How to Use Data to Drive Employee Engagement

How to Use Data to Drive Employee Engagement

How to Use Data to Drive Employee Engagement

When it comes to retaining your workforce, one feature correlates to 87% increases in retention and 57% increases in employee effectiveness. It is not compensation. It is employee engagement.

Engagement measures an employee’s emotional commitment to an organization and willingness to use discretionary effort to achieve organizational goals. In other words, engaged employees strive to exceed the status quo. To complement the annual government-wide Federal Engagement Viewpoint Survey (FEVS), agency leadership should gather localized data to measure the engagement drivers of their unique agency and identify causes of turnover and apathy.

An employee’s intersecting attitudes about the workplace affect engagement:

  • Identification with organizational values
  • Perception of job importance
  • Quality of working relationship with managers and peers
  • Quality of feedback from supervisor
  • Clarity in performance expectations and how to advance in the organization

To gather data on attitudes, Government agencies use surveys such as FEVS. Employees self-report levels of agreement with statements probing the five above factors. Then agencies must turn FEVS data into information for decision making and action:

  • Analyze and Correlate Data – Compile a factor-wide average, which constitutes the organization’s engagement report card. Statistical patterns of demographics and perspective, can provide keen insights – today and as trends over time
  • Draw Conclusions – Connect data findings to organizational or situational factors by verifying it against external information and conducting follow-up interviews. For example, if results show a recent uptick in polarized perception of job importance between junior and senior employees, then leadership might consider avenues to increase junior employee visibility in project work
  • Develop a FEVS Action Plan – Select the top areas to develop specific strategic initiatives that together are part of an integrated action plan. Supervisor training, mentoring programs, and executive shadowing are just a few of the possibilities. Gain buy-in from senior leaders for the action plan – sponsorship and participation from the top of an organization, along with clear communication, is absolutely essential to success
  • Execute, Measure, and Improve – Identify metrics to measure success on a quarterly basis. Evaluate the results of specific programs. Improve the action plan, add new initiatives. Engage employees in executing new initiatives

Leaders and supervisors must understand employee perspectives, and develop clear and compelling action plans to engage them. This action planning is an employee-centric approach, which may be part of a broader human capital strategy, and will inspire and engage the Government workforce in enhancing mission performance.

About Arc Aspicio
Arc Aspicio is a management, strategy, and technology consulting firm that takes a mission-oriented approach to complex client challenges. As a rapidly growing company, Arc Aspicio has a bold strategy for 2016-2018 that drives growth through new capabilities in strategy, design, human capital, data analytics, information sharing, cybersecurity, and strategic communications. The company is known for a strong, collaborative culture that values gratitude – for its clients and its great team. And, #welovedogs! Follow us on Twitter @arcaspicio or learn more at www.arcaspicio.com.

Contributors

Aaron Bishop |

Aaron Bishop is a Senior Associate at Arc Aspicio. A transplant from the environmental consulting sector, Aaron focuses on the intersection of organizational design and human potential. He graduated Magna Cum Laude from the College of William and Mary with a B.S. in English and Environmental Policy.

LeadersNest Names Lynn Ann Casey a FedFem Award Honoree

LeadersNest Names Lynn Ann Casey a FedFem Award Honoree

Washington, DC, October 19, 2018 — LeadersNest named Arc Aspicio CEO Lynn Ann Casey a FedFem Award Honoree. The FedFem awards salute high-impact women executives and leaders of the government contracting community. FedFem Award Honorees blend their entrepreneurial courage and Federal government support that effectively impacts the industry, national economy, and the local marketplace. 

Boosting the Mission: Developing Acquisition Requirements Guidance

Boosting the Mission: Developing Acquisition Requirements Guidance

To keep up with the fast pace of change in the field of Government acquisitions, Department of Homeland Security (DHS) components are developing their own acquisition requirements (AR) policies. However, without specific timeframes to finalize these policies, DHS agencies often lack guidance on how to develop ARs. Among DHS agencies, the U.S. Coast Guard is leading the way with their own formal policy to describe this process. To compliment the U.S. Coast Guard’s policy, DHS created the Joint Requirements Integration and Management System (JRIMS) to offer direction for agencies—to review, validate, and suggest solutions for capability gaps and requirements.

Top Qualities of Design Thinking Leaders

Top Qualities of Design Thinking Leaders

Design Thinking is on the rise in the business world. Design Thinking leaders focus on creating the best product for their clients and working with the experiences and insight of fellow coworkers. Some of the key characteristics of Design Thinking leaders present themselves in individuals who are open and subject themselves to vulnerability with clients and coworkers. These qualities help leaders to connect and build relationships with others. They also create an open flow of communication that allows for others to better share their knowledge to align with and understand the company's mission.

Think, Key, Speak: Purposeful Communications

Think, Key, Speak: Purposeful Communications

I spent the early years of my career in the United States Navy as a Naval Flight Officer on the E-2C Hawkeye, the Navy’s aircraft carrier-based Airborne Early Warning and Command and Control platform. The various missions of the aircraft demand that aircrew monitor up to ten radio frequencies, and actively speak on three or four of those, at any given moment in flight.

How Can Communities Ready Themselves for a Major Power Grid Event?

How Can Communities Ready Themselves for a Major Power Grid Event?

Communities are often the foundation for an expedited recovery following major events. But how can communities strengthen their response to, for example, a major cyber-attack or natural event, such as an Electronic Magnetic Pulse solar flare? A United States electrical grid failure could destroy a number of the nation’s high voltage transformers causing widespread outages for several weeks, even months. A public health emergency could quickly ensue particularly among the vulnerable as the ripple effects cause significant societal disruption. The Federal Emergency Management Agency’s (FEMA) strategic plan encourages and empowers communities to prepare for the inevitable impacts of future disasters. How can communities prime for major events?

Confessions of a Chief Strategy Officer

Confessions of a Chief Strategy Officer

I’ll admit it, I was a little smug. After more than 20 years in the consulting business helping clients develop, implement, and integrate their strategies, I thought… “how hard could it be to do the same things for my own company – a company of consultants?” I had the commitment of my leadership, a group of talented people, and a plan and resources to grow the company. We had energy and we had a great process and tools to successful. What could go wrong?