Employee engagement surveys are about more than employee satisfaction. Our research has identified 14 drivers of employee engagement, each supported with a dedicated question set. Read on to learn more.
This article was updated on April 14, 2023.
In this article, we discuss:
More than ever, employee engagement, company reputation, and success are directly linked. That’s why the questions your company asks to survey employee engagement are crucially important.
The 2021 Edelman Trust Barometer showed that 40% of the 33,000 people surveyed ranked employees as the most important ingredient to long-term company success, compared to the 34% who said customers. But without reliable survey results, how can businesses know what their employees are thinking?
The quality of your data will depend heavily on the employee engagement survey questions you ask. Without a robust methodology, you increase the likelihood of your results being untrustworthy. Likewise, without an automated, continuous listening approach, you risk creating unnecessary work for your human resources (HR) team members.
First, we’ll define the key terms surrounding engagement surveys. Then, we’ll outline the 45 core questions used in Workday Peakon Employee Voice to measure overall employee engagement levels. Over the course of this article, we’ll explain our unique methodology and how to promote high engagement across your business.
First, it’s important to establish what we mean by “employee engagement.” Measuring employee engagement without providing a shared definition of engagement can lead to confusion and poor-quality feedback. Before gathering data, you should always explain to employees why they’re being sent a questionnaire.
At Workday, we define employee engagement as the extent to which employees feel a connection to their company and its culture. Engaged employees consistently go above and beyond in their work out of a shared belief in the success of the organization. In turn, that boost in creativity and commitment translates into better customer experiences.
However, engagement isn’t just about work and performance. It also covers employee expectations, such as whether an employee:
40% of the 33,000 people surveyed ranked employees as the most important ingredient to long-term company success, compared to the 34% who said customers.
It’s important that we distinguish between employee engagement surveys and employee satisfaction surveys. While there is a conceptual overlap between the two, employee satisfaction is best seen as the emotional component of employee engagement.
Our employee engagement survey platform, Workday Peakon Employee Voice, sends out personalized questions at a regular cadence. Our question algorithm helps calculate the correct number of questions to send, rotating the questions an employee receives. If an employee scores strongly in one area, our smart algorithm automatically adds follow-up questions to provide richer detail.
All of those survey questions are answered on a scale of zero to 10. That gives businesses the flexibility to either measure engagement and its drivers as a mean score out of 10 (to one decimal place) or to use the employee Net Promoter Score (eNPS) scoring system. To provide more detail, Workday Peakon Employee Voice also allows employees to provide confidential written feedback.
The first step toward improving employee engagement is measuring it. To measure employee engagement, we calculate a mean score based on an average of the four questions listed below.
Measuring employee sentiment isn’t as simple as asking employees how engaged they are at work. Our research shows that to measure employee sentiment a more extensive series of questions is required. The basis for the 45 employee engagement questions in Workday Peakon Employee Voice are 14 psychological categories. They represent employee sentiment across a range of experiences, job and role characteristics, cultural factors, and motivators. These 14 categories strongly correlate with employee engagement outcomes across different cultures and industries, and are hence termed “drivers” of engagement. Each driver has an overview question and most also include “subdrivers,” designed to unearth more granular feedback.
Engaged employees consistently go above and beyond in their work out of a shared belief in the success of the organization.
Measuring autonomy in relation to employee engagement concerns is focused on an employee’s ability to get their work completed on their own terms. Every employee should feel comfortable making work decisions by themselves.
This section concerns the impact of physical workplaces on engagement. A 2021 study by PwC found that 87% of employees believed the office was important for collaborating and building relationships. As the way we collaborate in person continues to evolve, the questions below are only growing in importance.
These driver questions reveal whether employees are free to express their opinions without fear of negative consequences. The focus on freedom of opinions in our employee engagement survey stems from the need for psychological safety.
If employees don’t understand what qualifies as successful performance, anxiety can set in. These questions establish how employees feel about the work they are expected to do.
These questions relate to how employees perceive the level of workplace opportunity, both in terms of career development and personal growth. Our “Employee Expectations Report 2022” found that 8% of employees’ comments in 2021 were related to growth.
Management support focuses on the quality of the relationship between employees and their direct managers. Rather than an opportunity for teams to critique their managers, this is a safe space for dialogue between the two.
A 2021 study by PwC found that 87% of employees said the office was important for collaborating with team members and building relationships.
These questions focus on whether employees consider their work to be valuable, both to themselves and to the company. Meaningfulness was outlined in Kahn’s employee engagement theory as the feeling that one’s work is worthwhile, useful, and valuable.
Organizational fit centers on the idea that an individual not only influences their work environment but is influenced by it. These questions focus on whether employees believe the values of the organization match their own.
These questions cover the 10th driver of engagement: The health of an employees’ relationships within the organization. That can cover everything from how employees view their colleagues professionally to whether there are adequate social opportunities within the office.
This segment of the engagement survey reveals how strongly employees believe that their work is valued by the organization. Recognition is a strong component of Hackman and Oldham’s job characteristics model.
These questions reveal how satisfied employees are with their total compensation. Equity theory states that employees are motivated when their inputs are matched by outcomes: pay, bonuses, benefits, and recognition from managers. Ensuring your staff feels that their performance is adequately compensated is key.
The penultimate driver covers the degree to which employees understand and agree with a company’s overall strategy. Without the proper tools and resources in place to promote positive workplace communication, it’s easy for strategy scores to decline.
The final driver examines whether employees feel the amount of work they’re responsible for is reasonable. Psychologists Maslach, Schaufeli, and Leiter cite engagement as the opposite of employee burnout.
Understanding the drivers of engagement is just the beginning. For information on how Workday Peakon Employee Voice provides real-time insights into employee sentiment, learn more on our website.
Discover Workday Peakon Employee VoiceFind out how Workday provides organizations with real-time insights into employee sentiment with our employee engagement solution.
