Engagement surveys and diagnostics
Gather feedback on relevant themes, identify patterns and explore differences across the organisation where reporting is appropriate.
HR Services · Engagement & Retention
A better experience. A stronger reason to stay.
Understand what matters to your people, then turn what you learn into meaningful change.
They stayculture and retention that hold
Over 6 months’ salary
The cost of replacing one employee, once recruitment and lost productivity are counted
3–6 month plan
Sustainable improvement, focused on root causes rather than surface fixes
Metrics tracked
Attrition, survey scores, absenteeism and performance, reported at intervals
Engagement is experienced in the everyday
It shows up in the clarity of expectations, the quality of a manager’s feedback, the way effort is recognised and whether people can see a future with the organisation.
Eshcol Global helps businesses understand those experiences, explore the reasons behind disengagement and work with leadership on a focused response. The aim is to connect employee insight with practical improvements your team can follow through.
On this page
Also from Eshcol
Employee engagement and skills development go hand in hand. Explore our Training & Development services to see how the two can work together.
Training & Development01 / Listen with intent
Before choosing an initiative, understand the experience
A structured diagnostic can reveal where engagement is strong, where it is strained and which issues need further exploration. We shape the listening approach around your organisation and the questions you need to answer.
Retention risk assessment
Review organisational patterns and employee feedback to understand where retention concerns may be emerging and what could be contributing.
Exit interview analysis
Look across departure feedback for recurring themes, and consider what it suggests alongside the wider experience of employees who remain.
Design the listening carefully. Agree how feedback will be gathered, who can access it, how findings will be reported and how employees will hear what happens next. Clear expectations help make participation more credible.
02 / Respond where it matters
Better engagement begins with what you do next
The findings should guide the response. We work with leadership to prioritise a manageable set of changes, with clear owners and a practical plan.
Manager effectiveness
Explore how managers communicate, coach, give feedback and support their teams, and target development at the everyday practices that need attention.
Culture and values alignment
Examine the gap between stated values and daily experience, and clarify the behaviours and leadership practices that would make those values more tangible.
Recognition and reward
Review how contribution is acknowledged and how recognition is experienced, then build an approach that fits the team and can be applied consistently.
From a signal to a better question
What are you noticing?
Select a situation to explore a possible starting conversation. These are illustrative examples, not a diagnosis of your organisation.
The signal
People are leaving. The reasons are unclear.
Departure numbers can show a trend, but they do not explain the whole experience behind it.
A question to explore
Which themes recur in exit feedback, and are current employees describing similar concerns?
A possible response
Bring departure patterns and employee feedback together, then prioritise the issues that have a clear owner and an achievable next step.
The signal
Feedback feels limited. The picture may be incomplete.
Low participation or cautious responses can make it difficult to understand the experience across the organisation.
A question to explore
Do people understand how their feedback will be used, who will see it and what will happen afterwards?
A possible response
Review the listening approach, clarify reporting and confidentiality arrangements, and communicate what employees can expect next.
The signal
The same organisation. Different team experiences.
Feedback may vary across teams even where policies and company messages are shared.
A question to explore
What differs in the way expectations, feedback, recognition and support are experienced in each team?
A possible response
Explore the patterns with appropriate context, then focus manager support on the practices that need attention.
The signal
People have shared feedback. Change is hard to see.
A completed survey does not automatically create a better employee experience.
A question to explore
Which actions were agreed, who owns them and what have employees heard about progress?
A possible response
Create a focused action plan, assign owners and review points, and close the loop with employees on what is changing.
03 / Keep the conversation open
Listening creates an expectation. Follow-through builds trust.
Close the loop with employees. Explain what was heard, what will be addressed and what needs further work. Then review whether the agreed actions are being used and whether the experience is changing.
Ask
What has moved?
Review the actions completed, decisions made and changes introduced.
Learn
What are people experiencing?
Revisit relevant feedback and discuss what employees and managers are noticing.
Adjust
What needs attention next?
Resolve barriers, refine the response and make the next commitments visible.
Use agreed measures such as voluntary attrition, engagement feedback and action completion. Interpret trends in context: a single score rarely tells the whole story.
Before we begin
Frequently asked questions
Do we need a survey before taking action?
The right starting point depends on what you already know. Existing feedback, departure patterns and prior surveys may be useful. We review the available information before agreeing what further listening would add value.
Is the work limited to employee activities or events?
No. The focus is on understanding the employee experience and addressing relevant causes of disengagement. The response may involve managers, communication, recognition, development or other people practices.
Can employee feedback be anonymous?
The approach must be agreed before feedback is collected. We discuss confidentiality, reporting groups, access and the practical limits of anonymity, particularly in smaller teams.
How quickly can we expect progress?
Some actions can begin promptly, while changes in experience and retention can take longer. We typically work on a medium-term plan of three to six months, with agreed review points and measures so expectations match the issues being addressed.
Will you help us put the recommendations into practice?
Implementation support can form part of the engagement. We agree the priorities, responsibilities and follow-up approach with your leadership and HR teams.
Connect with us
Tell us what you are trying to solve.
One conversation with a senior consultant. No pitch deck, no obligation. We will recommend the services that will make the most difference, and tell you plainly if we are not the right fit.
- 1A senior consultant calls you back
Within one business day, and it is the same person who will run the work.
- 2We scope it with you
One conversation to understand the requirement, the people and the standard.
- 3You get a fixed scope and fee
In writing, with the success measures we will be judged on.