Engagement : Experience

When I reflect on the distinctions between employee engagement and experience, I’m reminded of what can be counted doesn’t always count and what counts can’t always be counted.

Organisations are realising that high engagement scores do not necessarily correlate with a positive employee experience.

In conversation with a CEO, he proudly shared the company’s engagement scores had increased from 73 to 82 over a three-year period. Upon closer examination of the scores, one indicator had not shifted in 3 years: Do I feel safe to challenge the way we do things?

To positively impact employee experience, there are important distinctions:

1. Past vs Present:

Annual engagement surveys require team members reflect on ‘what was’ over the past 12 months. Employee experience focuses on ‘what is’ – the NOW. All we have and all that matters, is the present.

2. Measure vs Meaning:

Engagement is referenced by a measure that may not always represent what employees mean. To create a desired experience, leaders need to be mindful of what they want each conversation, action, and meeting to mean for  team members. 

3. Influence vs Impact:

Most engagement levers are within leaders’ sphere of influence. But leaders directly impact the quality of employees’ experience.  

4. Retention vs Relevance:

Whilst high engagement scores are believed to correlate with high retention levels, current times would question this belief. Today, more than ever, retention is correlated with relevance. The relevance of the organisation’s purpose and the meaning all derive from work, is now more the reason others stay and strive.

Whilst engaged coordination and cooperation, drives results, to sustain a high performing culture, the quality of experience in our working relationships, matters most. The quality of experience drives the level of engagement.