MEASUREMENT AND FOLLOW-UP
Employee survey and employee appraisal in one
Most surveys ask about everything that might be interesting to know. The result can be a 40 to 50-page report that is hard to act on. In our ENGIN (the ENGagement INdicator), we ask about 18 to 20 factors. We ask about what matters, and what you can actually do something about. (We call these effort factors.)
- 18 questions, not 80
- Anonymous responses
- Follow-up at four levels
Reports
Simple, clear reports with scores and a summary of the written answers provide a basis for self-reflection and dialogue.
100% response rate
When the survey is followed up with an employee appraisal, a group discussion and two concrete plans, we know the measurement actually leads somewhere. Two birds with one stone. And you are guaranteed a 100% response rate! After all, nobody can turn up to a meeting with their manager and say: “Well, I didn’t answer.”
Training
Everyone, managers and employees alike, gets short but thorough training (online). That makes the whole process more concrete, more committed and more useful.
HOW IT WORKS
Measure first, talk afterwards
ENGIN is not a survey with a report at the end. It has three steps, and the last one is the most important.
01 / WE MEASURE
The anonymous survey
Employees respond to 18 statements and write freely about what they appreciate and what they don’t. It takes fifteen minutes, not an hour.
02 / WE TALK
The employee appraisal
After the survey comes the conversation between manager and employee. This is where the nuances come out, face to face. This is followed by a group discussion in the department.
03 / WE PLAN
My plan and our plan
Two plans come out of the process. The employee creates “my plan” themselves. “Our plan” is shared, covering how you help each other and what the management team needs to contribute.
HOW ENGIN IS DIFFERENT
We only ask about what you can do something about
A survey that points to things you cannot change only creates frustration. We stick to the effort factors.
SCOPE
18 questions, not 80
Every question has been chosen because it drives engagement and because you can influence it. A shorter survey means a higher response rate and more honest answers.
FREE TEXT
What employees really think
Alongside the scores, people can write freely. The answers are processed automatically, so you get the essence without reading two hundred comments, and without anyone being identifiable.
BALANCE
What to keep and what to improve
It is easy to focus only on what needs to get better. We always divide the results into areas to maintain and areas to improve. What is working, and how can you strengthen it?
Follow-up
Four levels, not just the department
Most surveys are followed up at department level and stop there. With us, the whole organisation is both empowered and held accountable.
Training
Everyone gets an introduction, not just the managers
Not all managers feel confident running a process like this, and not all employees know how to contribute constructively. Everyone gets a short introductory video before you start.
EXPERIENCE
30 years in Norwegian working life
We have seen what happens when a survey just gets filed away. That is why follow-up is part of what we deliver, not an add-on.
THE 18 DRIVERS
What we ask about
Far too many surveys ask about far too much, including things you cannot directly do anything about. The 18 to 20 questions we ask help create employees who stay healthy and productive in the long term, and who thrive and master their jobs over time. These are well-known factors, but no less important for that. Everything we ask about is drawn from the country’s leading experts.
Here are some examples:
- Clear expectations
- I do what I am best at
- Influence and decision-making authority
- Meaningful work
- Workload and level of difficulty
- Recognition and care
- Any conflicts
- Emotional strain
- Help and support
- Your own contribution to the team
- A couple of your own questions, if you wish
The problem
The survey is done. Then nothing happens
Most organisations measure their working environment. Far fewer get anything out of it. The report is presented, everyone nods, and a year later you measure the same thing all over again.
The survey is not the problem. The problem is that nobody decided in advance what should happen next.
WE FIND THE ANSWER
What is required of you?
An ENGIN process is not demanding to run, but it does require a few things:
- A management team that wants to follow up
- Managers who set aside time for the conversations
- A willingness to share the results with employees
- Acceptance that some of what comes up will be uncomfortable
- That you act on at least one thing
Frequently asked questions
What HR and managers ask first
Yes. Both the scores and the free-text answers are handled anonymously.
No, but employers have a duty to assess and follow up the psychosocial working environment. A systematic survey is the most common way to document that you are doing so.