The use of employee engagement surveys has become increasingly common in recent years, not only among large companies, but with mid-size and smaller organizations as well. Their popularity is based on growing evidence that high engagement levels are correlated with a variety of desirable business outcomes, such as employee retention, customer satisfaction, market share, and even stock growth.

From a strategic viewpoint, employee engagement surveys can be invaluable. For team-level managers and supervisors, however, the survey results are often less useful.

In the following case study, we looked at a consumer bank’s existing employee engagement data, and “re-tooled” the reporting to make it more useful for front-line managers.

The results may surprise you.

To read this study, click here: Practical Engagement.pdf – Adobe Reader