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Turning Employee Survey Data Into Action
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Turning Employee Survey Data Into Action


When do you consider your employee survey to be complete? …

When do you consider your employee survey to be complete?

Once all of your employees have taken the survey
Once your organization has received the data
After you’ve shared a couple of reports with senior management

Find out why employee surveys should be an ongoing process, where the actions taken post-survey are even more important than the survey itself. Ignoring post-survey steps can be more detrimental to Employee Engagement and Satisfaction than not conducting the survey in the first place. In this presentation, we discuss essential post-survey steps, the importance of creating an ongoing survey process, why Engagement matters, and how to create a culture of Engagement.

Published in Career , Technology , Business
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  • 1. For more best practices on talent management and employee engagement, visit
    We Conducted the Survey, Now What? Turning Data Into Action®
    Presented by:
    Chris Dustin
    Executive Vice President of Consulting
    HR Solutions, Inc.
    August 11, 2011
  • 2. Agenda
    Why Employee Surveys Are Valuable
    The Importance of Action Planning
    What is Employee Engagement and Why Does It Matter?
    Turning Data Into Action®
    Action Planning Process
    Action Planning Best Practices
    Final Thoughts
    Q & A
  • 3. Why Employee Surveys Are Valuable
  • 4. The Benefits of Employee Surveys
    Give employees a voice
    Uncover Employee Engagement levels
    Capitalize on opportunities for improvement
    Identify company strengths
    Retain high performers
    Source: HR Solutions’ Research Institute
  • 5. The Importance of Action Planning
  • 6. The Importance of Action Planning
    Only 35 percent of employees believe their organization’s Employee Survey will result in change at their organization
    Source: HR Solutions’ Research Institute
  • 7. The Importance of Action Planning
    When organizations do not act on the survey results, they see…
    • Employees lose trust in the survey process and the organization
    • 8. Employees badmouth the organization
    • 9. Employee Disengagement worsen
    • 10. Employees question the future direction of the organization
    • 11. Employees pursue other job opportunities
    As long as real change and action have taken place in direct response to what employees raised through the survey, employees will believe that they have been heard, and that the survey was a credible and valuable communication tool.
  • 12. What Is Employee Engagement and Why Does It Matter?
  • 13. What is Employee Engagement?
    Engaged Employeesshare a strong desire to be part of the value that the organization creates.
    These are the employees who:
    • Feel a strong emotional bond and intellectual
    commitment to the organization that employs them
    • Choose to exert discretionary effort to provide better outcomes for customers and the organization
    • 14. Have an eager desire to accept some portion of ownership for their own level of Engagement
    Create a Magnetic Culture®
    A Magnetic Culture® is one that draws talented employees to the workplace, empowers them, and sustains an environment in which they are less likely to leave.
  • 15. Engaged is…
  • 16. Disengaged is…
  • 17. HR Solutions’ Engagement Transformation Model
  • 18. Levels of Engagement
    73 percent of the American workforce is NOT Engaged.
    Three Types of Employees:
    • Highly engaged and committed to the mission, vision, and values of the organization.
    • They are not apt to “go the extra mile” or exhibit enthusiasm. 
    • 19. They are not likely to volunteer for extra assignments or lead roles. 
    • 20. They often feel unappreciated and unimportant.
    • They emit negative energy and focus on problems, not solutions.
    Employee Engagement
    in the Workplace:
    Source: HR Solutions’ Research Institute
  • 21. Key Areas of Focus Post-Survey
    Career Development
    Direct Supervisor/Manager Leadership Abilities
    Strategy and Mission – Especially the Freedom and Autonomy to Succeed and Contribute to the Organization’s Success
    Job Content – The Ability to do what I do Best
    Senior Management’s Relationship with Employees
    Open and Effective Communication
    Co-worker Satisfaction/Cooperation – The Unsung Hero of Retention
    Availability of Resources to Perform the Job Effectively
    Organizational Culture and Shared/Core Values
    • Diversity Awareness and Inclusion
    • 22. Corporate Social Responsibility
    • 23. Work/Life Balance
    • 24. Workplace Flexibility
    Determination of key drivers based on survey responses in HR Solutions’ National Normative Database, representing over 3.3 million employees at more than 2,400 organizations
  • 25. Effective Action Planning Leads to Return on Engagement™ (ROE)
    What is ROE?
    An engaged, productive workforce leads to a higher bottom line
    Engaged employees are 3.5 times more likely to stay with their employer, reducing employee turnover costs
    Engaged employees are more likely to recommend/speak positively of their organization to friends and family
    Satisfied employees are linked to satisfied customers at a correlation coefficient of .85
    Source: HR Solutions’ Research Institute
  • 26. Turning Data Into Action®
  • 27. Turning Data Into Action®
    What do you do with the data?
    Opportunities for improvement
    Focus groups
    Correlation analyses
    Business impact analyses
  • 28. Turning Data Into Action®
    Action planning
    Set realistic timelines
    Determine people responsible for creating and fulfilling action plans
    Establish accountability through
    bonus metrics/performance evaluations
  • 29. Action Planning Process
  • 30. Action Planning Process
    Global Opportunities for Improvement for Senior Management
    Meet with Your Supervisor to Discuss Opportunities for Improvement
    Develop/Modify Action Plans
    Discuss/Adjust Action Plan with Staff
    Submit Action Plan to Supervisor and Wait for Approval
    Implement & Communicate Action Plan
    Follow-Up Survey: Measure Results
  • 31. Action Planning Best Practices
  • 32. Developing Action Plans
    Action plans can be developed by following four simple steps:
    Clearly define the opportunity for improvement
    Determine potential causes for the opportunity and focus on the most probable cause
    Compose a desired outcome statement and discuss potential solutions for overcoming the opportunity for improvement
    Develop the action plan steps and follow-up procedures
  • 33. Action Planning Best Practices
    • Openly communicate the results of the survey to highlight the strengths and link the areas in need of improvement with specific action plans
    • 34. Department heads should meet with supervisors in their department to discuss/clarify the survey results and design a plan for action
    • 35. As the implementation process unfolds and changes take place, the organization should send periodic updates to employees regarding the status of the action plan items
    • 36. Incorporate branded stamps on post-survey actions to demonstrate the organization’s commitment to acting on employee feedback
  • Action Planning Best Practices
    • Make managers accountable for action planning
    • 37. Explain to employees that they play an active role in developing action plans
    • 38. Measure the results of the action plan
    Three months after the action plans have been implemented, the organization should measure the results
  • 39. Final Thoughts
  • 40. Final Thoughts
    Employee Engagement Surveys are valuable tools organizations can use to identify, improve and maintain their overall level of Engagement
    Employee Surveys should be ongoing, not one-time events
    Organizations must act on employee feedback
    Accountability is the crucial ingredient for implementing action plans; without it, little or no change will occur
  • 41. Questions/Comments?
    Please e-mail any additional questions to: |