How to Increase Employee Engagement Scores During a Crisis

DR. GONZALO SHOOBRIDGE​

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DR GONZALO SHOOBRIDGE

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Now is the time for organisations to look after the people who work for them. Build trust, respect, commitment and long-lasting teams with these critical leadership qualities and practices.

It surprised us, too!

Contrary to what many leaders may expect in a year like 2020, we’ve seen several of our clients’ employee engagement scores dramatically increase during the Covid-19 pandemic.

For the organisations I look after – most of them UK’s Best Workplaces™ who decided to survey during the March-August period (peak months of the Covid-19 pandemic) –  there have been noticeable improvements in their levels of employee engagement when compared to their pre-Covid survey results.

A case in point is one of my clients in the financial services sector. Their survey was administered in May/June this year, and of their 2,500 employees, an unbelievable 89% of them decided to take part in our employee engagement survey.

Since their last survey in 2019, their engagement levels increased by 12% (organisations of this size tend to achieve yearly improvements of around only 3%) to an outstanding average favourable score of 82%.

In context, this means that 82% of their employee population are fully engaged with their leaders and organisation – an extremely high employee engagement score indeed!

Before the Covid-19 pandemic, the UK national average score was 62%. So, how is this increase possible during a crisis?

 

Why has employee engagement increased?

Covid-19 has become the ultimate test of business leadership. Employees have been able to closely assess their leaders’ actions in these uncertain times. Leaders had the chance to rise to the occasion with an appropriate response to the crisis. It has offered them an opportunity to shine in the eyes of their employees.

In successful organisations, employees felt their leaders took the right business decisions by putting people first, treating employees with respect and doing their best to protect jobs.

Nothing inspires employee loyalty and engagement like knowing that your senior leaders care about you as a human being; that you are not just another cog in the machine or a number in their financials.

 

What drives employee engagement?

Clear direction, trust, empathy and compassion quickly became critical leadership qualities during Covid-19. And it’s these same characteristics that helped my client achieve such an outstanding increase in employee engagement.

Following my client’s results, it’s not surprising that the survey statements which had the greatest impact on employee engagement were:

  • “Management is honest and ethical in its business practices”
  • “Our senior leaders fully embody the best characteristics of our organisation”
  • “The senior leaders of my organisation are people I can trust”
  • “I strongly believe in the organisation’s purpose and vision
  • “I strongly support the ‘operational goals and business direction’ of my company”

 

Moreover, we can see signs of positive leadership and engagement in the comments employees included in their survey response, such as:

  • “Done the right thing for vulnerable employees during Covid which will never be forgotten by us”
  • “Not many businesses have taken the steps we have, and it does make me proud to be a part of company that isn’t just thinking about profit during this time”
  • “Always puts its people before anything else. The Covid-19 pandemic has absolutely confirmed this in every way.”

 

Key Action Areas

In this successful organisation, the most improved survey statements since 2019 were linked to communication effectiveness:

  • Management keeps me informed about important issues and changes.
  • Management makes its expectations clear.
  • Management delivers on its promises.
  • I believe management would lay people off only as the last resort.
  • Management does a good job of assigning and coordinating people.

 

Being highly visible and practicing care-based leadership is crucial during uncertain times. With effective, open communication, leaders reinforce transparency and trustworthiness in the organisation.

Here’s what some of my client’s employees had to say:

  • “During Covid-19 we were given daily updates from our CEO to give us reassurance”
  • Great communication about the Covid-19 pandemic and the steps that the company has taken due to the situation”
  • “The way we dealt with Covid-19 was amazing, no redundancies, or wage reduction. Took away a lot of worry and stress
  • “The recent approach to manage the impact of Covid-19 situation has been absolutely first class, I don’t believe the staff could have asked for anything more”
  • “The way the business has looked after its people during the Covid crisis speaks volumes.”

 

Prioritise people and purpose

Globally, there’s been a clamouring for companies to be more socially conscious, and for businesses to go back to their most fundamental purpose: Making a positive impact on people’s lives and society at large.

Many organisations who decided to continue putting profits first, rather than people or purpose, have found their cost-cutting and personnel reduction tactics having dire consequences on their people’s long-term engagement levels. In some cases, it’s sadly meant the end of their business.

As an HR leader, not daring to survey your employees in times of crisis can have devastating consequences on the success of the organisation – even when we foresee negative feedback or potentially problematic comments and scores.

Something as simple as a monthly pulse survey will allow you and your senior leadership team to monitor, evaluate and quantify any potential engagement risk in the organisation. Especially when our workforce is remote, the data obtained from your employee engagement survey can be an invaluable resource for navigating uncertainty and taking the appropriate action in real-time.

Employees will remember for a long time how they were treated during a crisis. Leading with empathy, respect and support is not only the humane thing to do, it’s also a powerful way of reassuring employees yours is an organisation worth belonging to for the long-term.

Dr. Gonzalo Shoobridge

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Great Place To Work® Best Workplaces™ in Australia 2024 Evaluation Methodology

The data science behind this list from Great Place To Work®

Great Place To Work® has been surveying employees around the world about their workplace experiences for 30 years. We have developed a set of themes and metrics that not only predict whether employees feel their workplace is great, but predict retention, agility, and overall business success.  

Using our proprietary Trust Index™ survey, we measure the core of what we know creates great workplaces — key behaviors that drive trust in management, connection with colleagues, and loyalty to the company.  

The survey enables employees to share confidential quantitative and qualitative feedback about their organization’s culture by responding to 60 statements on a five-point scale and answering two open-ended questions.

Employees tell us whether leaders are accessible, communicate honestly and clearly, and if their actions match their words. They tell us whether they feel respected as individuals, if they receive training benefits, appreciation, support for their well-being and opportunities to contribute. They tell us whether they believe their company is fair related to pay, profits, promotions, recognition, favoritism and opportunities. They tell us if they are proud of their work, their team, and their company, and if they feel they make a difference and their work is meaningful. And they tell us whether they enjoy the people they work with, feel cared for and can be themselves.  

List rankings are based on this employee feedback, which we analyze to determine the extent to which this experience is shared by the full workforce. Great Place To Work measures the differences in survey responses across demographic groups and roles within each organization to assess both the quality and consistency of the employee experience. Statements are weighted according to their relevance in describing the most important aspects of an equitable workplace. 

The best companies create great work experiences not just for management, but also for their part-time employees on the front lines, for those who’ve just joined and those who’ve spent their whole career there, for every race and ethnicity, gender, neurotype, or other demographic in the organization – we look at it all. Companies with the broadest set of employees who report positive workplace experience receive the highest rankings on lists.

In addition to analyzing employee feedback, for National List’s for companies in the Medium and Large size categories, we also consider what a company can tell us about their programs and workplace strategy. Each company also answers six essay questions that provide greater insight into how, and why the organization is great for all people. Responses are rigorously evaluated and cross-reviewed according to Great Place To Work’s research-driven criteria. From what companies share in datapoints and essays, we identify the organizations that offer the most generous, caring and innovative cultures that reflect a genuine commitment to meet the diversity of their people’s needs inside and outside the workplace as validated by what employees themselves report in survey results.
Where an industry list is being revealed (i.e. Healthcare, Technology) additional information provided from an organization in the form of a culture audit will not be considered; rather we analyze employee feedback from the Trust Index survey with the above methodology.

Because employee feedback drives these rankings, surveys must meet strict requirements for how they are distributed and the percentage of employees who respond to ensure they accurately represent honest feedback from the company’s full population. To be eligible for the list, companies must be Great Place To Work Certified™, have 10 or more employees in the country they are being Certified, and be operating in the industry relevant to a specific Industry list if applicable (i.e. Healthcare, Technology). If categories are being listed within a National list, category break downs are as follows: Companies with 10-29 people were considered for the Micro category; those with 30 to 99 people for the Small category; companies with 100 to 999 employees were considered for the Medium category; and those with 1,000 or more for the Large category. Some lists in certain countries may combine categories in which case that will be specified in the list breakdown.
While essay responses provide important context for rankings, only survey data can garner a list placement.

Great Place To Work® Best Workplaces™ in Australia 2024 Evaluation Methodology

The data science behind this list from Great Place To Work®

Great Place To Work® has been surveying employees around the world about their workplace experiences for 30 years. We have developed a set of themes and metrics that not only predict whether employees feel their workplace is great, but predict retention, agility, and overall business success.  

Using our proprietary Trust Index™ survey, we measure the core of what we know creates great workplaces — key behaviors that drive trust in management, connection with colleagues, and loyalty to the company.  

The survey enables employees to share confidential quantitative and qualitative feedback about their organization’s culture by responding to 60 statements on a five-point scale and answering two open-ended questions.

Employees tell us whether leaders are accessible, communicate honestly and clearly, and if their actions match their words. They tell us whether they feel respected as individuals, if they receive training benefits, appreciation, support for their well-being and opportunities to contribute. They tell us whether they believe their company is fair related to pay, profits, promotions, recognition, favoritism and opportunities. They tell us if they are proud of their work, their team, and their company, and if they feel they make a difference and their work is meaningful. And they tell us whether they enjoy the people they work with, feel cared for and can be themselves.  

List rankings are based on this employee feedback, which we analyze to determine the extent to which this experience is shared by the full workforce. Great Place To Work measures the differences in survey responses across demographic groups and roles within each organization to assess both the quality and consistency of the employee experience. Statements are weighted according to their relevance in describing the most important aspects of an equitable workplace. 

The best companies create great work experiences not just for management, but also for their part-time employees on the front lines, for those who’ve just joined and those who’ve spent their whole career there, for every race and ethnicity, gender, neurotype, or other demographic in the organization – we look at it all. Companies with the broadest set of employees who report positive workplace experience receive the highest rankings on lists.

In addition to analyzing employee feedback, for National List’s for companies in the Medium and Large size categories, we also consider what a company can tell us about their programs and workplace strategy. Each company also answers six essay questions that provide greater insight into how, and why the organization is great for all people. Responses are rigorously evaluated and cross-reviewed according to Great Place To Work’s research-driven criteria. From what companies share in datapoints and essays, we identify the organizations that offer the most generous, caring and innovative cultures that reflect a genuine commitment to meet the diversity of their people’s needs inside and outside the workplace as validated by what employees themselves report in survey results.
Where an industry list is being revealed (i.e. Healthcare, Technology) additional information provided from an organization in the form of a culture audit will not be considered; rather we analyze employee feedback from the Trust Index survey with the above methodology.

Because employee feedback drives these rankings, surveys must meet strict requirements for how they are distributed and the percentage of employees who respond to ensure they accurately represent honest feedback from the company’s full population. To be eligible for the list, companies must be Great Place To Work Certified™, have 10 or more employees in the country they are being Certified, and be operating in the industry relevant to a specific Industry list if applicable (i.e. Healthcare, Technology). If categories are being listed within a National list, category break downs are as follows: Companies with 10-29 people were considered for the Micro category; those with 30 to 99 people for the Small category; companies with 100 to 999 employees were considered for the Medium category; and those with 1,000 or more for the Large category. Some lists in certain countries may combine categories in which case that will be specified in the list breakdown.
While essay responses provide important context for rankings, only survey data can garner a list placement.

Great Place To Work® Best Workplaces for Women™ List Methodology

The data science behind this list from Great Place To Work®

Great Place To Work® has been surveying employees around the world about their workplace experiences for 30 years. We have developed a set of themes and metrics that not only predict whether employees feel their workplace is great, but predict retention, agility, and overall business success.  

Using our proprietary Trust Index™ survey, we measure the core of what we know creates great workplaces — key behaviors that drive trust in management, connection with colleagues, and loyalty to the company.  

The survey enables employees to share confidential quantitative and qualitative feedback about their organization’s culture by responding to 60 statements on a five-point scale and answering two open-ended questions.

Employees tell us whether leaders are accessible, communicate honestly and clearly, and if their actions match their words. They tell us whether they feel respected as individuals, if they receive training benefits, appreciation, support for their well-being and opportunities to contribute. They tell us whether they believe their company is fair related to pay, profits, promotions, recognition, favoritism and opportunities. They tell us if they are proud of their work, their team, and their company, and if they feel they make a difference and their work is meaningful. And they tell us whether they enjoy the people they work with, feel cared for and can be themselves.  

List rankings are based on this employee feedback, which we analyze to determine the extent to which this experience is shared by the full workforce. Great Place To Work measures the differences in survey responses across demographic groups and roles within each organization to assess both the quality and consistency of the employee experience. Statements are weighted according to their relevance in describing the most important aspects of an equitable workplace. 

The best companies create great work experiences not just for management, but also for their part-time employees on the front lines, for those who’ve just joined and those who’ve spent their whole career there, for every race and ethnicity, gender, neurotype, or other demographic in the organization – we look at it all. Companies with the broadest set of employees who report positive workplace experience receive the highest rankings on lists.

In addition to analyzing employee feedback, for National List’s for companies in the Medium and Large size categories, we also consider what a company can tell us about their programs and workplace strategy. Each company also answers six essay questions that provide greater insight into how, and why the organization is great for all people. Responses are rigorously evaluated and cross-reviewed according to Great Place To Work’s research-driven criteria. From what companies share in datapoints and essays, we identify the organizations that offer the most generous, caring and innovative cultures that reflect a genuine commitment to meet the diversity of their people’s needs inside and outside the workplace as validated by what employees themselves report in survey results.
Where an industry list is being revealed (i.e. Healthcare, Technology) additional information provided from an organization in the form of a culture audit will not be considered; rather we analyze employee feedback from the Trust Index survey with the above methodology.

Because employee feedback drives these rankings, surveys must meet strict requirements for how they are distributed and the percentage of employees who respond to ensure they accurately represent honest feedback from the company’s full population. To be eligible for the list, companies must be Great Place To Work Certified™, have 10 or more employees in the country they are being Certified, and be operating in the industry relevant to a specific Industry list if applicable (i.e. Healthcare, Technology). If categories are being listed within a National list, category break downs are as follows: Companies with 10-29 people were considered for the Micro category; those with 30 to 99 people for the Small category; companies with 100 to 999 employees were considered for the Medium category; and those with 1,000 or more for the Large category. Some lists in certain countries may combine categories in which case that will be specified in the list breakdown.
While essay responses provide important context for rankings, only survey data can garner a list placement.

Great Place To Work® Best Workplaces™ in Australia 2024 Evaluation Methodology

The data science behind this list from Great Place To Work®

Great Place To Work® has been surveying employees around the world about their workplace experiences for 30 years. We have developed a set of themes and metrics that not only predict whether employees feel their workplace is great, but predict retention, agility, and overall business success.  

Using our proprietary Trust Index™ survey, we measure the core of what we know creates great workplaces — key behaviors that drive trust in management, connection with colleagues, and loyalty to the company.  

The survey enables employees to share confidential quantitative and qualitative feedback about their organization’s culture by responding to 60 statements on a five-point scale and answering two open-ended questions.

Employees tell us whether leaders are accessible, communicate honestly and clearly, and if their actions match their words. They tell us whether they feel respected as individuals, if they receive training benefits, appreciation, support for their well-being and opportunities to contribute. They tell us whether they believe their company is fair related to pay, profits, promotions, recognition, favoritism and opportunities. They tell us if they are proud of their work, their team, and their company, and if they feel they make a difference and their work is meaningful. And they tell us whether they enjoy the people they work with, feel cared for and can be themselves.  

List rankings are based on this employee feedback, which we analyze to determine the extent to which this experience is shared by the full workforce. Great Place To Work measures the differences in survey responses across demographic groups and roles within each organization to assess both the quality and consistency of the employee experience. Statements are weighted according to their relevance in describing the most important aspects of an equitable workplace. 

The best companies create great work experiences not just for management, but also for their part-time employees on the front lines, for those who’ve just joined and those who’ve spent their whole career there, for every race and ethnicity, gender, neurotype, or other demographic in the organization – we look at it all. Companies with the broadest set of employees who report positive workplace experience receive the highest rankings on lists.

In addition to analyzing employee feedback, for National List’s for companies in the Medium and Large size categories, we also consider what a company can tell us about their programs and workplace strategy. Each company also answers six essay questions that provide greater insight into how, and why the organization is great for all people. Responses are rigorously evaluated and cross-reviewed according to Great Place To Work’s research-driven criteria. From what companies share in datapoints and essays, we identify the organizations that offer the most generous, caring and innovative cultures that reflect a genuine commitment to meet the diversity of their people’s needs inside and outside the workplace as validated by what employees themselves report in survey results.
Where an industry list is being revealed (i.e. Healthcare, Technology) additional information provided from an organization in the form of a culture audit will not be considered; rather we analyze employee feedback from the Trust Index survey with the above methodology.

Because employee feedback drives these rankings, surveys must meet strict requirements for how they are distributed and the percentage of employees who respond to ensure they accurately represent honest feedback from the company’s full population. To be eligible for the list, companies must be Great Place To Work Certified™, have 10 or more employees in the country they are being Certified, and be operating in the industry relevant to a specific Industry list if applicable (i.e. Healthcare, Technology). If categories are being listed within a National list, category break downs are as follows: Companies with 10-29 people were considered for the Micro category; those with 30 to 99 people for the Small category; companies with 100 to 999 employees were considered for the Medium category; and those with 1,000 or more for the Large category. Some lists in certain countries may combine categories in which case that will be specified in the list breakdown.
While essay responses provide important context for rankings, only survey data can garner a list placement.