There is growing evidence to suggest that while companies increasingly invest in employee engagement software (Software as a Service, or SAS), many fail to effectively leverage the tools over time. This issue often includes a lack of follow-up on insights from initial surveys and a drop in the usage of pulse survey features. Some specific insights and evidence for these trends include:
1. Initial Engagement without Sustained Action
- Data Overload and Lack of Action: Many organisations conduct engagement surveys or pulse surveys but lack clear strategies for acting on the data. Studies show that when employees don’t see tangible changes based on their feedback, they may become disengaged with the feedback process itself. For instance, a Gallup survey found that only 22% of employees strongly agree that their leaders have a clear direction for using engagement data
- Low Impact on Engagement Scores: Research from firms like Gartner and Qualtrics suggests that without consistent follow-up, initial engagement scores tend to stagnate or drop over time. This implies that companies often gather engagement data but fail to implement actionable changes, leading to a cycle of diminishing returns on survey participation
2. Drop-off in Pulse Survey Use After Launch
- Decline in Pulse Survey Frequency: Many companies launch pulse surveys enthusiastically, with high participation initially. However, Gartner’s studies indicate that pulse survey participation can drop by as much as 50% after the initial launch phase if employees feel their input is not leading to visible changes. The “survey fatigue” effect also occurs when employees are asked for feedback frequently but see little action or improvement based on their responses
- Limited Leadership Engagement: In many organisations, middle management may not have the resources or training to effectively interpret engagement data from pulse surveys, leading to minimal actionable follow-up. When frontline managers are not empowered to act on survey results, this can reduce enthusiasm for continued survey participation
- Platform Abandonment: Studies by software providers, such as Glint and Culture Amp, have reported that usage rates of engagement platforms tend to be high immediately after onboarding but can decrease sharply within six months. Inconsistent usage patterns suggest that without a structured follow-up plan, organisations may not use pulse surveys as intended
3. Cultural and Organisational Challenges
- Lack of Accountability: A study by Deloitte revealed that one of the key reasons for low engagement with pulse surveys is that few organisations hold leaders accountable for acting on employee feedback. Without accountability, survey insights often remain unaddressed, leading to disillusionment among employees who participated in the feedback process
- Employee Trust and Transparency Issues: Employees may be hesitant to participate in ongoing surveys if they feel their responses are not truly anonymous or if they worry about potential repercussions. If trust in the engagement process is low, companies may see declining response rates over time
4. Technical and Implementation Issues
- Complicated Data Integration: Many companies struggle to integrate engagement software with other HR tools effectively. As a result, valuable insights from engagement surveys are often siloed and not leveraged for broader organisational change
- Survey Customisation Overload: SAS engagement platforms often come with a wealth of customisation options, which can lead to overly complex or frequent surveys that employees find exhausting. This complexity can contribute to survey fatigue and declining engagement with pulse survey tools over time
Case Studies and Expert Insights
- Industry Case Studies: Companies like IBM, which have conducted internal studies on employee feedback mechanisms, found that sustained engagement with pulse tools required consistent communication about changes implemented based on feedback. For instance, IBM found that engagement rates improved when leaders regularly shared how feedback from pulse surveys directly informed organisational decisions
- HR Expert Commentary: HR leaders often highlight that employee engagement platforms require continuous management and commitment. Jacob Morgan, a leading voice on employee experience, has noted that “a feedback loop that lacks visible outcomes can quickly disengage employees,” emphasising the importance of not only collecting but acting upon feedback
Key Recommendations for Effective Engagement Software Usage
To maximise the effectiveness of employee engagement software and truly leverage the insights gathered, consider the following strategies:
- Regularly Communicate Actions Taken Based on Feedback: Employees are more likely to participate in pulse check surveys if they see that feedback leads to real changes. Regular updates on actions taken demonstrate commitment and transparency
- Engage an External Consultant for Data Analysis: Partnering with an external consultant adds immense value to the feedback data collected. An experienced external partner can offer a non-political, unbiased perspective, free from internal egos or agendas, to interpret the data objectively. This independent viewpoint helps uncover hidden trends and deliver actionable insights that may be missed internally
- Train Managers on Data Interpretation and Action: Equip managers with the tools, training, and authority to act on survey results effectively. Empowering managers to take meaningful actions based on data sustains employee engagement and builds trust in the feedback process
- Create a Feedback Loop: Ensure that employees regularly receive updates on how their feedback drives improvements. This closes the loop and reassures employees that their voices are heard and valued
- Use Targeted Pulse Surveys Sparingly: Instead of frequent, broad surveys, consider deploying targeted pulse check surveys on specific topics. This approach can reduce survey fatigue and encourage more thoughtful, focused participation
By addressing these challenges and incorporating external expertise, companies can maximise the long-term effectiveness of employee engagement software, ensuring it serves as a valuable tool for both employees and leadership.