the same time developing and stretching employees to new levels of success. Recognition validates a sense of accomplishment - a strong internal motivator.
Survey Item: My manager shows they care about me as a person.
Employee’s Perspective: it's hard to feel a connection with someone who doesn't take a genuine, personal interest in us. Nor is it possible to trust others unless we know they have our best interests at heart. When we have a trusting relationship with our manager it allows us to feel safe and able to be ourselves. We don't need to put on a façade. We can admit what we don't know and be open to learning and growing because we know our manager supports us.
Manager’s Perspective: So much of what determines an employee's experience at work is about the relationship with their leader. Leaders who keep their people at arm's length are automatically putting limits on the level of trust and motivation of their employees. In order to build trusting relationships, leaders need to take time to know their people as unique individuals - their passions, strengths and aspirations - and to be interested in, and show empathy for the things that are going on in their lives.
Survey Item: I have the equipment and resources needed to do a good job.
Employee’s Perspective: When we don't have the necessary equipment, tools or resources, we are apt to feel our manager or organization doesn't care or value our desire to do a good job. We want to be productive and feel a sense of accomplishment through our work. But when we are held back by a lack of resources it affects the energy and passion we are willing to put into our work
Manager’s Perspective: Leaders are often expected to do more with the same, or fewer resources. It's important for leaders to strike a balance between keeping costs under control and maintaining high employee engagement. Leaders need to guard against shifting too much of the burden for the lack of adequate resources onto employees. When employees have to work harder to overcome obvious inefficiencies that aren’t being addressed, they become frustrated and are more likely to become disengaged.
Leader Action: Connect
Survey Item: I feel my work matters and contributes to the mission of the company.
Employee’s Perspective: When we can see how our work makes a difference in the lives of others, it gives us a larger purpose. It's no longer just a job any more. We want to invest more of ourselves into our work knowing we're contributing to something bigger. Also, our work takes on a greater significance when we feel a connection to the organization's mission and vision, and understand how our individual performance is helping to achieve the organization's goals.
Manager’s Perspective: The organization's mission or purpose takes on real meaning when leaders reinforce its relevance to employees. It's up to the leader to keep the mission front and center for employees, and provide examples of how it relates to each person's job. Leaders should seize opportunities through goal setting, recognition and performance feedback to link employee performance with the mission.
Survey Item: My Manager keeps me informed of the things I should know about.
Employee’s Perspective: When we are kept in the dark about things we should and want to know, it makes us question how much our managers and leaders respect us. As a result, the trust we have in our leaders is eroded. Most of us want to feel a connection to the organization overall and that can only happen through open communications.
Manager’s Perspective: What and how leaders communicate determine to a large extent the credibility and trust they have with employees. Leaders should be transparent and take the initiative to share as much as they can about the organization and how it's doing. Creating a regular rhythm around the frequency of communications provides the opportunity to be timely in keeping employees informed about important developments and changes. A combination of daily huddles, one-on-ones and group meetings, along with an open door, demonstrate the importance the leader places on open communications.
Survey Item: My manager welcomes my opinions and takes them seriously.
Employee’s Perspective: We all want to have our voices heard and to have influence on our work and the workplace. As the one's doing the work, we have a first-hand view of the way things operate and know where there are problems and inefficiencies. When our opinions and ideas are asked for and genuinely considered, we feel valued for what we think. It makes us feel appreciated and boosts our self-esteem.
Manager’s Perspective: The best leaders not only encourage employees to challenge the status quo, but they make it safe to do so. Employees want to know they can trust their leader to keep an open mind, to be an active listener and to not prejudge their suggestions. Empowering employees to look for ways to improve the organization reinforces a sense of inclusion that we are all in this together and can make a difference.. It's also more likely that employees will be more committed to support changes that they helped influence.
Survey Item: I enjoy the relationships I have with my coworkers.
Employee’s Perspective: We all need social connections. Having positive relationships at work provides us with a sense of belonging and emotional support. We are more inclined to trust and collaborate with coworkers when we have friendly relationships. Our friendships at work contribute to our overall well-being and give us the emotional and psychological strength to handle challenges and stressful situations. Studies have shown that being socially connected at work generates a higher level of commitment to our jobs and to the organization overall.
Manager’s Perspective: A survey on employee engagement by the Society for Human Resource Management found that relationships with coworkers was the number one contributor to employee engagement, with 77% of respondents listing workplace connections as a priority. Leaders can and should play a direct role in facilitating positive workplace relationships by removing barriers that limit social interaction, and creating opportunities for employees to connect with one another.
Leader Action: Coach
Survey Item: I know what constitutes good performance and am given regular feedback on how I am doing.
Employee’s Perspective: When we clearly understand what we need to do and why, we are more likely to take responsibility for our work and feel accountable for achieving the expected results. We are more motivated to perform when we can measure our own success. Having goals for what we hope to achieve in a day, a week or a month helps to keep us challenged and, particularly for those in hourly jobs, provides an opportunity to experience a feeling of accomplishment. We want our manager's honest and timely feedback especially when it's balanced, objective, thoughtfully delivered and offered with our best interests in mind.
Manager’s Perspective: To help employees be at their best, leaders need to set clear expectations along with a shared understanding of how the employee's performance will be measured. Without clear measures, feedback can feel subjective and potentially negative. When delivered in an atmosphere of trust with an intention to help the employee grow and progress, feedback can boost the employee's self-motivation to do more and become more.
Survey Item: My Manager trusts me to do a good job without looking over my shoulder.
Employee’s Perspective: Once we know our jobs well enough to meet the expected standards of performance, we don't need or want someone hovering over us. When we have the freedom to do our job we are more inclined to take ownership and feel responsible for meeting expectations. Being micromanaged drains our energy and creativity, and adds unnecessary stress. It makes us feel our talents and abilities aren’t trusted or valued causing us to limit how much of ourselves we're willing to put into our work.
Manager’s Perspective: Being more of a coach than a boss builds trust and self-motivation in employees encouraging them to invest more of themselves in the job. They are more inclined to take the initiative to not only do what the job requires, but to go the extra mile when needed. Leaders who coach don't try to control others. They delegate tasks and give people the freedom to perform and make decisions about their work. It doesn't mean that employees have free reign. Leaders are setting clear expectations, guiding and intervening as needed.
Survey Item: My Manager provides me with opportunities to learn and grow.
Employee’s Perspective: We all have a natural need to experience a feeling of growth at work and in our personal lives. Whether we're improving our current skills, mastering new skills to prepare for advancement, or taking on new challenges that stretch us, learning and growing enriches our work lives and increases our engagement. No matter our role, most of us relish opportunities to develop and use our unique strengths in ways that make us feel competent and progressing.
Manager’s Perspective: When development opportunities are offered to employees it sends a message that they are valued and have a future with the organization. We often overlook the need to develop employees in jobs that are more routine and don't require a lot of skill. However, the desire for personal growth is universal. In their role as coach, leaders need to have conversations with employees to learn what each of them want to accomplish in the future and explore ways to help them progress. It may involve adding new duties to their job, offering job rotation, or having them join a problem-solving team.
Survey Item: I can rely on my coworkers to do a good job.
Employee’s Perspective: When we work as part of a team with shared goals and accountability, we want to know that everyone is pulling their weight to ensure the team's success. It's demotivating when management doesn’t address a coworker’s poor performance. It sends a message to the rest of us that good performance is not required or highly valued. Plus, the rest of us have to work harder to make up for that person's poor performance. We want to be able to take pride in our work and our results, both individually and as a team.
Manager’s Perspective: In most work settings, the lowest performer sets the standard. It's up to the leader to ensure that expected levels of performance are maintained and to step in quickly when problems arise. This applies to both performance and behaviors. Employees who display a poor attitude, who are uncooperative, or a negative influence on others need to be coached and possibly removed from the group if they don’t change. Leaders who devote more of their time to "leading" vs. managing, are more able to build and reinforce a culture of high engagement, which then becomes the standard for everyone.