Leading By Listening 2008


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Summary presentation about employee surveys.

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Leading By Listening 2008

  1. 1. <ul><li>Best practices in employee surveys </li></ul><ul><li>Ryan Williams, MAL </li></ul><ul><li>IABC Calgary </li></ul>
  2. 2. “ What I’ve asked them to do is sit down and tell me how you want to be communicated to,” Chief Supt. Rick Betker, Island District RCMP commander
  3. 3. <ul><li>&quot;I have listened to you ... and I found my own voice.&quot; </li></ul><ul><li>Hilary Clinton </li></ul>
  4. 4. <ul><li>Lets me know if I did a good job </li></ul><ul><li>Provides evidence that I did a good job for my boss </li></ul><ul><li>Informs my plans to make my program/service more effective </li></ul>
  5. 5. <ul><li>Keeps me connected to others in my organization </li></ul><ul><li>Enables others to communicate what they need </li></ul><ul><li>Facilitates organizational dialogue </li></ul>
  6. 6. <ul><li>Employees value the ability to provide anonymous feedback. </li></ul><ul><li>Less enfranchised organizational members need communication opportunities. </li></ul><ul><li>“ It is safe to say what you think around here” is consistently a low finding on employee surveys across all sectors </li></ul>
  7. 7. <ul><li>High performing companies use employee surveys </li></ul><ul><li>64 percent of high-performing companies report using employee surveys on a regular basis </li></ul><ul><li>Best Practices LLC (2005) </li></ul><ul><li>74 percent of use employee surveys at least once per year </li></ul><ul><li>Industry Week’s Best Plants 2001-2004 (Gibbons, 2006). </li></ul>
  8. 8. <ul><li>Anyone conducting an organizational survey should appreciate that the very act of surveying itself influences attitudes </li></ul><ul><li>(Walters, 2002). </li></ul>
  9. 9. <ul><li>When employees don’t think anything changed </li></ul><ul><li>The questions are not relevant to their immediate experience </li></ul><ul><li>Senior managers receive and use the results but the results do not impact the day-to-day life of the participants </li></ul>
  10. 10. <ul><li>People feel they gained a voice in decision making </li></ul><ul><li>The results of the survey can identify current strengths and challenges. </li></ul><ul><li>Each participant can focus and move towards a shared vision. </li></ul>
  11. 11. <ul><li>Publicly demonstrating the steps taken to achieve the plan - will impact employees’ perceptions of trust (Gibbons, 2006). </li></ul><ul><li>It is expected that employees will be: </li></ul><ul><ul><li>more satisfied, </li></ul></ul><ul><ul><li>managers will have better information for making decisions, and </li></ul></ul><ul><ul><li>both employees and managers will have the means to check on collective progress. </li></ul></ul>
  12. 12. <ul><li>Create the strategic frame </li></ul><ul><ul><li>The survey communicates what is important to an organization. </li></ul></ul><ul><ul><li>What is asked and responded to creates a social contract. </li></ul></ul><ul><ul><li>The process can tell employees you care about their issues and that you are willing to do something about these issues (Church & Oliver, 2006). </li></ul></ul><ul><li>The survey then sets the limits or boundaries for a creative and innovative discussion around continual improvement. </li></ul>
  13. 13. <ul><li>Communicate: </li></ul><ul><ul><li>Intent </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><ul><li>Results </li></ul></ul><ul><ul><li>Plans </li></ul></ul><ul><ul><li>Actions </li></ul></ul><ul><ul><li>Updates </li></ul></ul><ul><li>Build a consistent process that is repeated </li></ul><ul><li>Enable others to use the findings </li></ul><ul><ul><li>Teams, work units, divisions </li></ul></ul><ul><ul><li>Facilitate localized conversations to create experiential action </li></ul></ul>
  14. 14. <ul><li>With raised expectations, the importance of action exceeds that of the feedback itself </li></ul><ul><li> (Kraut, 2006). </li></ul>
  15. 15. <ul><li>The survey is a powerful communication. </li></ul><ul><li>See the process through the eyes of the audience. </li></ul><ul><li>Take demonstrable actions. </li></ul><ul><li>Communicate </li></ul><ul><ul><li>Follow-up during implementation </li></ul></ul><ul><ul><li>Report progress after implementation </li></ul></ul><ul><ul><li>Tie the communication back to the survey process. </li></ul></ul>