Case study: QVC channels survey data
Home shopping broadcaster, QVC, began measuring the engagement levels of its 2,300 UK employees last year when it ran a survey to identify the impact of employee engagement on its business performance.
Frank Robinson, HR director, explains: “Providing an environment where people want to give their best, have clarity of direction and trust in them to succeed will be a big factor [that influences] how they contribute to our organisation.
“In terms of rating QVC as a good place to work, there were very [encouraging] results and our leadership [data was] also very positive. One area we can improve on though, is recognition, particularly appreciating people on a daily basis for a job well done.”†
Not content with simply basing its engagement score on the quantitative survey results, QVC also ran a series of focus groups to understand what issues were important to employees. “The interesting thing was we found where leaders were highly regarded by staff, generally their engagement levels were higher, so we have since focused on leadership programmes looking at coaching, and workshops to share good practice,” adds Robinson.
Team leaders are also incentivised to focus on engagement levels. One of the targets for receiving their bonus is achieving an improvement in their engagement survey results.