How can you use employee surveys to identify areas where engagement is lacking?

Employee surveys provide a pulse check of employee groups, they help employees voice to HR and Management of whats working , whats not and help to create policy directives , a healthy work environment and shape culture.

It's a best option to get to know what your employees are feeling. As it will help the employer to understand the current scenario and situation on going in the organization. And it also helpful for sustaining the best employees in organization. As there are very few employees who shares why they are resigning, and that's how most of the organization loose their potential employees. By doing this employee surveys can sustain potential employees.

Engagement surveys have the potential to create a lasting positive impact on your business when executed with care. In order to reap all the benefits of employee engagement surveys, be mindful about how your organization measures employee feedback, acts on survey findings, and tracks progress. 1. Give your employees a voice. 2. Build trust with employees. 3. Shape company culture. 4. Creating a feedback loop 5. Identifying training needs

Las encuestas son una herramienta muy útil, sobre todo en evaluaciones 360. Sin embargo, como herramienta me gusta más la conversación de feedback, uno a uno. Es en ella en donde es posible "leer" mucho más sobre el colaborador, ya que no todo se expresa a través del lenguaje verbal. La mirada, el cuerpo, su estado de ánimo, etc., entregan mucha información sobre cómo está la persona, aspecto fundamental para evaluar la coherencia entre lo que dice y cómo realmente siente lo que dice.

Employee surveys are indeed a valuable tool for gauging engagement levels within an organisation. However, it's essential to recognise that staff may not always trust surveys due to various reasons such as fear of repercussions or skepticism about anonymity. To address this challenge and truly uncover areas where engagement is lacking, organisations can complement traditional surveys with a proactive approach centered around resilience coaching. By providing employees with the necessary tools & support that could foster a culture of trust, transparency & genuine engagement This method goes beyond surface-level feedback by delving into the underlying factors contributing to disengagement and offering actionable strategies to overcome them.

In my experience, survey fatigue is real. Think critically if you need to survey your employees on, say, their wellbeing, 1x a quarter, or if 2x a year would suffice. If you’re not going to take meaningful action 1x a quarter, don’t survey that often.

When designing an employee survey,make sure the survey has clear objectives, knowing what to achieve,the relevance of the survey to the organization's objective. The survey must be an avenue for feedback from the employees that will give room for continuous improvement.

Designing effective employee surveys involves careful planning and consideration of several key factors: 1. Define Objectives: Clearly outline the goals and objectives of the survey. Determine what specific information you want to gather from employees and how you plan to use the data to drive improvements. 2. Identify Key Areas: Determine the areas you want to assess, such as job satisfaction, communication, leadership effectiveness, work-life balance, training and development opportunities, etc. 3. Craft Clear and Concise Questions: Write survey questions that are clear, straightforward, and easy to understand. Avoid using jargon

Keep it simple and focused. Make it relevant and find influencers to spread the benefit of filling it out. Respond to the survey after completion and take action. To reinforce the belief that employee opinions matter.

Der Erfolg der Befragung ist sehr stark von der Gestaltung abhängig. Der Mitarbeiter kann nur nützliche Antworten geben, wenn er sich sicher sein kann, dass - ihm keine Nachteile entstehen - abweichende Meinungen im Unternehmen gewünscht sind - er den Raum für seine Antwort in der Befragung findet. Diese Punkte zu beachten ist bei der Gestaltung wichtig.

Hay muchos factores que afectan a los resultados y su interpretación. Lo mejor es que las votaciones sean anónimas y diarias. Ya que en las encuestas semanales los resultados cambian mucho si se hacen un lunes a primera hora o un viernes a la salida. Imaginad las distorsiones si se hacen una vez al año y un día después de comunicar un ERE o un día después de comunicar una subida salarial. Además de las encuestas hay que medir realidades, como el % de absentismo, o el % de rotación, porque los empleados, por miedo, mienten a favor de la empresa en las encuestas internas. Por eso las diferencias abismales entre las encuestas internas y las que hace Gallup en sitios como la plaza de Torre Picasso en Madrid.

Most important things to think about are communication and accessibility. Communicate the why, how, and when often, and use multiple channels to make sure an employee has as many opportunities to encounter it as possible (eg. emails, internal social, intranet, newsletter, manager comms, all hands meetings). In terms of accessibility - if everyone can't access it, then you are actively excluding someone. To avoid this focus on key areas that empower choice to the individual - let them choose the font they read the survey in, the speed at which they do it, and ensure that 3rd party tech like screen readers can do their thing too.

Conducting employee surveys requires careful consideration of timing, frequency, and mode to ensure quality data. It's crucial to choose the right timing and frequency that suits your organization and employees, avoiding peak workload or stress periods. Additionally, ensuring a convenient and accessible mode of survey administration is key, along with clear communication of the purpose and benefits to encourage participation and maintain confidentiality.

Frequency, timing and privacy are at the top of the list. 💡If you only survey once a year, you’ll have 11 months unknowing what’s going on with your people. Try to measure at least 3 times a year to receive fresh data about your staff. 💡 Leaders need to create an environment in which people can participate in the survey. You will not believe how many people can’t participate because of the everyday tasks they have. 💡Ensure you are treating data according to the policies and laws of your country.

Of course, digital assessments are best. Using established survey platforms is wonderful as the User Experience has been designed for. Digital also allows us to reach more people. I also suggest using external links so that employees can feel and see the separation between organisation and survey provider. Survey data must be anonymous. I think designing a communication plan on WHY we are surveying (also addressing the inevitable mistrust that anything will change as a result) and what will happen with the data. I think no more than 3 weeks should be given to complete the survey. Reminder throughout that time to complete.

The data gathered after the surveys can be categorized as per the subject matter. For instance there may be red flags about issues related to HR Policies, IT workflows / CSR or administration. So the issues can be sent for resolution to the respective departments separately rather than making just the internal communications team responsible to provide solutions. And then the respective employees who have given negative feedbacks may be apprised about it with assurance for a workable solution. The data gathered and solutions provided must be saved for future reference or used during policy formulations for creating a better workplace.

Considero que los más importante de realizar una encuesta es que realmente se tome en cuenta. En mi experiencia, he estado en diferentes empresas que realizan encuestas, pero que solamente lo hacen para generar data, no hay realmente un seguimiento de esa data obtenida, cuando hacemos esto lo único que logramos es desmotivación y que las personas no deseen participar más cuando volvemos a lanzar una. A parte de analizar la data, es fundamental brindar un seguimiento y generar acciones para subsanar lo que está mal y reforzar lo que está bien.

Intuitive and interactive dashboards are essential. Again, taking a diversity, equity, inclusion and belonging (DEIB) lens, I like to analyse the data in comparisons: measuring results of certain social groups against others for the same metrics. A side-by-side comparison allows us to assess the equality/inequality of employee experience.

Las encuestas de clima deberían leerse como los datos de las encuestas de los estrenos de cine. Si no te puntúan 9 o 10, será una más. En 7 o un 8 no es un resultado bueno. Y un 5 o un 6 es un desastre. Todos los resultados hay que corregirlos a la baja un 20% para corregir el “síndrome del miedo”. Lo interesante es medir la evolución.

Pela minha experiência, a análise de pesquisas com funcionários requer uma abordagem metódica e detalhada. Começo revisando os resultados globalmente para identificar tendências e padrões significativos. Em seguida examinando as respostas individualmente e categorizando-as por tópicos ou áreas de interesse. Além disso, comparo os resultados com pesquisas anteriores, quando disponíveis, para avaliar mudanças ao longo do tempo e determinar a eficácia das iniciativas implementadas. Essa análise minuciosa me permite extrair insights valiosos e orientar estratégias futuras para melhorar o engajamento e a satisfação dos funcionários dentro da organização. Lembrando que correlação não é causalidade.

In place of a long one-time survey , consider reaping the benefits of a survey that asks one question every day to the employees over a period of one month. Long flash surveys offer several advantages over a traditional one - 📌 Ensures daily engagement in less than a minute. 📌 Granular insights help into delving deep in the topic. 📌 Longitudinal analysis can be done. 📌 Incremental and continuous improvement can be tracked. 📌 Encourages looping in the employees over a long period of time. Try. Experiments yield good results sometimes.

Closing the feedback loop is critical. Reporting without action quickly drives feelings of disenfranchisement, that the survey exercise was a tick-box exercise for management. Map initiatives and ideas back to the problems identified in the surveys, and involve employees in the design, implementation, and socialization of initiatives.

In my experience, a large majority of employees are concerned with anonymity. They are only willing to contribute honestly to surveys if they truly believe their personal information will not be shared. A good way to counteract this, is to embark on a good communication strategy beforehand. Explaining what the data will be used for and why it is important to complete. Usually if the organisation already possesses good company culture then this should be well received. Alternatively, one will have to assure employees of utmost confidentiality by the data analysts. A reminder of Confidentiality agreements signed at intake may be a good source of evidence to reassure hesitant employees.

I've worked with numerous corporations, and have developed surveys that are built into a Mental Wellness Program. If you can support others while getting important information at the same time, everyone wins, everyone's happy, and there are so many other side bonuses as well. Develop something based on individual Personal Core Values... giving others the empowering choice to truly make a difference.

This is a crucial step. Employees often share with us their disenchantments with surveys because they felt it was HR/ L&D teams wanting to hit their KPIs rather then a true desire to listen to their heartbeat. When we facilitate Pulse Conversations for our clients which includes surveys, 1-1 and focus group discussions, we ensure that there’s a strategic dimension to it. From communication about it to action plan.

2 things to consider: 1) The level of trust has to be established first for stakeholders to be open about things 2) The level of competence of the ones looking at Data have to be transparent too, you don’t want another opinion this time

Employee surveys can be an effective tool for identifying areas where engagement is lacking by asking questions related to job satisfaction, work environment, communication, career development opportunities, leadership effectiveness, and overall morale. Analyzing the survey responses can reveal patterns or trends indicating which areas employees feel less engaged in, allowing employers to target those specific areas for improvement. Additionally, open-ended questions can provide valuable qualitative insights into employees' concerns and suggestions for enhancing engagement.

One seldom considered aspect is leveraging sentiment analysis tools to decode unspoken cues from language patterns, uncovering deeper insights into employee sentiments. Another impactful approach is conducting anonymous pulse surveys at unexpected times, fostering authenticity and revealing real-time fluctuations in engagement levels for prompt action.

Prestar atenção às respostas detalhadas e aos comentários dos funcionários, buscando insights adicionais e nuances que podem não ser capturados apenas pelos números pode fazer a diferença (sempre faz).

Surveys are a start, but there's three reasons a survey alone is inadequate. 1) it can only tell you how many employees feel a certain way, 2) it can only go as far as the fixed questions go, and, 3) only work if employees feel that they will be heard without fear of retribution. One on one discussions between employees and an external qualitative researcher who is an empathetic, good listener, and bonus points for being able to understand the lived experiences employees are facing - can provide a more neutral 3rd party for people to be vulnerable with. An external researcher is there as a story-gatherer and truth-teller. They keep comments anonymous, provide a safe space, and make employees feel seen and heard.