In Employee Surveys, Follow-Up Matters by James Martin
In Employee Surveys, Follow-Up Matters
by James Martin Have you ever worked for an employer who, in the midst of changing benefit providers, surveyed employees for input into the various plan options that were most important to them, only to later learn the company simply chose the lowest-cost provider? If you've had this or a similar experience, then you know what it feels like to be asked your opinion, by your employer no less, only to have it ignored. Enterprise online survey and feedback management ensure the right people have the right data at the right time to make informed human resource and business decisions. EFM software can offer role-based, custom views of survey data; sophisticated reporting and data-sharing capabilities; and integration with enterprise databases. Essentially, it allows talent managers to centralize the collection, distribution and analysis of employee feedback and transform surveying from an ad-hoc data-collection process into an automated discipline that continuously collects and monitors customer, employee and partner experiences. It can be a very powerful tool if used properly, and it can lead to more efficient business processes and more engaged employees. If used improperly, however, employee surveying can create animosity and erode trust, leading to disengagement. Below are a number of surveying best practices talent managers may want to consider as they evaluate employee feedback management processes. Every Question Sets an Expectation When employees feel their voices are being heard, they're more loyal and engaged. That's a good thing at anytime, but particularly so in today's challenging economy. A happy, engaged staff is more likely to provide a better experience for customers. When employees take time to complete a survey, the data they provide to the company is invaluable. If this feedback isn't at least acknowledged, employees will feel their time was wasted and will doubt their value to the company. Further, they may not offer their opinions if asked again. Focus, Focus, Focus As they strive to make better decisions, produce a better product and provide a better service, most organizations do what they can to create an environment in which employees can be their best. In the desire for continuous improvement, EFM can offer great insight. When implementing an enterprise-class survey solution, it's important to focus on a limited set of predefined metrics. For example, shortly after a new process is put in place, ask employees about the transition period and about their experience getting up-to-speed, including any training that might have been required. Keep the scope of the questions narrow and focused. Otherwise, talent managers may find themselves with massive amounts of data, the overwhelming nature of which actually stalls any action that might be taken. This wastes an opportunity for the organization and frustrates survey respondents. What's My Motivation? To identify the right questions to ask, clarify the business purpose. Identify the motivations for implementing a survey in the first place. What is the organization trying to learn, and what actions might be taken once the results are received? The clarity and specificity organizations bring to their goals and objectives should be carried through to the questions themselves. For instance, say a peer receives an annual workplace survey. With the misguided use of branching questions, the more feedback he provided, the longer the survey became, with one answer leading to the creation of yet another question seeking ever more input. Pressed for time, he ultimately abandoned the survey. Be brief: Focus the survey's intent and make questions clear and specific. Don't use acronyms or otherwise write above the audience level. Be vigilant in watching for and preventing any assumptions or phrasing bias. Action and Automation Of course, collecting the data is only the beginning. Once the questions have been asked, talent managers must be prepared to act on the answers. An EFM system can be extremely valuable here. Optimally, EFM software will make it possible to set up automatic triggers and alerts, ensuring employees are aware of feedback, particularly negative feedback, fast. The same software can automate the initial reply to negative feedback, which gives talent managers time to investigate the problem's source and react before a valuable employee is lost or a larger issue ensues. Automation also can be used to initiate regular checkups and intermittent employee satisfaction measurements, or pulses, identifying any potential shortcomings before they become real problems. One organization, a regular on Fortune magazine's Most Admired Companies list, makes survey data an integral part of its one- and three-year planning process, driving meaningful changes. For example, survey data showed that scores for "career development and mobility" were lower than anticipated for three consecutive years. As a result of monitoring this measurement and its impact, the company dedicated resources to drive the corporate strategy for talent management and career development. The continual dialogue created through ongoing surveys, data collection and follow-up action shows that satisfaction in this area is now on the rise. Closing the Loop The actions an organization initiates and the way it communicates this back to the survey respondent is the last step in closing the feedback loop. Action can take many forms: a) Sharing key findings.
b) Communicating specific actions and acting on them.
c) Following up on specific issues raised. The speed with which organizations close this loop is essential to build a trusted dialogue. All of us have come to expect quick turnaround and immediate action when sharing feedback, and long delays can signal a lack of care and responsiveness. So remember, when an organization embarks on a path to become more aware of and responsive to employee mindsets, start by asking the right questions. When developing those questions, always think ahead to what follow-up actions might be given the range of possible responses, as well as the availability of resources needed to execute that follow. [About the Author: James Martin is the chairman of the board and chief executive officer of Inquisite, an enterprise feedback management solutions provider.]
by James Martin Have you ever worked for an employer who, in the midst of changing benefit providers, surveyed employees for input into the various plan options that were most important to them, only to later learn the company simply chose the lowest-cost provider? If you've had this or a similar experience, then you know what it feels like to be asked your opinion, by your employer no less, only to have it ignored. Enterprise online survey and feedback management ensure the right people have the right data at the right time to make informed human resource and business decisions. EFM software can offer role-based, custom views of survey data; sophisticated reporting and data-sharing capabilities; and integration with enterprise databases. Essentially, it allows talent managers to centralize the collection, distribution and analysis of employee feedback and transform surveying from an ad-hoc data-collection process into an automated discipline that continuously collects and monitors customer, employee and partner experiences. It can be a very powerful tool if used properly, and it can lead to more efficient business processes and more engaged employees. If used improperly, however, employee surveying can create animosity and erode trust, leading to disengagement. Below are a number of surveying best practices talent managers may want to consider as they evaluate employee feedback management processes. Every Question Sets an Expectation When employees feel their voices are being heard, they're more loyal and engaged. That's a good thing at anytime, but particularly so in today's challenging economy. A happy, engaged staff is more likely to provide a better experience for customers. When employees take time to complete a survey, the data they provide to the company is invaluable. If this feedback isn't at least acknowledged, employees will feel their time was wasted and will doubt their value to the company. Further, they may not offer their opinions if asked again. Focus, Focus, Focus As they strive to make better decisions, produce a better product and provide a better service, most organizations do what they can to create an environment in which employees can be their best. In the desire for continuous improvement, EFM can offer great insight. When implementing an enterprise-class survey solution, it's important to focus on a limited set of predefined metrics. For example, shortly after a new process is put in place, ask employees about the transition period and about their experience getting up-to-speed, including any training that might have been required. Keep the scope of the questions narrow and focused. Otherwise, talent managers may find themselves with massive amounts of data, the overwhelming nature of which actually stalls any action that might be taken. This wastes an opportunity for the organization and frustrates survey respondents. What's My Motivation? To identify the right questions to ask, clarify the business purpose. Identify the motivations for implementing a survey in the first place. What is the organization trying to learn, and what actions might be taken once the results are received? The clarity and specificity organizations bring to their goals and objectives should be carried through to the questions themselves. For instance, say a peer receives an annual workplace survey. With the misguided use of branching questions, the more feedback he provided, the longer the survey became, with one answer leading to the creation of yet another question seeking ever more input. Pressed for time, he ultimately abandoned the survey. Be brief: Focus the survey's intent and make questions clear and specific. Don't use acronyms or otherwise write above the audience level. Be vigilant in watching for and preventing any assumptions or phrasing bias. Action and Automation Of course, collecting the data is only the beginning. Once the questions have been asked, talent managers must be prepared to act on the answers. An EFM system can be extremely valuable here. Optimally, EFM software will make it possible to set up automatic triggers and alerts, ensuring employees are aware of feedback, particularly negative feedback, fast. The same software can automate the initial reply to negative feedback, which gives talent managers time to investigate the problem's source and react before a valuable employee is lost or a larger issue ensues. Automation also can be used to initiate regular checkups and intermittent employee satisfaction measurements, or pulses, identifying any potential shortcomings before they become real problems. One organization, a regular on Fortune magazine's Most Admired Companies list, makes survey data an integral part of its one- and three-year planning process, driving meaningful changes. For example, survey data showed that scores for "career development and mobility" were lower than anticipated for three consecutive years. As a result of monitoring this measurement and its impact, the company dedicated resources to drive the corporate strategy for talent management and career development. The continual dialogue created through ongoing surveys, data collection and follow-up action shows that satisfaction in this area is now on the rise. Closing the Loop The actions an organization initiates and the way it communicates this back to the survey respondent is the last step in closing the feedback loop. Action can take many forms: a) Sharing key findings.
b) Communicating specific actions and acting on them.
c) Following up on specific issues raised. The speed with which organizations close this loop is essential to build a trusted dialogue. All of us have come to expect quick turnaround and immediate action when sharing feedback, and long delays can signal a lack of care and responsiveness. So remember, when an organization embarks on a path to become more aware of and responsive to employee mindsets, start by asking the right questions. When developing those questions, always think ahead to what follow-up actions might be given the range of possible responses, as well as the availability of resources needed to execute that follow. [About the Author: James Martin is the chairman of the board and chief executive officer of Inquisite, an enterprise feedback management solutions provider.]
