A Success Story: How DigitalHub used ComeMit to evaluate the Employee Engagement

For more than a decade, employee engagement has attracted both academic and practitioner domains’ interest. This phenomenon directly affects employees’ commitment and connection to an organization. Studies showed that employee retention, customer loyalty, and overall organizational performance could change over time with employee engagement levels. Employee engagement studies reported that 71% of companies with high employee engagement levels stand above-average financial status. In contrast, only 38% of those companies with low employee engagement levels are financially above-average levels. Sharing the success story of those companies who applied engagement strategies could be helpful for others. Investigating employees’ behavior in an engaging environment defined four primary characteristics:

  1. Employees not only get their tasks done but also are looking for their future projects.
  2. They feel the spirit of the team-working and never take a step individually.
  3. Employees feel sharp and have less pressure in the workplace.
  4. They are mentally flexible in accepting changes and handling fear. In other words, they have emotional intelligence (EI) to control their feeling in their work interactions.

Employee Engagement Factors

Engagement is a continuous process. During the engaging activities, employees may fail sometimes. But what is more important is to push them further to keep the constant rhythm of working. Organizations can not expect their employees to be always engaged in their working environment. They have to accept fluctuations over time unless they lose their productivity and creativity after a long period of a constant level of engagement. There are two types of engagement factors: core and enriching factors. Core factors address whether the necessity for team productivity development exists or not—for instance, training, tools, HR policies and procedures, capable managers, and compensations.

On the other hand, the enriching factors are motivational and value-driven. These factors explore employees’ belief’s in their tasks and managers, feeling influential and meaningful, having a sense of trust, and experiencing long-term career opportunities. Further information on employee engagement and its impacts on employee retention is on our E-book ” Employee engagement: its importance and measurement tools.”

Employee Engagement Survey

Employee engagement surveys and pulse surveys are HR tools to track and assess employee engagement in an organization. We have explored surveys’ characteristics and their dimensions earlier in our blog post under the name of ” 12 Essential Topics To Consider In An Employee Engagement Survey“. But conducting a survey itself is not influential. To transform surveys into a management tool, HR should have a complete plan. First, HR should carefully choose the set of questions and their answer type to encourage employees to provide honest and prompt answers. In the survey conduction program, HR should consider how much time would take to analyze the data and deliver the results to both managers and employees in a separate and pre-defined format.

Thanks to NLP (natural language processing), performing sentiment analysis, and text mining would take a short time. NLP would help HR analyze collected data from surveys and report the results in an understandable format to both employee and employer. We have explained NLP’s significance HR analytics role in a blog post, ” NLP And Text Analytics For HR, Why Is It Important?” In the following paragraphs Comemit shares its success story from one of its clients.

A Success Story: DigitalHub and ComeMit collaboration

ComeMit Engagement Strategies

Based on the theories mentioned earlier, ComeMit has provided employee engagement surveys to disperse randomly among employees weekly and collect the answers anonymously. Whatsmore, this platform conduct pulse surveys daily and deliver the results simultaneously to the respondent. It’s been a while that ComeMit runs its HR policies on the DigitalHub team. DigitalHub managers find this collaboration successful and let us to share their success story.

DigitalHub Success Story

According to Ivan Ryzkov, DigitalHub’s CEO, access to an HRM tool like ComeMit is fundamental for the organization, whether it is a small-sized or large-sized organization. ComeMit provides detailed information about how satisfied employees are in different areas. Such data can enlighten the path to corporate development and engaging the team in the process.

Success Story’s Evidence

“ComeMit provides an open platform for my employees to deliver feedback and suggestions. In this way, I could show them that their opinions matter, and I would hear them. That’s how I could change or improve strategies to satisfy my personnel and create an interactive working culture.”

Ivan Ryzkov, CEO at DigitalHub

Ivan also remarks on his role as an engaged manager. He claims that he could fulfill his purpose through the ComeMit HRM tool. Thanks to ComeMit strategies, Ivan has built a good and influential relationship with his employees. He needs to keep the team’s mood happy, listen to the employees’ comments, and consider their feedbacks in the changing strategies.

Sophia, DigitalHub’s internal manager, highlights the importance of the employee-employer relationship. She stated that thanks to ComeMit, she could hear her team’s voices on every aspect of the work. She also mentions real-time results’ delivery besides HR recommendations enhanced teams’ productivity, commitment, and satisfaction.

“As a manager, I put my effort to build a trustworthy and truthful relationship with my employees. Through ComeMit, we could express our desires, and employees could send their opinion over that at a glance. Furthermore, showing results and HR recommendations improved commitment and employee motivation.”

Sophia Tran, Internal Manager at DigitalHub

Even employees’ comments reflect the impact of running such an HR platform on their relationship with managers. ComeMit sent them relatable and helpful training and guides according to their feedback. As a result, their efficiency in fulfilling organizational goals has upgraded.

“ComeMit motivates and engages employees by making a connection line between employees and managers. In this way, ComeMit could provide employees small soft skill pieces of training to develop their team skills.”

Leon Oxenfahrt, Employee at DigitalHub

Strategic use of engagement in HR strategies

In the current competitive area of business, every organization needs an HR consultant to strategically uses engagement. The primary HR strategy toward employee engagement is creating a specific communication that develops a shared mental model of both the organization’s and employees’ requirements. HR also takes the responsibility to track the improvement in the process of engagement. It considers engagement as a two-way road where an organization puts its efforts into employee motivation and engagement. Employees take care of the organization and its customers in return. And finally, HR engagement strategies predict corporate performance. This approach assumes there is a direct impact of employee engagement on business unit performance, and the engagement-service-profit chain explains this.

ComeMit, as a People Analytics tool, applies all engagement strategies to enhance productivity and performance. It combines data analytics with HR policies to provide a complete representation of fluctuations in organizational engagement. It separately delivers survey results in the form of diagrams and tables to enhance the employee-employer relationship. Frequent survey conduction and real-time result delivery help the organization keep updated and change its strategies to prevent scandals. Finally, it helps the organization to maintain its position as a role model or even upgrade its market by enhancing its productivity and stakeholders.

Albrech, Simon L. “Handbook of employee engagement: Perspectives, issues, research, and practice.” Human Resource Management International Digest (2011).

By: Yassaman Djafari, October 2020