We've all been there. As an HR leader, you know that employee engagement needs to be firmly on the CEO's agenda if anything meaningful is going to happen. Maybe you're trying to make the case to repeat your employee engagement survey, or even to run one for the first time but it's the wrong time: the business is going through another change or re-structure process; market conditions are shifting unfavourably; world events are causing uncertainty over hiring and investment and the economy is being affected by elections; There are a multitude of competing business priorities.
Now seems like the worst time for your CEO and board to be going out to gather data on the engagement of employees. You can almost guess what the results will be, and if you're repeating the process you fear they could be worse than last time.
Let's face it: maybe right now you won't get employee engagement onto the CEO's agenda. And if it is already there, perhaps you're benefiting from a legacy where caring about engagement is part of the organisation's DNA and heritage. If you do feel strongly that employee engagement is worth pushing up the agenda, here are three essential steps you can take to give you the best possible chance of getting board members and your CEO to sit up and take notice:
- Ensure you can explain a compelling, rational, economic business case for driving employee engagement.
- Go beyond the rational business case to appeal to your CEOs emotional triggers.
- Provide the CEO with some simple, actionable steps that make it easy for them (and you) to make progress.
In this series of three articles we will go into detail about each step, providing you with evidence, ideas and tips that will equip you to have a productive discussion with your CEO that will place employee engagement at the front of their minds.