Benjamin Granger presented on how to measure across the employee lifecycle using surveys. He discussed administering surveys at different stages, including candidate reaction surveys, onboarding surveys, post-training evaluations, and exit surveys. These surveys can provide insights to improve processes like attracting and selecting candidates, onboarding new hires, developing employees, and reducing turnover. Granger provided best practices for each type of survey, such as timing, confidentiality, and tailoring questions. He emphasized connecting survey insights from different stages to better understand employee experiences and relationships over time.

1. How to Measure Across
the Employee Lifecycle
BENJAMIN GRANGER, PH.D.
PRINCIPAL CONSULTANT, ORGANIZATIONAL BEHAVIOR
QUALTRICS

2. 2
©2015QUALTRICSLLC.
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3. Benjamin Granger, Ph.D.
PRINCIPAL CONSULTANT, ORGANIZATIONAL BEHAVIOR
Dr. Benjamin Granger is a Principal Consultant of organizational behavior at Qualtrics. He
provides expert guidance to organizations implementing employee engagement and
assessment initiatives. Prior to joining Qualtrics, Ben spent 5 years as a Senior Consultant with
Verizon’s Employee Experience team where he led enterprise-wide employee assessment,
engagement, and system integration projects. Ben is also a certified Lean Six Sigma Greenbelt
and has led numerous process improvement projects within Verizon’s HR organization. Prior to
working with Verizon, Ben did employee selection and development consulting for the State of
Louisiana, Bank of America, Edward Jones, Stallion P51, and the Patient Safety Education
Project (PSEP).
Ben earned his Bachelor’s degree in Psychology from the University of Louisiana and his Ph.D.
in Industrial Organizational Psychology from the University of South Florida. He has published
his work in peer-reviewed journals such as the Journal of Business and Psychology, the
International Journal of Training and Development and T+D and has presented his work at the
annual conferences for the Society for Industrial Organizational Psychology (SIOP), the
Academy of Management (AOM) and the Southern Management Association (SMA).

4. ALWAYS ON
ADHOC SURVEYS
PULSE SURVEYS
LIFECYCLE FEEDBACK
CENSUS ENGAGEMENT SURVEY
Employee
insights are no
longer just about
engagement
surveys

5. ©2015QALTRICSLLC.
Josebachvili, M. (2016, August 29). How to understand the ROI of investing in People.
Retrieved from https://www.linkedin.com/pulse/how-understand-roi-investing-people-maia-josebachvili
Shorten the ramp time to become a fully
contributing member
Increase how high someone can go (in
terms of output)
Increase how much higher someone goes
over time
Lengthen the time someone stays with the
company
The ROI of the Employee Lifecycle
1
2
4
3

6. EMPLOYMENT LEAVINGCHOOSING TO JOIN RAMPING
©2015QUALTRICSLLC.
CUSTOMER
EXPERIENCE
PERFORMANCE
&
PRODUCTIVITY
QUALITY /
SAFETY
EMPLOYEE
ENGAGEMENT
Engagement / Pulse
Surveys
CONTINUAL
DEVELOPMENT
Training Feedback/
Evaluation
EMPLOYEE
BEHAVIOUR
Performance 360s/
Performance Reviews
MANAGEMENT
Performance Reviews
EMPLOYEE
ATTRITION
Exit Surveys
CANDIDATE
EXPERIENCE
Candidate Reaction
Surveys
NEW HIRE
EXPERIENCE
Onboarding
Surveys
ONBOARDING
PROCESS &
EFFECTIVENESS
Onboarding Surveys
EMPLOYEE
ATTRITION
Mapping the Employee Lifecycle

7. Employee
Lifecycle
Best Practices

8. ©2015QUALTRICSLLC.
WHY RUN THESE SURVEYS?
Improve your attraction and selection processes
Improve offer acceptance rates
Identify and eliminate legal/ compliance risks
Improve the customer experience
(candidates = customers)
Candidate
Reaction
Surveys

9. ©2015QUALTRICSLLC.
BEST PRACTICE TIPS
Include a single survey at the end of the
pre-hire process
Survey both passing and failing candidates
once their final disposition is set
Only survey candidates who have a
meaningful view of the hiring process
(e.g., at least 1 interview)
Tailor questions to your specific
pre-hire processes
Candidate
Reaction
Surveys

10. ©2015QUALTRICSLLC.
WHY RUN THESE SURVEYS?
Reduce time and costs associated with
onboarding new hires
Reduce the amount of time it takes to ramp
new hires
Ensure a consistent and effective
onboarding process
Positively influence early engagement levels
Onboarding
Surveys

11. ©2015QUALTRICSLLC.
BEST PRACTICE TIPS
Consider an “End of Onboarding” survey vs.
“Ongoing Onboarding Surveys”
Survey employees immediately after the
onboarding process
Make sure these surveys are confidential
and attributable
Tailor questions to your specific onboarding
process
Onboarding
Surveys

12. ©2015QUALTRICSLLC.
WHY RUN THESE SURVEYS?
Improve training participation / completion rates
Optimize your training and development offering,
i.e., expand effective and remove ineffective
courses
Improve learning, transfer of training and ultimately
job performance
Post-
Training
Evaluations

13. ©2015QUALTRICSLLC.
BEST PRACTICE TIPS
Implement Level 1 Evaluations to measure
employee reaction to training
Implement Level 2 Evaluations to measure
learning and mastery immediately after training
Implement Level 3 Evaluations to measure transfer
of training several months after training
Post-
Training
Evaluations

14. ©2015QUALTRICSLLC.
WHY RUN THESE SURVEYS?
Reduce regrettable turnover rates
Understand reasons for employees voluntarily
leaving the organization
Identify which events in the employee lifecycle
have the biggest impact on turnover
Reduce time and costs associated with replacing
exiting employees
Exit
Surveys

15. ©2015QUALTRICSLLC.
BEST PRACTICE TIPS
Survey exiting employees immediately before or
after they leave the organization
Embed the exit survey into a formal off-boarding
process to improve response rates
Quantify their reasons for leaving (don’t just rely on
open text responses)
Run driver analyses to understand what drives
their final reactions about the organization
Exit
Surveys

16. Employee feedback from
various points in the employee
lifecycle becomes very
powerful when connected
Connecting
Lifecycle Insights
However, connecting insights
is not as simple as putting
data from multiple surveys in
a single dashboard

17. Define the unit of analysis (e.g., individual employees, teams, locations, business units, etc.)
Define your “predictor” and “outcome” variables – make sure these are measured/ aggregated at the same unit of analysis
To draw predictive conclusions, ensure that your “predictor” variables come BEFORE your “outcome” variables in time
Make a hypothesis about the relationship(s) BEFORE you measure and gather insights (limit post hoc hypothesizing)
Test your hypothesis with the data gathered
Remember that correlation does not equal causation
Tips for Connecting
Lifecycle Insights

18. Thank
You