Are Companies Utilizing Engagement Analytics for Success?

In the fast-paced landscape of today’s workplaces, understanding and nurturing employee engagement is paramount for organisational success. At the heart of this endeavour lies Engagement Analytics, a powerful tool that delves into the intricate dynamics between employees and their work environment.

Measuring Expectations, Fostering Fulfilment

Engagement Analytics serves as a compass, guiding organisations through the labyrinth of employee expectations and fulfilment. It meticulously gauges one’s employment expectations and evaluates the extent to which they are met within the organisational framework.

Imagine having a panoramic view of your workforce’s sentiments, aspirations, and contentment levels. The Organisational View for Engagement encapsulates this essence effectively.

From frontline employees to C-suite executives, Engagement Analytics paves the way for tailored engagement strategies that resonate with each individual. By leveraging data-driven insights, organizations can craft initiatives that address specific pain points, foster a culture of inclusion, and nurture a sense of belonging among their workforce.

How many departmental heads and team leaders would like to have the type of employee engagement expectation data shown in the attached graph?   Good staff are expensive to replace – finding ways to keep them is crucial for productivity, keeping  costs down and generally enhancing cultures to  create attractive working environments. Expectations are divided into 8 groups, and participants are invited to score their degree of satisfaction within each group. This gives the team leader the opportunity to have a progressive coaching discussion and has the added impact of showing employees that managers are looking after their interests. The result – open, collaborative cultures with real employee expectations being met as far as humanly possible.

Visualise your Group Data

This is a snapshot of the high-level Organisational Analytics data available just across Employee Engagement Expectations. You can also get data for your people and your organisation on:

• Senior and emerging leadership competency
• Culture of your organisation
• Collaboration and Team competencies
• Team Dynamics
• Emotional Intelligence competencies
• Remote Working competencies

How helpful would this data be for informing your people development plans, culture and engagement programmes and succession plans?

You can find out more about Organisational Analytics here. leaders skills and competencies

If you would like to discuss how Organisational Analytics can help support your business objectives and people plans please contact Pat Hutchinson: pat@quadrant1.com or on 07768 922244

What do you do with your time?

I often get asked to run time management courses.  Managing time should be easy – write a list of things to do and get on and do them.  So what gets in the way?

Take a look at this Paradox graph –

Harrison Assessment Paradox report

The Harrison Assessment Paradox report explores 12 paradoxical pairs of behaviours, or behaviours which can appear as seemingly opposite. Each of the Paradox graphs has 4 quadrants which demonstrate the potential effects of the balance between the two behaviours.

Every individual will have their own unique set of Paradox patterns; this is a sample report, against an avatar named Andrew Jones. His patterns are indicated by the red dots with the shading around, and the hurricanes, which demonstrate behaviour under stress.

Look at the 12 graphs in the report and the 4 quadrants of each graph…

Ask yourself what do people in each quadrant spend their time doing?

Here are just a few examples –

Insightful Curiosity

(top left)

High Open Reflective, low Certain – people spend their time going round the loop of asking for more opinions/ideas before forming an opinion.  This can appear fluffy and indecisive.  The opposite, however, may have an equally detrimental effect – people who are sure of their ideas and don’t engage with other viewpoints often spend time mopping up the mess.

Instinctive Logic

(top middle)

High Analytics low Intuitive – someone with this pattern may spend inordinate amounts of time collecting data even when a similar task has been completed before.

Opportunity Management

(top right)

High Analyses Pitfalls low Risking – people get bogged down with all the things that could go wrong, stay in their comfort zone and may spend their time using old methodologies rather than risk a new one.  The opposite ie, high Risking low Analyses Pitfalls – can result in more time spent unpicking when things go wrong.

 Self-Actualisation

(2nd row left)

High Self-Acceptance low Self Improvement – these people can spend time defending and justifying their  own point of view from those who query it.  The opposite – Low Self-Acceptance high Self improvement – these people can spend time beating themselves up for all the things that went wrong/could have gone better and are unlikely to recognize their achievements.

Combination patterns

If you look at each of these combinations of paradoxical traits in turn its not difficult to see how people spend their time.  Individual Paradoxes can also interrelate between each other to create further patterns of behaviour.

One pattern which is particularly significant is a combination of high Warmth and Empathy (Coaching Mindset paradox) and high Helpful (Equity Mindset paradox). These people spend so much time looking after others, doing their jobs for them etc they often put their own jobs second.  They also invariably end up with no time to consider strategic planning in the Opportunity Management paradox (top right).

If you would like to know more about the Harrison Paradox approach and how patterns can help or hinder success do get in touch. pat@quadrant1.com

Pat Hutchinson, Quadrant 1 International Ltd

Harrison Assessments wins Silver award

The Brandon Hall Group Excellence in Technology Awards

Harrison Assessments wins Silver

Harrison Assessments are proud to have been acknowledged with a coveted Brandon Hall Silver Award for excellence in the Best Advance in Technology for the Remote Workforce category.

We are honored to be recognized for our Remote Work Behavioral Competencies which reveal key behaviors needed for remote workers and leaders who manage remote workers to be successful. This advanced functionality provides real-time data that enables targeted development on both a group and individual level for a personalized approach to development.

Dr Dan Harrison, CEO.

Proud to be associated

As Managing Partner for Harrison Assessments UK, I am again proud to be associated with the winning of this prestigious award.  Harrison Assessment Talent Solutions offers a one stop, highly accurate approach to talent solutions based on what makes people successful in the workplace and this recognition is so valuable.

Previous accolades

In 2022 Brandon Hall Group, the leader in Empowering, Recognizing, and Certifying Excellence in HCM, announced that Harrison Assessments was certified as a Smartchoice® Preferred Solution Provider, confirming that Harrison Assessments delivers the most accurate and effective assessment tools in the industry.

In 2014, Harrison Assessments achieved the Silver Award in the category for Best Advance in Succession Management Technology and Tools in the Future of Work Awards for it’s work on Assessment Based Recruiting Campaign Management.

Know more

You can read the full recent Silver Award press release here and you can read our previous post on Remote Working Analytics here.

If you would like to know more about how this unique approach to talent solutions can support your organisation do get in touch.

Pat Hutchinson, Quadrant 1 International Ltd  pat@quadrant1.com

What Makes HR Look Good in the Board Room – if indeed they even get there!

Photo by Jason Goodman on Unsplash

What Makes HR Look Good in the Board Room – if indeed they even get there!

Its easy to see the results of the Sales Director, the Operations Director and to review the numbers of the Finance Director.  These things are tangible and measurable and tend to receive the majority of the Board Room focus because of this very nature.

Most organisations will tell you that their people are the most important resource they have and that looking after them and developing them is paramount.  So why is it that the person who is Head of HR is often not represented on the Board and if they are, they often have to shout loudly to be heard?

The answer may be contained in just one word: ‘evidence’.  People are not machines; they cannot be counted as a stock number and additionally, unlike stock, they have a thing called choice!

There are no norms – all people are exceptions to a rule that doesn’t exist

Fernando Pessoa – Late 19^th Century Portuguese Poet

Hence HR people are often left with unquantifiable results.  Being experts in their own field they can see what strategic decisions have to be made in relation to developing a productive, engaged workforce but with no statistical evidence this can be hard to justify.

Dan Harrison’s 30+ years of research into what makes people successful in the workplace, in particular roles and working in particular teams now gives us the very analytics needed to:

• Identify the success behaviours required to perform in a particular role
• Produce profiles against which to recruit successful candidates
• Assess for leadership, BCs, values-based behaviours, remote working EI and much more
• Conduct progressive engagement surveys upon which to make strategic engagement decisions as well as individual ones

Armed with such analytics, the HR professional stands a much better chance of making effective business cases in the Board Room!

If you would like to know more click here, or please contact me at pat@quadrant1.com

www.quadrant1.com

Anonymous Engagement Surveys – why they don’t work!

I was discussing Employee Engagement Expectations with a customer recently and he happened to mention that they had just completed an anonymous engagement survey. He was disgruntled because, although the survey suggested pockets of people who were likely to leave the organisation due to lack of recognition, as just one example, he didn’t know who or where they were and couldn’t therefore take action.  In other words –

‘Someone somewhere in the organization is unhappy about something but we don’t know the details and can’t therefore have a progressive conversation’

So why do organisations involve themselves in the anonymity of such surveys?  Frankly its due to a perception (not always reality) of a lack of trust.

In other words they believe that employees will be more open if they don’t have to put their name to something.  Doesn’t this reflect on the very organisers of the survey who unconsciously believe the organisation can’t be trusted?

Engagement tools are really useful for retaining talented staff!  But they have to be used properly.  Dan Harrison believes that employee engagement is a two-way process – it’s as much the organisation’s responsibility to keep staff engaged as it is for them to be engaged.  A survey should be the foundation for a conversation on an employee’s expectations.  For example, if an employee wants recognition, in  what format does he/she expect this, who from and how often?  If an employee is looking for development – in what areas, when and what format?  OK so it won’t always be possible to fulfil expectations but at least the employee receives the message that the organisation is interested in them and will consider them when opportunities arise.

Such an approach requires trust so pre-framing the exercise is crucial.  Employees must understand that the tool is to be used for improving engagement and not for anything else.

If you would like to know how to assess groups of employees, individuals or even the whole organisation for engagement expectations quickly and effectively, and to see the results instantly on an easy-to-read visual dashboard so that you know with whom to have progressive conversations please get in touch at pat@quadrant1.com or on 07768 922244 or find more information here. You can also read further about engagement analytics in this blog.

In the meantime ‘Stay Engaged!’

Pat Hutchinson

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