There must be extreme intentionality in creating surveys; from determining the ideal administration strategy, to communicating how anonymity or confidentiality will be maintained, to accurately analyzing results and drawing meaningful conclusions from the data. But even if done flawlessly, the effort will fail if it stops there. Consider these often overlooked—but essential—strategies to get the most from your employee surveys.
DON’T ask the same things your competitors are asking. In an excellent workshop at SIOP (the Industrial/Organizational Psychology Conference) the presenters suggested asking your executive leader this question: “If you would snap your fingers and get all leaders and employees aligned around one issue, what would it be?” And if your survey doesn’t ask about that issue, you’re doing it wrong. The answer to that question is strategic—it’s what drives business strategy and differentiates you from your competition. Everything else is just important.
DO integrate it with other employee listening strategies and metrics. The annual (or bi-annual) census survey is still considered the backbone of employee listening and offers unique value among the myriad other tools available. However, there are many other listening strategies and unique-point-in-time surveys that can contribute to a better understanding of employee experience throughout the employee lifecycle. A few of these include: candidate experience surveys, onboarding (or 30/60/90 day) surveys, merger and acquisition surveys, return-from-leave surveys, position reassignment surveys, pulse surveys, and stay and exit interviews. Each should be designed with precision and purpose, and data should be analyzed in conjunction with insights gained from the census survey (ideally along with 360 data, turnover data, and other key metrics you might have).
DO share results. Carefully. Communicating the results to all stakeholders and survey participants after the survey is where you get the biggest bang for your buck. Employees feel heard. Some studies have shown that this has an ever-bigger impact on engagement than what you actually change as a result of the survey. However, it’s important to realize that each stakeholder group has different needs. Employees want things to improve for them. Managers want to know what they can change that’s within their control and how they compare to their peers. Executives want to understand how the feedback is tied to executing strategy. The sharing out of results should be tailored to each stakeholder group to meet them where they are and empower them to take action.
Speaking of taking action… DO it. The survey should be viewed as a cycle, not an isolated project. The cadence should spur discussion, motivate action, and create accountability for taking that action. To some extent, the survey results may drive your action planning strategy. Are there three of four top-down directives that would improve the employee experience? Or would the changes be more effective if driven from the ground up, focusing on issues germane to individual departments, managers, or functions? A couple tools, ideas, and best practices to consider:
- Develop a “roles and responsibilities matrix.” For example, will employees be expected to play an active role in action planning, or did their responsibility end with providing the feedback? What will HR’s role be? (Hint: in most cases, HR should not “own” action planning!)
- Facilitate a session where peers can discuss their results and potential action ideas, ask questions, and brainstorm.
- Create accountability (using carrots and/or sticks) to ensure plans are executed.
When it comes to employee feedback, it’s crucial to have a well-rounded approach that encompasses various types of surveys and listening strategies. The insights gathered from these different methods can provide a comprehensive understanding of the employee experience and inform actionable steps for improvement. Don’t Guess… KNOW.
