Adaptable individuals increase the engagement of the whole personnel
In this digital era of ours, people easily get a mental image of the superior possibilities of data processing. A reliable HR Intelligence analysis, drawing on several data sources, requires a comprehensive range of research material from the same time point, and with the same structure; this is rarely available to anyone.
What do employee surveys and individual feedback have in common?
In Fingrid this spring, we carried out an employee survey and a 270° individually targeted evaluation of 250 experts. This allowed us to review two research concepts in parallel in the same organisational structure, and from the same time point, without examining any one person’s individual performance.
Most organisations nowadays carry out both employee surveys and 360° or 270° expert assessments of supervisors. But as a rule, these have differing schedules, different structures, and they provide personal feedback to only selected target groups. Because of the fragmentation of the data, therefore, interesting combinations of analyses do not often get far beyond the level of superficially interesting results.
The answer is 0.71
Put simply, the equation works in such a way that the results of a unit of professionals with top-notch teamwork skills are themselves top-notch, also in terms of the key indicators of employee surveys. On the other hand, if the human resources unit gets weaker feedback in its own assessments of personal cooperation behaviour, the overall satisfaction level of the unit’s personnel might remain lower than that of other groups.
There can be a correlation of as much as 0.71 between the PeoplePower® index that measures an organisation’s overall functionality and the overall satisfaction measured with the feedback from a 270° survey. From this we can conclude with reasonable confidence that employees’ cooperation skills are highly relevant to the functioning of the organisation, as well as to the creation of personnel engagement, development, and growth.
The employee surveys show that management work and leadership are the strongest drivers of engagement.
Based on this, we should not offload all the responsibility for the functionality of the organisation to the personnel alone. The employee surveys show that management work and leadership are the strongest drivers of engagement.
So, it’s great to prove that we can influence our own personal working community by a surprising amount. Responsibility for improving the overall functionality of the working community falls to ME, and to each and every one of us. Feelings are contagious, for better or worse.
What emerges from this combined analysis of two studies is the point that in a 270° study, individuals who have got highly positive feedback on their efforts at regeneration and change-promotion prove to be clearly more highly engaged than other employees. Innovation and development inspire people, enthusiasm is contagious, and successes cannot be avoided.