Engagement surveys
Keep your engagement survey. Add a collective perspective.
See what people experience locally, in every part of your organisation.
The difference
Two tools. Two different questions.
Running both does ask more of people, but each Tensense cycle is short, with reduced survey fatigue compared with traditional engagement or satisfaction surveys.
| Aspect | Typical engagement survey | Tensense |
|---|---|---|
| Each person responds from | Their own individual perspective | Their local team’s collective perspective |
| Each person gives | A considered answer to a direct question | An instinctive response |
| What it measures | Each person’s engagement and what drives it, such as pay, development and their manager | How 16 key factors of organisational performance are landing, team by team |
| Results are analysed | By question and by driver | Across topics and lenses, as a story |
| How often | Once or twice a year | As often as you need |
| Checking the impact of your actions | At the next survey | Run another cycle |
The objection we hear
“We get the same from an engagement survey.”
You don’t, and you’re not meant to.
An engagement survey measures each person’s own engagement. Tensense captures what people experience together, where they work. A highly engaged team can still struggle with Clarity, so the two are complementary by design.
Like any good survey, responses are anonymous and reported only in aggregate. What’s distinctive is that they’re instinctive and collective. The science behind it · How anonymity works
Alongside your survey
How the two work together.
If you run a six-monthly or annual survey, keep it, and add Tensense.
- 01
Keep your snapshot
Your survey gathers each person’s own view, from their engagement to what drives it.
- 02
Run cycles in between
Tensense tracks what’s changing on the ground, as often as you need.
- 03
Compare and check
See where the two support each other, and run another cycle to check whether your actions are working.
For HR and People teams
Four moments where it helps.
After an acquisition
See how newly joined teams are settling in, so leaders can act early.
Through change
See whether local experience is shifting, so leaders can explore why. Tensense through change
Leadership development
Each leader sees what their own area is experiencing: a practical focus for development conversations.
At board level
The organisation-wide picture, presented alongside the financial results.
Case study · Armstrong Watson
Every year, and every cycle in between.
Armstrong Watson runs an annual engagement survey. Alongside it, Tensense gives their leaders a regular view of every office and service line.
“Tensense has shifted engagement from a retrospective measure to a forward-looking management tool.”