Employee engagement surveys don’t only measure engagement they’re a process of engagement themselves. We use a range of techniques to build buy-in and participation in our clients’ surveys, before, during and after they take place.
We place as much emphasis on the planning and follow up of employee engagement surveys, as we do on implementation of the survey itself. In many ways the survey implementation is the easy part. The skill is getting the design, reporting and action planning right.
That’s why our surveys are led by senior consultants from beginning to end. They project manage the survey and are always on hand to provide experience and insights to clients when choices have to be made.
The lifespan of a survey is usually 3-5 months. We begin with building our understanding of your culture, circumstances and future business goals and can support you right through to defining and embedding your action plans.
Employee confidence in the survey process can be built in several different ways.
Focus groups, carried out at the beginning of the process, not only help us to design the questionnaire in a way that resonates with participants, they also demonstrate a commitment to listening and doing so with integrity. During the sessions participants are encouraged to set the agenda by talking about their current experiences of working in the organisation.
Prominent support for the survey from leaders of the business is vital to communicating its importance. Senior managers should take every opportunity to promote the objectives of the survey and to reiterate the importance of everyone making their voice heard.
Survey champions are another very powerful approach to driving participation. They are a group of employee volunteers who inform and reassure colleagues and respond to any queries or concerns. Working with our client, we equip the champions with all the information they need to act as advocates of the survey.
Giving your survey a clear brand is also an effective way of signalling its arrival and maintaining awareness and momentum amongst the noise of other internal communication. An effective brand for a survey is open, friendly and human. It invites people in and makes them feel interested in and comfortable about participating in the process.
Reporting back to departments is an important part of the feedback process. We produce reports for each agreed group. Reports include the results for the particular department compared with company-wide results.
We identify the high and low scores in relation to the company and the external benchmark. After a second survey we can show the scores which have improved and declined the most. We typically include the engagement index in these reports to allow departments to see where they need to either maintain their scores or improve to be in line with targets.
The reports are intended for use by managers to feedback and discuss with their department They should agree changes and set future goals which may include maintaining high scores or improving the results next time.
Employee Feedback consultants are available to facilitate these sessions in cases where an external perspective would be welcomed or where managers lack confidence to run the sessions in a productive manner.
Employees are more likely to consider the survey process a worthwhile one if they hear the results quickly and see results turned into actions.
The most important way for results to be communicated is face-to-face from manager to team. However company wide-issues and priorities should also be communicated to the company as a whole.
This will involve developing a narrative that connects in simple terms for employees the survey findings, resulting actions and the company strategy. Senior leaders should demonstrate ownership of results and actions to give the survey further validity amongst employees.