I am working as an HR in a company where we celebrated Mango Day in our office. All the employees were asked to prepare some innovative dish with mangoes. Now, I need a standard feedback form for the employee engagement activities.
From India, Kolkata
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2From India, Kolkata
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Dear anonymous member,
I recommend you to take feedback on several events like "Mango Day". These events cannot be compared with one or two-day employee training wherein the feedback is taken at the end of the day. This is because these events are of secondary in nature. Therefore, it is better to take collective feedback rather than individual feedback.
Employee engagement has a far broader scope. Engagement is on three counts. One is physical engagement, the second one is mental engagement, and the third one is about intellectual engagement.
Other than the skills required for the job, employees possess certain innate abilities. While they may speak about it with their colleagues at the workplace, they may not get a chance to demonstrate it. Events like "Mango Day" that you organized help employees to showcase these skills. These events provide temporary relief to the employees from their routine grind. Employees come together but for different reasons, and it helps them to develop personal contacts. Added to this is an element of fun.
Nevertheless, physical engagement does not serve a purpose beyond a point. Engagement also depends on the workplace environment or the culture of the company. Employees most desire a culture of cooperativeness or a culture of collaboration. They also want a healthy interpersonal environment. Against this backdrop, a question arises: what if a manager or senior colleague shows overbearing pride, rubbing others the wrong way? Will events like "Mango Day" eradicate disgruntlement originating from the audacious behavior of the manager or any other senior person? Do events like these provide an outlet for the suppressed feelings of the employees? Due to these factors, employees may become mentally detached or disengaged.
I have written the above paragraph to highlight the difference between employee satisfaction and employee engagement. Events like "Mango Day" may satisfy employees but may not engage them per se. As Frederick Herzberg tells us in his theory of motivation, the opposite of satisfaction need not be dissatisfaction, and real satisfaction or engagement may not be captured because of the organization of these events.
Intellectual engagement is a far higher form of engagement. In Abraham Maslow's theory of needs, the topmost need is the self-actualization need. Intellectual engagement occurs when employers fulfill this need of the employee. If this need is fulfilled, then employees do not require any kind of physical or mental engagement. Many startups have started in car garages or other unconventional places. Employees worked at such workplaces, although their hygienic needs were not fulfilled because the fulfillment of intellectual needs overruled the fulfillment of other needs.
Therefore, you may create a questionnaire to measure employees' mental engagement or intellectual engagement with the company.
By the way, in your company, you create events to foster personal contact or even attachment. Nevertheless, while seeking a query or help, you have preferred to remain anonymous. Does anonymity help engagement with the seniors and that too while seeking help? Can you explain this contradiction?
Thanks,
Dinesh Divekar
From India, Bangalore
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I recommend you to take feedback on several events like "Mango Day". These events cannot be compared with one or two-day employee training wherein the feedback is taken at the end of the day. This is because these events are of secondary in nature. Therefore, it is better to take collective feedback rather than individual feedback.
Employee engagement has a far broader scope. Engagement is on three counts. One is physical engagement, the second one is mental engagement, and the third one is about intellectual engagement.
Other than the skills required for the job, employees possess certain innate abilities. While they may speak about it with their colleagues at the workplace, they may not get a chance to demonstrate it. Events like "Mango Day" that you organized help employees to showcase these skills. These events provide temporary relief to the employees from their routine grind. Employees come together but for different reasons, and it helps them to develop personal contacts. Added to this is an element of fun.
Nevertheless, physical engagement does not serve a purpose beyond a point. Engagement also depends on the workplace environment or the culture of the company. Employees most desire a culture of cooperativeness or a culture of collaboration. They also want a healthy interpersonal environment. Against this backdrop, a question arises: what if a manager or senior colleague shows overbearing pride, rubbing others the wrong way? Will events like "Mango Day" eradicate disgruntlement originating from the audacious behavior of the manager or any other senior person? Do events like these provide an outlet for the suppressed feelings of the employees? Due to these factors, employees may become mentally detached or disengaged.
I have written the above paragraph to highlight the difference between employee satisfaction and employee engagement. Events like "Mango Day" may satisfy employees but may not engage them per se. As Frederick Herzberg tells us in his theory of motivation, the opposite of satisfaction need not be dissatisfaction, and real satisfaction or engagement may not be captured because of the organization of these events.
Intellectual engagement is a far higher form of engagement. In Abraham Maslow's theory of needs, the topmost need is the self-actualization need. Intellectual engagement occurs when employers fulfill this need of the employee. If this need is fulfilled, then employees do not require any kind of physical or mental engagement. Many startups have started in car garages or other unconventional places. Employees worked at such workplaces, although their hygienic needs were not fulfilled because the fulfillment of intellectual needs overruled the fulfillment of other needs.
Therefore, you may create a questionnaire to measure employees' mental engagement or intellectual engagement with the company.
By the way, in your company, you create events to foster personal contact or even attachment. Nevertheless, while seeking a query or help, you have preferred to remain anonymous. Does anonymity help engagement with the seniors and that too while seeking help? Can you explain this contradiction?
Thanks,
Dinesh Divekar
From India, Bangalore
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STANDARD JOB DESCRIPTION FORMAT.doc
Feedback Format.xls