Employee engagement can positively influence organizational and employee performance, but HR must use engagement survey data wisely in order to see those outcomes, according to a Dec. 11 report from McLean & Co.

For instance, McLean research indicated that 93% of engaged employees regularly accomplish more than what is expected in their role, as compared to only 46% of disengaged employees.

“However, engagement action planning is not just about addressing employee feedback,” Amanda Chaitnarine, senior director of HR diagnostics, advisory and data insights at McLean & Co., said in a statement. “The best engagement actions address both priority engagement drivers and organizational needs. This allows for quick wins and buy-in for actions that help propel engagement initiatives forward.”

The most critical part of employee engagement occurs after the survey, the McLean report found. Survey data can help leaders pick priorities, but without including employees in the process, decisions may backfire and waste resources.

“Without asking employees what will engage them, you’re only getting half the story. Collecting qualitative data is a way to tap into the employee voice, which humanizes the data and brings the organization’s engagement story to life,” Chaitnarine said.

The McLean report also recommends specific actions that HR pros can take after conducting an employee engagement survey:

• Analyze results to identify priorities and determine an approach to action planning.
• Develop insights and actions, as well as equip managers to conduct qualitative analyses.
• Create and implement action plans.

HR teams and employees don’t see eye to eye on engagement, with numerous disconnections based on generation, geography, identity and parental status, according to a SurveyMonkey report. The largest gaps often occur at companies without strong feedback, open communication or understanding of employee needs, the report found.

Part of the disconnect may be that employees don’t understand what “engagement” means or what their company is doing to increase engagement, according to a Gartner report. Instead, HR leaders can use a common, shared language for employees to talk about their experiences and what they’d like to see improved.

Before turnover picks up in 2025, employers should double down on engagement, according to an Eagle Hill Consulting report. Leaders can monitor employee sentiment and focus on employee engagement initiatives related to culture, flexibility and career development, particularly among Gen Z workers and women who may be more likely to leave, the firm said.

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