Employee Engagement: how we’ve got it all wrong (and what we can do about it)
summary
Argues that company-wide engagement surveys fail because they treat employees like customers and obscure individual needs, illustrated by an overlong dozen-question survey and perfunctory readout meetings. Proposes replacing broad segmentation with 10–15 minute one-on-ones using four concrete prompts about role success, personal success, career advancement, and one-year plans, and recommends manager-to-direct-report ratios of roughly 1:3–12 to make this practical.
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chapters (5)
- 0:00Introduction to engagement
- 4:58Problems with employee surveys
- 8:13Personalized engagement over segmentation
- 10:42Four key questions for managers
- 17:27Q&A session begins
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