Anyone who's been following this blog knows that I've invested a lot of time recently laying out the case for why CIOs should take more ownership over employee engagement and workforce experience. With the foundational argument in place, it's now time to turn to the critical question: How should an IT department act? This can be a paralyzing question because owning the workforce experience means IT leaders must step outside of traditional technology provisioning and maintenance roles. That's why the path forward for IT leaders is to implement a series of changes in how they view themselves, employees, and the technology landscape:
Pivot benchmarks to account for engagement's link with IT satisfaction. Traditional IT benchmarks concern the performance of the infrastructure and employees' satisfaction with the service they receive. These are indeed important measures, but they do not give a complete view of how technology helps engage employees. We recently published our benchmarks for workforce experience that lay out what CIOs should be evaluating in addition to their customary metrics. These include employee engagement measures, employee technology attitudes, where employees learn about technology and how IT plans align with employee expectations. Evaluating both IT and the workforce in such a fashion requires the buy-in of executives, particularly the head of HR who traditionally owns employee engagement and satisfaction surveys.