How to Drive Engagement to Drive Performance?

For many organisations it would be unheard of to only monitor financial and customer performance once a year. But with employee engagement also a strong contributor to overall organisational success, why wouldn’t we put the same focus on one of our most valuable assets—our people?

How to Drive Engagement to Drive Performance?

16 Mar 2017 by  Gerhard Diedericks

Employee engagement is a highly predictive contributor to a range of performance outcomes, such as financial performance, customer outcomes, and of course, employee performance and retention. Even with a highly engaged workforce forming such a key component of a sustainable, high-performance organisation, many organisations still struggle to put in place a measurement and improvement strategy that realises the full value potential that is inherent in their workforce.

For most modern organisations, it would be almost unthinkable to measure financial and customer performance only once a year—then provide static, descriptive data to managers to guide performance for the next year. Yet in many cases, that is precisely what organisations do when it comes to their employees.

With advances in technology now capable of providing a continuous stream of accessible, actionable data and insights, there are significant opportunities for organisations to enhance the way they engage their teams—and as a result, improve performance.

Realise the potential of your employees


An approach that mirrors best practices from financial and customer measurement and improvement systems can be implemented to help realise the true value and potential of your people.

  • Instead of relying on an annual static snap-shot in time (the ‘big annual engagement survey’), we can measure engagement during all the important points and events in the employee lifecycle.
  • Instead of measuring engagement and perceptions of the work experience only once a year, we can develop a continuous listening capability—making sure we're precisely and continuously listening to defined employee segments on issues topical to them.
  • Instead of treating employee engagement in isolation, we can integrate it with other talent, customer, operational and financial data.
  • Instead of relying only on intuition, opinion or experience to guide decisions and actions on people and their engagement, we can employ a scientific mind-set that takes action based on the weight of the evidence and quality of the analytics.
  • Instead of limiting leaders’ ability to learn and improve by employing a long, static engagement cycle, we can shorten the learning cycle to weeks or even days. By moving from a year-long listen-learn-do cycle to many smaller cycles in the same period, we can empower leaders to act on insights in a more proactive and regular way.

Advances in technology afford us the opportunity to make significant improvements to the employee engagement process, helping to remove many of the barriers to sustained high engagement and performance.

Start a conversation with us

Need help driving employee engagement and performance in your organisation? Get in touch with us.

Gerhard Diedericks

Gerhard has more than 15 years of experience in supporting organisations such as Telstra, NAB, ANZ, Barclays and BHP Billiton to better execute strategy through people. He believes that talent analytics represents the next big opportunity for organisations to unlock value and execute strategy through people.

Get in touch
Gerhard Diedericks
Melbourne, Australia
Boon Chong Na
Singapore
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