Is it really an engagement problem?
When results disappoint, engagement gets the blame. Often it is something else: a strategy people cannot explain, a structure that blurs who decides, a process everyone works around.
Answer twelve statements, two for each of six drivers; see which driver to look at first and whether the gap is the plan or the people side. Nothing is stored.
The six drivers
The first three describe what the organisation needs to do.
- Strategy: a clear picture of where you are going, how you will get there, and whether people believe it will work.
- Structure: an organisation designed for alignment, accountability and adaptability.
- Process: ways of working that make consistent, high-quality delivery easy.
The second three describe how people work together.
- Leadership: leaders who shape the environment, develop people and drive performance.
- Engagement: commitment to the organisation and willingness to go the extra mile.
- Team environment: the connection people feel and the collective desire to achieve together.
Many organisations put their effort into the first half – agree a strategy, redesign the structure, tighten the processes – and forget that people have to deliver it. Others run engagement surveys that look only at a small part of the second half. You can have committed people in a badly designed organisation, and a well-designed organisation whose people have stopped trying. You need to see both.
For the survey method behind this, read Why your engagement survey keeps saying the same thing.
Based on great{with}talent’s six-driver model of organisational performance, the framework behind WinningFormula. The statements here are a quick prompt written for this page, not the WinningFormula survey.
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