Employee Engagement Index–how to compute it?

Employee Engagement Index to monitor engagement over the years

employee engagement index to measure engagement
Create an Employee Engagement Index to measure engagement for your organization

Do you compute an Employee Engagement Index? Every year or so, you measure employee engagement. You survey all employees to determine the Level of Engagement—using a handful of questions—and then you concentrate on the Drivers of Engagement—a more extensive list of questions. You may also include items on pre-engagement Threshold Motivators—compensation and benefits.

Some clients ask if they can have an engagement score to use as a barometer to compare employee engagement over the years. In other words, if the same survey questions are asked, year-after-year, then some formula to label engagement in your company could, at least, give you a sense as to whether employee engagement is going up or down. So what number or percent do you use?

Options for computing an Employee Engagement Index

There are several options. Here are a few:

Employee Engagement Index: Option 1

One way to calculate an employee engagement index is to compute three numbers: the percent engaged, the percent responsive to engagement, and the percent disengaged. These numbers can be computed this way:

  • Engaged: percent who give top two box responses to the Level of Engagement questions (all positive responses with no neutral or negative responses)–see the numbers in yellow in the image below
  • Responsive to Engagement: percent of employees who give top three box responses to the Level of Engagement questions (includes at least one neutral response but no negative responses)
  • Disengaged: percent of employees who give at least one bottom two box response to the Level of Engagement questions (includes at least one negative response)

Employee Engagement Index

Level of Engagement items tend to measure either the condition of engagement (the presence of cognitive, emotional and physical energy) and the outcomes of engagement like intending to stay with the company (retention), advocacy, and putting forth extra effort to make the organization successful.

Employee Engagement Index: Option 2

Another way to calculate an Employee Engagement Index is to compute the mean score of all percent favorable responses to all questions on the survey. This method does not look at individual responses but instead provides the average of the percent favorable scores for all items on the survey: the Level of Engagement items, the pre-engagement Threshold Motivator items, and the Drivers of Engagement items.

Employee Engagement Index: Option 3

A final option for creating an Employee Engagement Index is to compute a mean percent favorable score for each section of the survey and monitor changes in those scores, year-by-year. This method generates a number of scores to monitor. This works best if the company is targeting a particular area—like fit, trust, caring, communication, achievement or ownership—and wants to monitor if the changes they have made since the survey are having an impact.

Calculate scores for all sections—not just one or two sections—because any changes in one area will typically have an impact on other areas. Also, monitor the key driver questions to see if targeted items have changed.


There are many ways to compute an Employee Engagement Index. When engagement is measured, there is greater likelihood that it will be monitored. Be sure to use a method that will help your organization improve engagement and not a number or set of numbers that do not drive positive change.

Check this website for more information on employee engagement.


Fixing the Uber culture

According to recode, Jeff Jones, the president of Uber, is leaving. He cites the Uber culture as his reason:

I joined Uber because of its Mission, and the challenge to build global capabilities that would help the company mature and thrive long-term.

It is now clear, however, that the beliefs and approach to leadership that have guided my career are inconsistent with what I saw and experienced at Uber, and I can no longer continue as president of the ride sharing business.

This brief statement illustrates the concept of culture fit. Jones was attracted to joining Uber because of its mission–its purpose. But a glorious mission–even one that is changing the fabric of our society– becomes flawed when there are severe deficiencies in how that mission is delivered. Purpose is an essential ingredient for culture fit because when the company’s purpose genuinely matters to the employee, then work feels meaningful. Purpose is the “why” of work. But although the purpose of work, in the case of Uber, is quite compelling, it is the “how” that is where the company shows its flaws.

The other element of culture fit is harmony. Work not only should feel purposeful, but it should also provide a sense of harmony for its employees. The workplace values must be a fit with its employees if one wants to thrive in the workplace. When the values of the company and the approach of leadership are in sync with an employee’s values, the employee is able to be his or her authentic best self at work which increases vitality and well-being, promotes engagement, and lowers stress. In contrast, working at a company with inconsistent values forces an employee to pretend to fit in, creating facades of conformity that can be damaging to one’s emotional well-being. If the employee has the option, it’s better to leave.

Much has been written about the Uber culture. This key departure is just one more statement to the public that a company with a wonderful mission can be damaged by the principles its leaders practice. The public will hear about it in the news, and the company’s employees will experience it.

So what is the remedy? The answer is at the top. The core values of a company are derived from the company’s founder/leader. Those prime values are not easy to change while that founder/leader remains. Creating a buffer with a COO who has different, preferred values is an attempt to improve the reputation of the company. But reputation is a reflection of the company’s identity and that is quite difficult to change.

Culture is a competitive tool

Culture–your organization’s hidden asset

culture as competitive tool

According to Fortune and its latest research on the 100 Best Companies to Work For, culture is “the secret to business success.” This Fortune issue reinforces the importance of workplace culture and the trend that culture is a competitive tool.

Steps to make culture your competitive tool

Similarly, based on my research and practice, making culture your competitive tool doesn’t just easily happen. It involves a few key steps and an ongoing and unwavering focus.

First, you must clearly define and communicate the principles and values that your company holds as core to the culture. This culture assessment process must be an organization-wide process. Yes, everyone must be involved, to some degree, in participating. Yes, leadership can make the final decision, but smart leaders listen to employees. Therefore, a culture assessment collects employee views so they can be incorporated into the decision-making process. Defining core principles and values includes not only defining your organization’s Purpose, its distinctive Philosophy, and its strategic Priorities, but also identifying the universal Priorities to focus on in order to have an engaged workforce.

Next, is alignment. You must align all Practices–internal and external–and the images you Project to the public with the core culture. Alignment hinges on a key area: hiring. You must hire for culture fit. If your employees are passionate about your organization’s core principles and values, you have a better chance that they will practice those principles and values. The Purpose of the organization must feel meaningful to the employee. Additionally, there must be harmony. Harmony between the organization’s core principles and values and the employee’s principles and values.

Alignment of Practices and Projections is an ongoing process. The never-ending aim is to embed the core culture principles and values deep into every facet of the organization.

These steps are critical for culture to successfully be a competitive tool. It’s not a simple process, but those companies that get it and live it excel.

Make culture your competitive tool. Be true to your core values and ensure that your universal Priorities incorporate a climate that is engaging and humane to its workers. Let your culture be your secret to business success.

Using incentives to motivate employees

Intrinsic motivation and performance

Extensive research indicates that intrinsic motivation leads to higher performance. In other words, when the task itself is motivating due to being enjoyable and interesting to the employee, then the employee will expend greater intensity, effort, and persistence in doing the work, thereby enhancing performance. Work that is enjoyable and interesting to the employee is a driver of engagement.

The relation between intrinsic motivation and performance is stronger for tasks emphasizing performance quality—rather than quantity—because quality tasks require more complexity, judgment, absorption, and personal investment. For these tasks, incentives are less effective.

Hazards when using incentives to motivate employees

Incentives or external control are forms of extrinsic motivation. Research cautions using incentives such as money as a form of motivation due to the “undermining effect.” The use of incentives on an enjoyable, interesting task can reduce subsequent intrinsic motivation for the task. Rewards can often backfire and be demotivating. When incentives are linked to performance, and the incentive is later stopped, motivation disappears. For tasks requiring creativity, quality, ethical behavior, learning, autonomy, and teamwork, any incentives used should be less relevant to the task.

Situations where using incentives to motivate employees can work

Based on research, using incentives to motivate employees can be effective in particular situations.

  • Incentives can be effective for tasks emphasizing performance quantity. These tasks tend to be lower in complexity, are highly repetitive, require focus and drive, and require less personal cognitive investment. In quantity tasks, incentives contingent upon gaining a specific, desired outcome are appropriate.
  • Incentives do not negatively impact intrinsic motivation when the award of the incentive does not have a direct tie with the performance. In other words, when tangible rewards are not expected and not contingent on task behavior, they do not impact intrinsic motivation.
  • Awards are typically best for work that is over and beyond what was expected rather than for doing work that would be expected.

Intrinsic motivation + using incentives to motivate employees

In conclusion, incentives and intrinsic motivation can both be used in an organization to motivate employees, drive performance, and promote engagement. But the form that is used depends on the type of work the employee is doing and whether or not the incentive is predicated on a particular performance. Quality-focused work lends itself to intrinsic motivation. If incentives are offered, they should not be directly or clearly tied to a specified performance. In contrast, with quantity-focused work, incentives are more effective because the work is not as intrinsically motivating. These incentives work best when they are designed to be contingent on the work. When incentives have a clear link to a particular performance, they are a strong extrinsic motivator which tends to crowd-out intrinsic motivation. When applied properly, jointly, intrinsic motivation and incentives can be used to drive performance.

For a meta-analysis that provides data on intrinsic motivation and extrinsic incentives, read the article: Intrinsic Motivation and Extrinsic Incentives Jointly Predict Performance: A 40-Year Meta-Analysis by Christopher P. Cerasoli, Jessica M. Nicklin, and Michael T. Ford, February 3, 2014 in Psychological Bulletin.

Definition of employee engagement

What is the definition of employee engagement?

There are several definitions of employee engagement, but most are consistent with the following:

  • Employee engagement is the holistic expression of a person’s preferred self in a work role.
  • Employee engagement is dedicating one’s cognitive energy, affective energy, and physical energy to one’s work.

Engaged workers go to work, and they can be themselves. No role playing–just doing what they love to do with their head, their heart and their body totally directed at performing the tasks of their job. When engaged, work does not feel like work. Instead, work is a means of self expression. Imagine putting one’s whole self into one’s job.

  • Engaged workers are cognitively focused: they are attentive and absorbed in their work.
  • Engaged workers are affectively connected: their emotions and feelings are directed toward their work.
  • Engaged workers are physically active: their behaviors and actions demonstrate extra effort and vigor.

When employees simultaneously invest their cognitive energies, their affective/emotional energies, and their physical energies in their work, they are totally engaged.

Background on employee engagement definitions

Kahn’s seminal definition of engagement

William A. Kahn (Academy of Management Journal, 1990) is cited most frequently when discussing engagement in the workplace. Kahn used the term “personal engagement” in his research.

According to Kahn,

Personal engagement is the simultaneous employment and expression of a person’s ‘preferred self’ in task behaviors that promote connections to work and to others, personal presence (physical, cognitive, and emotional), and active, full role performances.

Kahn describes engagement as the ideal situation where employees do not sacrifice either themselves or their roles at work. They are “physically involved in tasks, whether alone or with others, cognitively vigilant, and empathetically connected to others in the service of the work.”

An individual can be high in one dimension but not all three dimensions (physical, cognitive and emotional). The more involved one is in each dimension, the higher is one’s engagement.

Maslach’s definition of engagement: the positive antithesis of burnout

Another definition of employee engagement grew out of positive psychology and the focus on the positive aspects of work in contrast with the negative aspects of work–described as burnout. Christina Maslach and Susan Jackson (Journal of Occupational Behaviour, 1981) researched burnout and developed the Maslach Burnout Inventory (MBI). Burnout was described as a psychological syndrome resulting from chronic interpersonal stressors at work. Maslach’s definition of burnout consisted of the following dimensions: emotional exhaustion (the individual’s feelings of being overextended and depleted of emotional and physical resources), depersonalization (interpersonal dimension of a negative, callous, or excessively detached response to aspects of the job), and the lack of personal accomplishment (self-evaluation with feelings of incompetence and a lack of achievement and productivity in work).

Building on that work, Maslach and colleagues described engagement on an engagement-burnout continuum:  with burnout at one end and engagement at the opposite end. Engagement was described as energy (high levels of mental and physical resources in the work task),involvement (positive, attentive, and attached response), and efficacy (feelings of competence and an ability to produce quality work), in contrast with burnout which was described as exhaustion, cynicism (depersonalization), and inefficacy.

Schaufeli’s definition of engagement

Building from the work of Maslach, Wilmar Schaufeli and colleagues (Educational and Psychological Measurement, 2006) defined engagement as “a positive work-related state of fulfillment that is characterized by vigor, dedication, and absorption.” They developed the Work and Well-Being Survey called the Ultrecht Work Engagement Scale (UWES) which has been used in many studies on engagement. They defined the dimensions of engagement:

Vigor is characterized by high levels of energy and mental resilience while working, the willingness to invest effort in one’s work, and persistence even in the face of difficulties.

Dedication refers to being strongly involved in one’s work and experiencing a sense of significance, enthusiasm, inspiration, pride, and challenge.

Absorption is characterized by being fully concentrated and happily engrossed in one’s work, whereby time passes quickly and one has difficulties with detaching oneself from work.

Although vigor and dedication are opposites of two of the burnout dimensions used by Maslach, absorption is a distinct dimension. The absorption dimension is similar to the concept of flow (Csikszentmihalyi, 1990). Csikszentmihalyi described flow this way:

Concentration is so intense that there is no attention left over to think about anything irrelevant, or to worry about problems. Self-consciousness disappears, and the sense of time becomes distorted. An activity that produces such experiences is so gratifying that people are willing to do it for its own sake, with little concern for what they will get out of it, even when it is difficult, or dangerous.

Sak’s definition of job engagement and organization engagement

Alan N. Saks (Journal of Managerial Psychology, 2006) defined engagement as a distinct and unique construct that consisted of cognitive, emotional, and behavioral components associated with one’s role performance. But his view of engagement, based on his research, identified two types: job engagement and organization engagement. Job engagement refers to the individual being psychologically present in one’s role at work. Organization engagement refers to the individual being psychological present in one’s role as a member of the organization. His research suggests a meaningful difference between the two types of engagement.

Engagement: a universal Priority of organizations

Most of the definitions of employee engagement highlight the investment of energy in one’s work–physical energy, cognitive energy, and emotional energy. The key is that whatever you call it–energy or vigor or something else–when a person is engaged, that person invests their energy in all its forms–physical, cognitive and emotional.  A partial investment is not being actively engaged. The presence of all forms of energy constitutes total engagement. Those various forms of energy are dedicated to accomplishing the work.

The beauty of engagement is the harmony that exists between one’s self and one’s role. When doing the work nurtures all aspects of the individual, then the ultimate experience of engagement is achieved.

Engagement is a universal Priority for organizations today. Companies want engaged workers. It’s good for the company and good for those who work there.  A workplace that values employee engagement is a humane workplace that nurtures the best in each individual.

For more information on the definition of employee engagement and employee engagement research, go to Engage Retain Prosper.

Use organizational Purpose to unite employees

Organizational purpose: why is this work important?

The purpose of an organization is the most central component of its culture. The organizational purpose defines why the organization exists. The purpose of the organization is not the answer to the question “What does the organization do?” That typically focuses on products, services and customers. Instead, the Purpose is the answer to the question, “Why is the work of this company important?” This may sound like a simple question, but in its simplicity, lies tremendous significance for the organization and for each employee.

The purpose is the cause that defines the contribution an organization makes to society through its work. Of course, businesses exist to make a profit, but they also exist to make a difference. Through their firm’s work, employees can make a difference and be part of a meaningful legacy. When an organizational purpose is meaningful to an employee, that person feels a connection to work that is not only rational—it’s also emotional.

Purpose statement: be brief in length and broad in scope

A purpose statement is a few, crucial words that inspire and motivate employees who care about making that contribution. For example, the Purpose of a bread company might be, to nourish life. And the purpose of an entertainment company might be, to make people happy. The purpose statement is brief so employees can remember it and use it to guide their daily actions. Additionally, the purpose statement is broad in scope to allow the organization to adapt over time to a changing world while keeping a constant, consistent central focus. Products and services often change, but the purpose endures. Think of your company as a living entity; it is a vehicle for improving individual lives, and the world we live in.

Defining the organizational purpose: include everyone in the process

When defining your organizational purpose, be sure to include everyone in the process. Participation in the process builds commitment. Use small group discussions to come up with possible purpose statements. Then, let everyone respond to a collection of options to see the statement that best conveys the fundamental reason why the company exists.

A purpose statement does not have to be unique. Other organizations doing similar work may have a similar purpose. Your purpose should use words that are meaningful to employees and appropriate for your organization.

Purpose statement: screen using the six criteria

Be sure your organizational purpose meets the six purpose criteria:

  1. It is a contribution to society—not a product or service.
  2. It answers the question: Why is this work important?
  3. It is inspirational and motivational.
  4. It uses powerful words.
  5. The statement is brief in length so employees will remember it.
  6. The statement is broad in scope to allow for future opportunities and change.

A source of meaning: unite employees with the purpose

Take the time to unite employees around the organizational purpose so that work is more than daily tasks. Work should be viewed as a contribution to society and a source of meaning for each employee.


Saying thanks for a job well done

Show appreciation for a job well done

An article by Julie Watson of the Associated Press talks about the desire of many Americans to offer their gratitude for the heroic work of the Navy SEAL team. People are seeking a variety of ways ranging from expressing thanks through social media to making donations to military foundations to show their pride and gratitude for what was achieved. It is frustrating for many who would  prefer to give a more direct and personal expression of thanks, but that does not work when it comes to these “quiet professionals.”

A job well done is not isolated to those who exhibit bravery and the ultimate of accomplishments. Employees in their careers accomplish much in their daily tasks, although the results may not appear as monumental. Showing thanks for a job well done is an important aspect of work life, but all too often, managers only document and discuss employees’ flaws rather than their accomplishments. When did you say a genuine thank you to someone for a specific job well done?

Many benefits if you show appreciation

Show appreciation. It can make employees feel their work is worthwhile and can create a positive mood that spills over to home life, as well. Working in a setting that nurtures workers through sincere, kind words of thanks can lead to positive emotions that impact health, conscientiousness, and creativity. Words that are shared in the workplace are valuable opportunities because they can have a tremendous impact on the receiver.

The benefits of positive emotion are many. As stated in the article, “Work as a Source of Positive Emotional Experiences and the Discourses Informing Positive Assessment” in Western Journal of Communication, January-February 2011:

Research suggests that positive affect improves efficiency, broadens attention, increases intuition, enhances problem-solving, improves information recall, leads to more cooperative approaches, expands cognitive processes and improves physical and mental performance. These benefits also appear to be durable. Other work has found associations between positive emotions and helpfulness, generosity, cooperativeness, graciousness, and increased trust.

Work should be intrinsically motivating. The job itself should be a source of meaning. In the case of the Navy SEALS, they accomplished a task demonstrating excellence in execution, and the outcome of their work was a contribution appreciated not only by their leaders but also by millions of Americans and others, as well. This work was truly meaningful work.

People want to feel good about themselves. And they also want to be valued by others.

The workplace is a social setting where words shared have a greater impact than a manager or supervisor may realize. Showing that you care can make a difference. Thanking workers when they do good work can make a difference. Communicating how a person’s work makes a contribution can make a difference. Nurturing positive emotion in others can make a difference.

Isn’t it time you make a difference in the lives of others at work? Show appreciation and say thank you for a job well done. Encourage and appreciate others’ efforts. Take the time to nurture positive emotions. It helps others, and it might just help you, too.

Talent is a top concern of CEOs

Talent is a key CEO priority

A recently-released report by the Conference Board, CEO Challenge 2011: Fueling Business Growth with Innovation and Talent Development, cites Business Growth followed by a focus on talent as top concerns of CEOs.

Although the priority of talent fluctuates slightly based on industry and geography, it is a key CEO priority for all. According to the Conference Board press release:

CEOs selected improving leadership development/grow talent internally, enhancing the effectiveness of the senior team, providing employee training and development and improving leadership succession as the key strategies to address talent challenges.

Talent management and innovation emerged as the most critical vehicles for implementing business growth strategies. According to the Conference Board CEO Challenge 2011 site, Roy Vallee, Chairman of the Board and Chief Executive Officer of Avnet, Inc. described the priorities as he sees it:

So, having the right strategies, the right structure, the right culture to really foster innovation and reward innovation, I think that’s the biggest challenge.




Are you engaging your employees or is a revolution brewing?

The fall of Mubarak in Egypt was a result of the unrelenting protests by masses of citizens in their efforts to seek liberty and the ability to live their lives to the fullest. This autocratic government characterized by corruption and lack of transparency, denied its citizenry the ability to individually prosper. Using social networking and other technologies, citizens amassed in Tahrir Square to voice their grievances and achieve revolutionary change.

Well, do you sometimes worry if your employees are congregating in the break room or conversing on Twitter and Facebook about similar concerns in your company? You may not be a 30-year ruler, but have you stopped to consider whether your workplace culture nurtures your employees or stifles them?

The universal Priorities for engaging your employees

If your workplace lacks the universal Priorities that promote the well-being of your workers, then you may have a revolt of your own or even worse, employees may continue going through the motions while feeling totally disengaged.

So what are these universal Priorities for engaging your employees? How do you build a culture of highly engaged and motivated employees? Focus on these six values to avoid building unrest in your company:

  1. Fit: Are you hiring employees who are a fit with the culture of the organization—its purpose and principles? Are employees in jobs that are a fit? Do they feel their work is significant, challenging and the best use of their abilities? Do tasks build on the employee’s strengths?
  2. Trust: Do employees consider the workplace to be a trusting workplace where they feel leaders have integrity–they’re honest, respected, and fair?
  3. Caring: Is the workplace a caring workplace? Does it feel like family? Do managers care about workers? Do they encourage collaboration and teamwork? Do employees have friends at work?
  4. Communication: Is there ongoing, open, two-way communication where leaders and managers listen? Is information freely shared?
  5. Achievement: Does the company support individual development? Do employees get meaningful and positive feedback? Are employees growing in ways that nurture achievement and mastery?
  6. Ownership: Do employees feel like owners? Do they have autonomy where they participate in decision-making, are responsible, and have flexibility in how they achieve their goals?

Work is more than an economic transaction; addressing the social and human side of the worker is key to achieving optimal performance. These universal Priorities are not unique values, but when everyone in your organization lives by these values, it produces an enriching and high-performing workplace that stimulates exceptional efforts and heightened loyalty. Organizations that practice these universal Priorities create workplaces of excellence.

Now is the time to build a workplace that energizes the human spirit while enhancing productivity and business success. Incorporate each of the universal Priorities in your workplace and prevent a revolution or a growing apathy that kills a company through a slow but steady decline. When employees’ human needs are met, they are more engaged.

How effective is communications in your company?

Conduct a communications audit

Is communications a problem in your company? Does information flow top/down, bottom/up and laterally? Do employees get the information they need to be effective in their jobs? Are employees informed on the culture and strategy of the company? Are employees clear on their job and goals? Are decisions communicated? Is progress shared? Are employees up-to-date on what’s happening with others in their organization?

Periodically, you should conduct an internal communications audit to evaluate the practices that are in place to share information within the organization. The process involves first compiling a picture of the current communications practices that are being used, their effectiveness, and recommendations to improve the flow of information.

Gather information on current practices

To begin the communications audit, first ask a few people on varying levels of the organization, through interviews and focus groups, general questions like:

  • How would you describe the effectiveness of communications in this organization? Please explain.
  • What do employees need to know? What additional things do employees want to know?
  • What practices exist (vehicles) for sharing information? For each ask, how effective it is and what changes would improve communications.

communications audit

Create a complete picture of the communications system

To build a comprehensive picture, gather information on the following:

  • CHANNEL and MEDIA: What written forms of communication are used such as memos, letters, email, webpages, blogs wikis, text messaging and instant messaging? What spoken forms of communications are used such as phone, conference calls, voicemail, and podcasts? What blended forms of communication are used such as face-to-face discussions, meetings, presentations, webconferences, and webchats? Be sure to compile all traditional and electronic forms of communication. Are the best media being used to share that information or would a different channel choice be more effective?
  • AUDIENCE and MESSENGER: For each channel and medium, determine what audiences receive that communication and who is the messenger. Code each as being top/down, bottom/up, or lateral communications.
  • CONTENT: Then indicate the content of the message. Categorize content. Is the focus of the communications things like company goals, culture, job duties, decisions, employee updates, customer updates, progress and metrics, etc.?
  • TIME/FREQUENCY: For each, indicate the frequency that information is shared. Have a clear picture of what information is shared, daily, weekly, monthly, quarterly and annually.

More specifically, when talking about the flow of information, ask questions such as:

  • Does information flow effectively down throughout the organization–from leaders to managers and from managers to employees (or whatever levels exist)? What changes would improve communications? Is there sufficient sharing of information or is information lacking?
  • Does information flow effectively upward from employees to managers and from managers to leaders? What changes would improve communications? Is there sufficient sharing of information or is information lacking?
  • Does information flow effectively laterally–with others in your group or department and on a similar level in other departments? What changes would improve communications? Is there sufficient sharing of information or is information lacking?

With a clear picture of all the ways information is shared, be sure to uncover:

  • How effective is it?
  • What can be done to improve it? Is information lacking? Is there information overload?

Before you can improve communication, you must get this baseline data of what communications are in place and compile recommendations for making communications more effective. In addition to gathering the data through interviews and focus groups, observe communications activities like meetings, and review samples of communications like agendas, meeting minutes, emails, memos, and letters. From your data gathering compile a chart of the communications system used by the organization and list recommendations to improve communications.

Survey all employees to get their views

Then, using a survey, have all employees evaluate current communications and give their opinions on a list of recommendations that might improve communications.

Develop a communications plan and share it

Analyze the input from everyone and develop a plan for improving communications. Present the plan to the leadership team and finalize the recommendations. Then, communicate the communications plan to everyone in the organization and start implementing it.

Make communications an ongoing focus

Periodically, evaluate communications in your organization. When possible, use outside consulting support in this process to ensure that employees feel free to share their views. Communication drives employee satisfaction. And you cannot have an engaged employee if that employee is not satisfied.

If you have conducted an internal Communications Audit, please comment on the practices that worked for you and anything to avoid. Thanks!