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From measurement to real change

 -How Gävle Energi made engagement a natural part of the business

Most organisations run employee surveys. Not all of them turn the results into something that actually changes how they work. At Gävle Energi, engagement is not just measured and summarised. It is followed up and used as a tool. With a high and stable response rate of around 85 percent, employees show that they want to contribute. The real value lies in what happens next.

By working consistently with four recurring focus areas and clear follow-up, employee engagement has become part of how the business is led and developed.

 
 

“Employees know their voice is heard, and the high response rate proves it. But what matters even more is the alignment we get across the organisation when we stay consistent.”

Linus Hålldin | HR-Generalist | Gävle Energi

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From answers to conversations 

When the pulse surveys were introduced, the focus was on understanding the current situation. Today, follow-up matters just as much as the measurement itself.

"Our employees ask for the follow-up conversations if they are delayed. We see that as a sign of strength and a willingness to take part." Says Malin Rogström, HR Manager.

The fact that dialogue is in demand shows the difference between only measuring engagement and working with it in practice. The results do not stay in a report. They become the basis for shared reflection and shared responsibility across the organisation. 

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"Our employees ask for the follow-up conversations if they are delayed. We see that as a sign of strength and a willingness to take part."


Malin Rogström, HR Director at Gävle Energi, on the effect of focusing on conversations rather than measurement alone.

Structure that builds confidence

Engagement work at Gävle Energi is part of the HR annual cycle and the company's systematic work environment management.

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The work consists of:

  • our focus areas: engagement, work environment, psychological safety, and leadership and employeeship
  • eight pulse surveys per year, spread across spring and autumn
  • analysis at team, business area, and group level
  • a follow-up conversation in every team.

Results are made visible quickly, and managers are supported in how to hold the conversations. Responsibility for follow-up sits with each manager, while HR holds the structure together centrally.

"When the results come in, it is no longer an HR matter. It is part of everyday work for every manager and team," says Linus Hålldin, HR-generalist.

 The structure makes things steady and predictable, so we can deal with issues before they grow instead of just putting out fires. 

 

 Three lessons from Gävle Energi 

1. Choose your focus

Choose the focus area that is most relevant and that you are equipped to keep working on. It is better to work consistently with fewer questions than to measure broadly without follow-up. 

2. Follow up on the measurements

Results that are not discussed lose their value. When answers are made visible and followed up in conversations, both involvement and trust grow stronger.

3. Find your rhythm

When measurement and follow-up become a recurring part of leadership, continuity follows. Engagement then becomes a way of working rather than a one-off initiative. 
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Sustaining and developing 

Engagement work has become consistent and forward-looking. More managers hold follow-up conversations, and the conversations have changed in character. From focusing on individual answers to focusing on shared patterns and areas for improvement.

The stable response rate of 85% and steady levels of engagement and psychological safety show that the approach works. The result for psychological safety across Gävle Energi stays at 85 throughout the year, indicating a high degree of safety in the organisation.


📈 Response rate = trust 
 The high and stable response rate shows that employees feel their opinion matters. 
💬 Dialogue = behaviour change
More follow-up conversations and forward-looking dialogue show that the approach shapes everyday work. 
🎯 Structure = sustainability
When measurement and follow-up are part of the annual cycle, engagement becomes a long-term way of working.

"We want to take the conversations one step further, to dare to name both what works well and what feels off. Dare to challenge each other with open and curious questions. That is how we build a more developmental, learning culture." Malin Rogström, HR Director

Discover how it works

Many organisations that want to work more systematically with engagement lack the right support. With Simployer, you get a simple, research-based tool that makes it possible to understand how employees experience their work environment, leadership, and culture, and to move from measurement to action.
Learn more

About Gävle Energi AB

Gävle Energi is a regional energy company that supplies electricity, heating, and broadband to private and business customers. The company takes a long-term approach to stable operations, sustainable development, and active leadership as part of how it develops the business. 

 
Read more about Gävle Energi

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