A strategic definition of engagement
Clear, actionable insights that guide decision-making
A comprehensive measurement plan enabling ongoing tracking, continuous improvement, and more responsive listening
The challenge
The organisation was undergoing a significant strategic shift—moving away from its long‑established heritage and focusing on growth in a new, business‑critical area. However, its existing approach to employee engagement was holding it back. They were relying on an off‑the‑shelf survey tool that measured happiness and satisfaction but failed to capture employees’ connection to the company’s evolving strategic priorities. The survey questions were generic, not tailored to the realities of different business areas, and ultimately not meaningful for employees or leaders. As a result, accountability was limited and action was inconsistent.
The company needed an engagement approach that reflected its new direction, empowered leaders, and inspired employees to contribute to the organisation’s future.
The solution
Redefining engagement as a strategically valuable tool
We began by speaking directly with senior leaders, including the Executive team and leaders of business areas central to the company’s growth. These conversations helped us understand the organisation’s strategy and how it was being translated across teams. From this, we defined the core mindsets and behaviours of a highly engaged employee – those most critical to driving the strategy forward. We also identified the aspects of the employee experience that would most effectively fuel engagement.
Designing a meaningful, tailored engagement approach
Using these insights, we designed:
An engagement manifesto that articulated what engagement truly meant for this organisation
A tailored, organisation-wide census survey with questions relevant to employees’ real experiences and aligned to strategic priorities
This new survey provided a refreshed, multidimensional measure of engagement, far more meaningful than the previous off‑the‑shelf definition. Employees were clearly informed that the survey had been purpose‑built for them, increasing trust and participation.
Strategic analysis of the data to drive high impact action
We applied a range of thematic, profiling and predictive analytical tools to the survey data to identify the organisation’s priority areas for action. We also analysed results at a business‑area level, giving leaders and managers targeted insights and empowering them to take ownership of local improvements.
Enabling leaders to act
To ensure insights translated into meaningful change, we delivered:
HR and leadership workshops focused on action planning and effective conversations
Practical guidance for managers deeper in the organisation
A roadmap for ongoing measurement and agile listening
The impact
The work was a step‑change in how the organisation understood and acted on engagement:
A strategic definition of engagement rooted in what the organisation needed to achieve
Visible commitment from the CEO, Executive team, and Board to prioritise employee engagement
Clear, actionable insights that guided decision‑making and meaningful conversations
A comprehensive measurement plan enabling ongoing tracking, continuous improvement, and more responsive listening
The organisation now has an engagement approach that not only reflects its strategic direction but actively advances it.
Our client is a global retailer with c.9,000 employees. A long‑standing UK retailer, the company now operates in over 30 countries.
Want to hear more? Sign-up here to receive more insights and advice from ENGAGE or get in touch using the form below.
