Best practices in employee surveys Ryan Williams, MAL IABC Calgary

Best practices in employee surveys

Ryan Williams, MAL

IABC Calgary

“ 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

"I have listened to you ... and I found my own voice." Hilary Clinton

"I have listened to you ... and I found my own voice."

Hilary Clinton

Lets me know if I did a good job Provides evidence that I did a good job for my boss Informs my plans to make my program/service more effective

Lets me know if I did a good job

Provides evidence that I did a good job for my boss

Informs my plans to make my program/service more effective

Keeps me connected to others in my organization Enables others to communicate what they need Facilitates organizational dialogue

Keeps me connected to others in my organization

Enables others to communicate what they need

Facilitates organizational dialogue

Employees value the ability to provide anonymous feedback. Less enfranchised organizational members need communication opportunities. “ It is safe to say what you think around here” is consistently a low finding on employee surveys across all sectors

Employees value the ability to provide anonymous feedback.

Less enfranchised organizational members need communication opportunities.

“ It is safe to say what you think around here” is consistently a low finding on employee surveys across all sectors

High performing companies use employee surveys 64 percent of high-performing companies report using employee surveys on a regular basis Best Practices LLC (2005) 74 percent of use employee surveys at least once per year Industry Week’s Best Plants 2001-2004 (Gibbons, 2006).

High performing companies use employee surveys

64 percent of high-performing companies report using employee surveys on a regular basis

Best Practices LLC (2005)

74 percent of use employee surveys at least once per year

Industry Week’s Best Plants 2001-2004 (Gibbons, 2006).

Anyone conducting an organizational survey should appreciate that the very act of surveying itself influences attitudes (Walters, 2002).

Anyone conducting an organizational survey should appreciate that the very act of surveying itself influences attitudes

(Walters, 2002).

When employees don’t think anything changed The questions are not relevant to their immediate experience Senior managers receive and use the results but the results do not impact the day-to-day life of the participants

When employees don’t think anything changed

The questions are not relevant to their immediate experience

Senior managers receive and use the results but the results do not impact the day-to-day life of the participants

People feel they gained a voice in decision making The results of the survey can identify current strengths and challenges. Each participant can focus and move towards a shared vision.

People feel they gained a voice in decision making

The results of the survey can identify current strengths and challenges.

Each participant can focus and move towards a shared vision.

Publicly demonstrating the steps taken to achieve the plan - will impact employees’ perceptions of trust (Gibbons, 2006). It is expected that employees will be: more satisfied, managers will have better information for making decisions, and both employees and managers will have the means to check on collective progress.

Publicly demonstrating the steps taken to achieve the plan - will impact employees’ perceptions of trust (Gibbons, 2006).

It is expected that employees will be:

more satisfied,

managers will have better information for making decisions, and

both employees and managers will have the means to check on collective progress.

Create the strategic frame The survey communicates what is important to an organization. What is asked and responded to creates a social contract. The process can tell employees you care about their issues and that you are willing to do something about these issues (Church & Oliver, 2006). The survey then sets the limits or boundaries for a creative and innovative discussion around continual improvement.

Create the strategic frame

The survey communicates what is important to an organization.

What is asked and responded to creates a social contract.

The process can tell employees you care about their issues and that you are willing to do something about these issues (Church & Oliver, 2006).

The survey then sets the limits or boundaries for a creative and innovative discussion around continual improvement.

Communicate: Intent Process Results Plans Actions Updates Build a consistent process that is repeated Enable others to use the findings Teams, work units, divisions Facilitate localized conversations to create experiential action

Communicate:

Intent

Process

Results

Plans

Actions

Updates

Build a consistent process that is repeated

Enable others to use the findings

Teams, work units, divisions

Facilitate localized conversations to create experiential action

With raised expectations, the importance of action exceeds that of the feedback itself (Kraut, 2006).

With raised expectations, the importance of action exceeds that of the feedback itself

(Kraut, 2006).

The survey is a powerful communication. See the process through the eyes of the audience. Take demonstrable actions. Communicate Follow-up during implementation Report progress after implementation Tie the communication back to the survey process.

The survey is a powerful communication.

See the process through the eyes of the audience.

Take demonstrable actions.

Communicate

Follow-up during implementation

Report progress after implementation

Tie the communication back to the survey process.