Employee Engagement – How To Diagnose An Employee Engagement Problem

employee engagement

Employee engagement – or lack thereof – is a common problem.  What’s not so common is a direct means of determining why.  I’m now going to show you exactly how to diagnose an employee engagement problem.

Using a few psychometric instruments I’m going to diagnose an employee’s engagement problems and help guide both employee and employer in a new, more productive direction.

First let’s take a look at this employee’s thinking profile.

Emergenetics A-SC

His profile reveals strengths in analytical, social and conceptual thinking.  What general things can we learn from this?

  • Likes facts, figures and data.
  • Enjoys interacting with others.
  • Big picture, visionary thinker.
  • Creativity ranges from refinement, to adapting best practice and new, novel ideas.
  • Learns through research, sharing with others, and

Now let’s take a look at his motivators, from his Values Index report.

values index

His primary motivators are economic, individualistic and theoretical.  From this we can guess:

  • Competitive and bottom-line oriented
  • High independence and self-confidence
  • Passionate about learning for its own sake, continually in learning mode and brings a very high degree of technical or knowledge base credibility

Comparing this to his Emergenetics profile we can see the economic and theoretical motivations strongly align with his analytical and conceptual thinking.  Analytical thinking is associated with cost/benefits and risk/reward.  And conceptual thinking is energized by the opportunity to consider ‘What if…?’

So what is his problem?

In this case, it’s not so much what he has, but what he lacks.  His structural preference is quite low, as is his regulatory motivation.  In short, he hates doing things by the book.  Rules, regulations and planned procedures stifle his creativity and drain his mental energy.

And isn’t that exactly what is required of a test engineer?  Testing products against exacting performance standards, compiling routine test reports, conveying data in a prescribed, never-changing format.  Certainly there are some analytical aspects to the job, but if the structural aspects drive the train, there is probably a mismatch between preferences, motivators and job requirements.

This opens up avenues for discussion between the employee, his career counselor, and his management.  It’s possible the employee’s engagement can improve through development, or by giving him additional duties that better align with his strengths.  Or it may be best to find a totally different position for the employee that better aligns with his strengths.

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About The Author

Sandy Cormack

Sandy Cormack is the managing director of Strategic Diagnostics LLC. He specializes in diagnosing organizational problems to dramatically increase effectiveness of hiring, individual and organizational performance.

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