The Walden 2.010 Project (Week 2)
This is a weekly reporting of a one year project about monitoring, measuring, and assessing daily employee engagement. You can see the original project plan, intention, measures and tools by, clicking here.
There are 6 measures for the project:
Week 1 Scores (Jan 3 to 8th)
- Energy In 6.0
- Results 5.2
- Strengths 5.0
- Relationships 5.6
- Energy Out 5.8
- Overall Engagement 55.20%
Week 2 Scores (Jan 12 to 16)
| Category | Score/10 |
| 1. Energy In | 8.2 |
| 2. Results | 8.6 |
| 3. Strengths | 7.0 |
| 4. Relationships | 7.8 |
| 5. Energy Out | 8.2 |
| Overall Engagement | 79.60% |
Assessment
Large increased in engagement in one week. There was a vast increase in engagement from Week 1 to Week 2. I attribute this to better physical health (I am over my cold) and I have been teaching. Only two weeks into the project I realize how engaged I am in teaching and how much energy I give and get from teaching.
3 General Conclusions for Employee Engagement
Fluctuations. In only 15 days of measuring engagement there have been huge fluctuations in all of the measures. I believe we need to pay better attention to these fluctuations and their meanings to develop more robust measures and methods for employee engagement.
Person/Work Fit. Marcus Buckingham has been a strong advocate of your strengths being what engages you. I found myself very engaged in days I was teaching/facilitating. This was not a revelation but a very strong confirmation of keeping a strong focus on what engages me. The general conclusion is to focus on a better person/work fit in the workplace. Job crafting. as proposed by Jane Dutton, is just one possible method to move in this direction.
Engagement Cycles. I noticed that after a couple of engaging days there was a drop in engagement. This seemed like a healthy cycle when I examined the data. Before doing this I would often be trying to spur myself to work harder and wonder why I was not as engaged as I would like to be. See the data helped me understand the pattern better.
