Presenting the results in a fancy infographic with pie charts is nice, but it does nothing to actually move the needle. It often takes several months to analyze results, develop a course of action, and then a few more months implement changes. By that time, the issue may not matter, or disgruntled employees may have already left for new opportunities.
But if companies can be more nimble with their response, finding simple and quick ways to make some improvements while developing solutions for bigger issues, it shows employees that their voice is being heard and the survey was more than a meaningless corporate project. Surveys are just one part of it.
When done right, they can be helpful tool in finally pushing those engagement numbers out of the bottom third and making the investment worth it. Skip to content. None of this neutralizes the relevance of the total final list of six factors. My audience always signs off on its validity. Consider a company I worked with recently that provides a range of civil engineering and planning services to clients nation-wide.
Its clients are large organizations involved in massive mining projects, multi-story buildings and big residential developments. In preparation for a strategic-planning exercise, which I was to facilitate, the CEO at Command asked me to interview a dozen of their key clients. The sample is too small. You want to know how they think about issues and how they make decisions.
You want to get inside their minds. You want to get a feel for their needs, wants and pain. Note also the similarity between this question and the one I asked my audience about the convenience store. However, there was a key difference in the process. In my public workshops on strategic planning , I had a group of convenience-store customers all in the room at the one time.
For Command, I was talking to one client at a time. The full picture was bound to emerge more slowly — drip-fed, if you wish. Their responses depended on their individual experiences. Overall, the clients nominated seven factors: capability ability to execute the work required , client service personal and tailored , quality meeting professional standards , image reputation in the industry , cost, location of offices across the nation , and safety in terms of prior record and systems in place.
Apart from this valuable list, several other important outcomes emerged from the interviews. One concerned the list of strategic factors itself. The clients came up with a far crisper set than the management team had been able to. The company had grown recently by acquiring several other businesses, both in its core area and in related industries. But this was not borne out by the customer interviews. Clients explained that they saw no special connection across the expanded service range.
Further, they pointed out that their offices made decisions locally, rather than nationally from head office. Will your employees trust their data to be confidential and private? For accurate employee engagement measurement, it is paramount that employees trust that their responses will remain confidential and private.
If they do not have that trust, they will not answer honestly — or perhaps not complete the survey at all. Research has shown that in-house employee engagement surveys skew more positively than those conducted by an outside firm. An objective, third-party research firm can offer the critical confidentiality and privacy to get your employees honest and open participation.
How will you give the Boss bad news? Understanding leadership engagement is a critical piece of the puzzle. Will your analysis be unbiased?
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