Issue 48

Supporting Business Outcomes > HR Optics

In partnership with

Table of Contents

Opening Salvo

Most organizations know how to run surveys. What’s missing is what comes after.

Engagement surveys are often treated as a routine HR task. They’re launched, data is collected, and dashboards are built. But without visible change, these efforts lose credibility and fail to support the organization’s goals.

Gathering feedback must lead to decision-making. Sharing results must lead to dialogue. Engagement tools must support business outcomes, not just HR optics.

If you're not prepared to act, the best choice may be to pause the survey altogether.

Practical Personas (with a tinge of hyperbole)

  • The Collector: Surveys run on schedule, but results are never discussed or applied. Participation drops and trust fades.

  • The Over-Interpreter: Every score movement triggers action, but without confirming root causes. Efforts become reactive and unsustainable.

    The Culture Translator: Surveys are tied to deeper conversations, and follow-up is communicated clearly. Feedback becomes a foundation for continuous improvement.

Ask Yourself:
• Are employees seeing action tied to their input?
• Are managers equipped to interpret and act on survey themes?
• Is engagement data being linked to performance and culture metrics?

Engagement is not a sentiment score. It is the result of consistent, responsive leadership.

Did You See This?

Monster Didn’t Lose the Market. It Lost Its Leadership

Flawed Scenarios Create Flawed Cultures

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Talent Management 101 (TM101)

The Power (and Limitations) of Employee Engagement Surveys

Employee engagement surveys can identify patterns in sentiment, inclusion, and experience. When used with intention, they help detect problems before they escalate.

What Surveys Can Do:

  • Surface morale and workload trends

  • Identify management strengths and gaps

  • Track progress on culture and inclusion

What Surveys Cannot Do Alone:

  • Explain context or root causes

  • Replace honest conversations or manager trust

  • Deliver solutions without leadership involvement

Best Practices:

  • Explain why the survey is happening and what will be done

  • Share topline and department-level findings with accountability

  • Pair surveys with interviews or focus groups for deeper insight

Surveys are not a substitute for leadership. They are a starting point for it.

The Plug

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