“HR Heretics” | How CPOs, CHROs, Founders, and Boards Build High Performing Companies How AT&T's CEO Just Exposed the Engagement Survey Con Game
Aug 19, 2025
Kelli and Nolan dive deep into the flaws of employee engagement surveys, exposing them as mere performative exercises for executives. They argue these surveys often fail to accurately capture employee sentiment. The discussion emphasizes the need for genuine communication between leaders and frontline workers to truly enhance engagement. They also highlight the importance of shifting away from superficial metrics and instead fostering meaningful conversations that drive real organizational change.
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Surveys Can Become Performative Signaling
- Large-scale engagement results often read like performative signaling to executives rather than useful insight.
- Nolan argues AT&T's CEO memo revealed surveys are sometimes used to look busy, not to drive change.
Intent Is Valid But Execution Falls Short
- The original intention of engagement surveys is valid: anonymous, scalable sentiment capture.
- Kelli cautions the term 'engagement' is poor and surveys alone don't substitute for real connection.
Use Surveys As A Backstop, Not A Crutch
- Don't rely solely on surveys; pair them with direct conversations and floor-level observation.
- Kelli says the 'true engagement' comes from regular, real talk conversations between managers and employees.