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Employee Engagement Process |
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For More Information: InSyte Partners, www.insytepartners.com
Purpose:
To transform a “traditional” management culture into one that is more collaborative and team driven.
Outcomes:
• A more engaged workplace with increased cross-functional, cross-level communication and broad ownership of culture and results
When to Use:
• When morale or productivity is low or the culture is ready for a new level of results
• When there is a shift in the business, for example, new strategy or change in environment
• When quantitative data is needed to guide decisions about employee engagement or when there is fear about change efforts being too “soft”
When Not to Use:
• When management is not ready for more employee engagement and involvement
Number of Participants:
• Any total number in groups up to about 100
Types of Participants:
• Managers and frontline employees
Typical Duration:
• 1-year cycles; if possible, for the cycle, provide:
• Preparation: 1–3 months
• Process: 3–4 hours per session over 6–8 months
• Follow-up: Varies with action teams, generally 1–3 months
Brief Example:
Wyeth Distribution Centers began with survey process of broad and deep participation to identify the level of engagement across seven factors throughout the distribution centers. Resulted in employee-driven action plan to put systems and practices in place to increase meaningful employee engagement throughout the system. Communication across groups enriched learnings.More collaborative work groups ultimately drove change faster and had results that demonstrated improved productivity and morale.
Historical Context:
Created in 1999 by Marie McCormick, MBA, Ph.D. Roots in survey methodologies and large group
methods such as Future Search and Open Space Technology.
For More Information: InSyte Partners, www.insytepartners.com
 Employee Engagement Process
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