Prior to the 2016 BSA Engagement Survey there was a connection made between engagement and job satisfaction. That is to say, engagement is used to predict levels of job satisfaction. Therefore, higher levels of engagement are assumed to create higher levels of job satisfaction. Although there is every reason to believe that these two concepts are related, there is less reason to believe that the meaningful impact of engagement is job satisfaction alone.
In the new survey design, first launched in 2016, engagement takes on a more complex role. It is suggested that job engagement may be causally related to:
- A stronger culture of trust and accountability
- Strategic and effective engagement of staff, time, and resources to achieve the mission and goals of the BSA
- Increased savings through efficient and intentional use of resources
- Increased membership growth
- Increased levels of happiness
- Increase work productivity
- Increased recruitment and retention
This new survey design asserts that the drivers of engagement are:
- Climate: Perception of the atmosphere in the workplace
- Compensation: Perception of salary and benefits
- Supervisor: Perception of relationship with immediate supervisor
These three drivers of engagement are also separated into three subscales:
Emotional Engagement: Positive and negative reactions to supervisors, co-workers, tasks, and the institution.
Cognitive Engagement: Investment, thoughtfulness, and willingness to exert the effort necessary to comprehend complex ideas and master difficult skills.
Behavioral engagement: Participation and involvement in activities.
Breaking down employee feedback in this way allows the BSA to take thoughtful and focused steps to address needs in each of these categories. For example, if we find that behavioral engagement is lacking among staff, then it may be appropriate to work on making tasks and roles more clearly defined as well as more direct methods of assigning accountability. If emotional engagement is needed, then taking steps to strengthen the communication among and between employees, especially around the common goals of the Scouting movement may prove fruitful. Maybe if cognitive engagement is low, then it would make sense for efforts to be made that enhance the skill sets and competence of employees so that they find better fit and “flow’ in their work. Furthermore, having this breakdown allows us the chance to see if one of the components of engagement may play a more significant role than the others.
According to the newest literature, this relationship does make sense and should produce meaningful information when considering the role and the impact of engagement. See article.
BSA’s Research and Strategy Department design the employee engagement survey to be administered through an online survey tool. All part time and full time employees receive a link via email through which they access the survey. Employees are given two weeks to participate in the survey. They can take the survey from any computer through which they can access their BSA email account.
Leaders will receive an email in advance of the survey’s launch so that they may prepare and communicate to their staff.
There are two emails sent to employees. The first is the invitation with the link to the survey. The second is a reminder link that is sent to those employees that did not respond to the initial invitation.
Communication Opportunities for Leaders
Encouraging your team to participate in the Annual Employee Engagement Survey and the processes that follow ensure that they feel the survey and their contributions are valued.
Books, Tools and Resources
Decision Wise: Employee engagement best practices from over 200 organizations around the world
Study: Gallup 2013
Book: Measuring the Success of Employee Engagement
Employee engagement, impact, ROI—if you can’t connect the three, your program is in trouble.
The number of employees who sleepwalk through the day or undermine the work of their engaged counterparts is on the rise. More and more companies are turning to engagement programs to recoup lost revenue and productivity. But these pricey endeavors can lose critical funding when they are designed without business impact in mind.
In Measuring the Success of Employee Engagement, renowned experts Jack Phillips and Patti Phillips and knowledge organization expert Rebecca Ray help you make the business case for an employee engagement initiative. More important, you’ll discover what it takes to build a program with the end in mind. By following real case studies that show the Phillips’s ROI Methodology in action, you’ll learn how to avoid narrowly focusing your efforts on behavioral outcomes alone.
Measuring the Success of Employee Engagement is an essential resource for all who support employee engagement efforts, from the chief learning officer to individual members of employee engagement teams. Ensure that your employees drive innovation and increase sales with an engagement program that earns its keep.