Whatever method of measuring employee
engagement a company chooses, be it an inter-
nal or external approach, Mellett recommends
making sure that “the action planning or output is
consistent across all teams and that it remains on
the agenda throughout the year.”
It is important to give employees a voice,
through the surveys, “but it is even more import-
ant to be listening consistently. Mutual trust
between employees and employer is also key, and
a vital part of any employee engagement initia-
tive,” she says.
Just going through the process of competing to be
on a best place to work list is helpful, Bob Graczyk
says. “Even if you’re not chosen, you’re going to get
results back from surveys that will give you areas to
work on. That, in and of itself, is useful.
“I may sit at my desk and think, ‘This is a great
place to work,’” he says, “but you have to get into
the field and really listen to what employee’s concerns are. You need to fix those concerns, but you
also need to make employees feel you are responsive to them. Team members hold us accountable.
“It makes you think about what you do if you
want to maintain yourself as a great place to work.
It’s not one, not two things—it’s a hundred things.
We’re very careful whenever we tweak our policy.
It can have an impact. It’s like the game Jenga, if
you take the wrong thing out, everything falls.”
And the benefits are worth all the effort,
Graczyk says. “People are more engaged. A lot of
the stores are very highly engaged and that trans-
lates into better business results.”
Stephenie Overman is a workplace writer
based in the Washington, D.C., area.
“It makes you think about what you do
if you want to maintain yourself as a
great place to work. It’s not one, not
two things—it’s a hundred things.”