Aon Hewitt: How to conduct an effective employee engagement survey

Whether it is consulting institutions, enterprises or management experts, although there is no unified conclusion on the explanation of employee engagement, they all agree that there is a high correlation between the performance measured by employee key business indicators and employee engagement. Aon Hewitt also clearly pointed out that employee engagement survey is an important way for enterprises to understand employee engagement. At present, this survey on employee engagement has been paid more and more attention by enterprises. Aon Hewitt believes that through the employee engagement survey, the human resources department can timely diagnose the company's potential problems in talent management, find out the reasons, and provide a basis for managers to make decisions. Experts from Aon Hewitt Consulting believe that designing and implementing employee engagement survey is an extremely complicated task. Without effective control of the whole process, not only can we not accurately understand the problems existing in the enterprise, but we may also mislead the decision-making of the enterprise. Then, how to improve the reliability and validity of the engagement survey, and how can the results of the employee engagement survey better provide a basis for the management improvement of enterprises? Aon Hewitt reminded the human resources department that the human resources department can focus on the following aspects: Aon Hewitt employee engagement survey Step 1: Design personalized questionnaires Although enterprises can directly obtain some mature and widely recognized engagement questionnaires, there are great differences among different enterprises. Even the same enterprise, in different periods, the purpose of carrying out engagement survey and the current situation of the enterprise are also very different. Therefore, Aon Hewitt thinks that the design of enterprise employee engagement questionnaire needs personalization very much. Because for enterprises, the question selection of engagement questionnaire needs to be combined with the development strategy, recent situation and past employee performance of the enterprise, and some surveys should be made in a targeted manner. If the contents of the annual employee engagement survey are exactly the same, employees will inevitably be perfunctory and the survey will not achieve the expected results. Aon Hewitt believes that only by grasping some outstanding problems in a targeted manner can we make a breakthrough. Aon Hewitt's Employee Engagement Survey Step 2: Define the survey points of employee engagement questionnaire. Aon Hewitt's consulting experts reminded the human resources department of the enterprise that six answers need to be obtained before conducting the employee engagement survey: 1. What are the reasons for this survey? 2. What is the customer's evaluation standard for enterprise service? 3. What are the problems reflected by employees recently? 4. What is the mission and strategic goal of the company in the past five years? 5. Has the company conducted a similar survey in the past? If yes, are there any problems in the last survey that need further understanding? 6. Has the salary and welfare policy of the enterprise been adjusted recently? What are its characteristics? Aon Hewitt believes that the human resources department needs to draw up a draft questionnaire according to the needs of enterprises, combining the influencing factors of engagement and some authoritative engagement questionnaires, and then discuss it with middle and senior managers and some employees of enterprises, and then determine the final questionnaire after reaching an understanding with all parties. In order to ensure the reliability and validity of the employee engagement survey, it is particularly important whether the questionnaire can reflect the employee engagement level and meet the needs of enterprises. Aon Hewitt reminded that if the human resources departments of some enterprises are weak in staffing, they need to hire professional human resources service companies to assist in this work. Aon Hewitt's Employee Engagement Survey Step 3: The Importance of Publicity Survey Aon Hewitt believes that an effective employee engagement survey can not only enable enterprises to know the working status and needs of employees in time, but also encourage employees to reflect on themselves. Aon Hewitt reminded enterprises that the engagement survey should be carried out smoothly and attract the attention of employees, and the human resources department must do a good job in the relevant survey, so that employees can understand the importance of the engagement survey, what benefits it will bring to employees, and the importance attached by management to the survey. Aon Hewitt's employee engagement survey should not only publicize to grass-roots employees, but also include management in the target audience. This is not only because the management is also the object of employee engagement survey, but also because their support is the necessary guarantee for the smooth implementation of the engagement survey project, especially through the line manager to spread the survey information to employees, which is conducive to improving the questionnaire recovery rate and qualified rate of the employees he is responsible for. In the communication before the implementation of the survey, Aon Hewitt suggested that the Human Resources Department should focus on disseminating the following information to employees: 1, the survey process and data should be kept confidential and anonymous; 2. The problems generally reflected by employees will be given priority to the attention of enterprise management; 3. Complete the questionnaire carefully to ensure that the enterprise understands the real needs of employees; Aon Hewitt is the world's leading comprehensive human resource management consulting and human resource service outsourcing company, helping enterprises to solve various human resource problems, meet challenges and maximize the return on human capital investment in China and various industries and regions around the world. We have cooperated with more than 3,000 multinational enterprises and institutions in China, including more than half of the "Fortune 500" enterprises. Our consultants help customers tap the potential of employees and achieve performance growth. We have also participated in the human resources reform of many state-owned enterprises and are well versed in the success of state-owned enterprise reform. At the same time, we are committed to helping more private enterprises improve their management capabilities and help local enterprises achieve stable business growth by improving efficiency. We listen carefully, actively respond to challenges, cooperate closely, and combine project experience and professional knowledge to meet customer expectations. We are proud to establish a long-term, stable and good cooperative relationship with our customers. Our customers can rely on Aon Hewitt's global network, breakthrough data-based solutions, effective management tools and implementation tips to cope with the difficulties and challenges of human capital, so that they are full of confidence in realizing corporate strategy through human capital. Aon Hewitt has carried out friendly cooperation with world-renowned enterprises for more than 65 years; In China, Aon Hewitt has also provided services for many enterprises for nearly 20 years, meeting their ever-developing human resource needs. At present, Aon Hewitt has 29,000 employees in 90 countries and regions around the world and more than 350 employees in China. We help customers plan and implement strategically oriented human resources solutions and help enterprises achieve their business goals.