Summary of the MaST Leadership Forum, Peter Hutton sharing key ideas for designing and interpreting engagement, values and performance surveys

1. Engagement, Values and Performance Surveys –
How do you interpret what they are really saying?

2. Staff surveys and questionnaires
The latest MaST Forum invited a select group of managers to take a
critical look at how staff surveys and questionnaires are used in their
organisation.
Peter Hutton, a researcher and author who has spent 40 years in the
research industry, explained the importance of being absolutely clear
about the main purpose and objectives of any survey before embarking
on it.

3. Questionnaire design
and interpretation
Questionnaire design and interpretation is not something you can learn
overnight. It is not just a case of listing a series of statements and
asking staff how strongly they agree or disagree with each one.
Indeed, Peter was very critical of this approach.
The agree / disagree scale is only one of a wide range of scale
questions that can be employed and it has many limitations. It is very
poor, for example, at measuring behaviours, establishing motivations or
reflecting preferences or priorities.
Other techniques such as those using other scales, lists or open-ended
responses can be used to generate a different kind and generally more
useful information.

4. A key test for any question is first whether you can actually answer it
yourself. Another is to ask yourself what you can do with the results,
whatever they might be. If the answer is 'not much' then why is the
question included or how does it need to be modified to be really
useful?
Participants were asked to draft their own questions and then to critique
them. In that way they learned that it is not easy to draft questions that
are unambiguous, relevant to the business and to the staff and provide
reliable information that will significantly improve the quality of decision-
making in the business.

5. Questions
Peter challenged participants to say what they thought was wrong with
a range of questions that have been widely used in staff surveys,
normally in the form of agree / disagree statements. For example:
'My manager does a good job of managing me'
'Regular updates from my manager are useful at telling
me what is happening'

6. A good test of such statements is to ask yourself what it means if a lot
of staff disagree with statements like this.
• If they don't think the manager does a good job the question
tells you nothing about what he / she is doing badly.
• If they disagree with the second statement is it because they
don't get regular updates or that they get them but they are not
useful, and what does 'what is happening' mean?

7. Employee engagement
He concluded by showing participants a highly innovative model that
starts with the question, rarely asked by those working in the area -
“What do you want your staff to be engaged with?”.
He then presented the 'Employee Engagement Wheel' that presented
11 key facets of an organisation that you need staff to engage with for it
to be operating most effectively.
The key to a really effective employee engagement survey is to be able
to ask the questions that identify how well staff engage with these
facets and that provide information that managers can use to improve
performance.

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