The Truth About Employee Engagement Surveys

You can't "moneyball" your team.
There’s a tendency to treat employee engagement like the score of a game, and so we shouldn’t be surprised when people try to game the system and improve the score. But the point of collecting all that data isn’t to learn how to improve a number, it’s to know where we need to pay more attention to our people and how we can help them feel more connected to their work and to the team they work with.
Employee engagement surveys are useful tools to get started in evaluating your team's culture and engagement. But it's up to you as a leader to effectively use that data to address teams that need help and reward those who are performing well. In this video, I'll break down how to effectively use employee engagement surveys to bring out the best in your team.
00:00 Employee engagement in on the decline!
01:08 Meet Dr. David Burkus
01:37 Problem: People don't take surveys seriously.
02:49 Solution: Share the results of the survey.
04:21 Problem: Leaders interpret the data wrong.
05:51 Solution: Go team by team, not company wide.
07:15 Problem: Surveys are too infrequent.
07:57 Solution: Keep the conversation going on the team level.
08:46 Practical implications.
//DO YOUR BEST WORK EVER
If you liked this video and you want to help your team do their best work ever, check out the free resources we've compiled at davidburkus.com/resources
//ABOUT DAVID
One of the world’s leading business thinkers, David Burkus’ forward-thinking ideas and bestselling books are helping leaders and teams do their best work ever.
He is the best-selling author of four books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, Bloomberg BusinessWeek, CNN, the BBC, NPR, and CBS This Morning. Since 2017, Burkus has been ranked as one of the world’s top business thought leaders by Thinkers50. As a sought-after international speaker, his TED Talk has been viewed over 2 million times. He’s worked with leaders from organizations across all industries including Google, Stryker, Fidelity, Viacom, and even the US Naval Academy.
A former business school professor, Burkus holds a master’s degree in organizational psychology from the University of Oklahoma, and a doctorate in strategic leadership from Regent University.
//SPEAKING
Like what you heard? Find more on David's speaking page (and find out about bringing him to your company or event) at davidburkus.com/keynote-speaker/
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#EmployeeEngagement #WorkSmarter #LeadershipDevelopment

[@cidolfas86]

I really enjoy and engage with your content David. There is a lot of wisdom here that I build on in my own work trying to help organizations collaborate on, and nurture their future. Here in Scandinavia I find that the corporate leadership tends to be... Well I will not say they share my thoughts 1 to 1, but some do listen, they try to understand and try to bounce ideas with me, other leaders, managers, etc.
Most of them at the very minimum try (to take their time and go into the granularity of data) to find out why someone (teams/groups) in the company face adversity, and struggle to perform, while others do not.
However, I do feel that in many global cultures (this seems to be very much the case in the US from my experience), leaders just look at the numbers, they cut off that branch without a second thought beyond a profitable bottom line, and move on. 10, 100, 1000 employees gone, and in my opinion none are wiser, it is just misery.
Personally, I really hope more will take a step back and look at a wider scope, use the wisdom in videos like this and try to better understand... Oh well, this is just one person's ramblings.

[@DavidBurkus]

Good ramblings though and I agree.

[@user-jy5gv8vc2x]

Great Video, thanks, can you plz make a video on the best questions to ask leaders. Thanks.

[@DavidBurkus]

Thanks! Question to ask leaders in what context?