Introduction
Using surveys is a very effective means of improving organisational performance. To succeed, they have to be carefully planned and well executed.
Planning your approach
Firstly, you need to understand how the proposed survey process fits with your current performance appraisal and people management processes. This will help you select the most appropriate questionnaire and process, and ensure that it produces real performance improvements.
The level of investment in time and money that you make at the start of this process will pay dividends in the long-term. The first time you use an employee survey, you need to enlist the help of an expert so that you achieve the best possible outcomes. This will set the standard for future success and ensure that tangible performance improvements are achieved and maintained.
Long-term performance improvement can only succeed if you have an accurate picture of where to start and if the majority of employees believe it is in their best interests to work together to improve.
Executing your plan
Research
Make sure that:
• Your chosen supplier has a full understanding of your needs and organisational culture
• You choose the right time to undertake the exercise
• Employees are properly briefed on the importance of their role in the success of the survey
• There is a plan to act on the results of the survey and this plan is communicated to your employees
Feedback
First you need to obtain an accurate picture of your employees' perceptions of the current situation. This must be:
• Obtained in a confidential and practical way which will not take up too much of their time
• Tangible and reliable to ensure that you have an accurate picture of what is working and what needs to be improved
The best way to do this is to use a straightforward on-line questionnaire which can either be ‘generic’ or ‘bespoke’. The benefit of using a ‘generic’ questionnaire is that it is ‘tried and tested’ and you will be able to compare against the other organisations that have used it. Don’t try and ‘re-invent the wheel’ – most organisations have the same challenges and a properly constructed generic questionnaire will bring out any issues that are important.
In general allow 10 working days for questionnaire completion, any shorter may not give people sufficient time and any longer will not give the survey the level of urgency and importance it requires.
Questionnaires - Key Features you should look for
For an example of an on-line index360 questionnaire that we provide for our clients, go to http://www.communicationchallenge.co.uk/products.asp?prod=66
• Easy to access - on-line, password protected
• Easy to complete - all positive statements (between 32 – 85)
• Short - no longer than 20 minutes to complete
• Unambiguous - no jargon and easy to understand by everyone in the organisation
• Considered responses - rating scale 1 to 7 (1 = disagree, 7 = agree)
• High response rate (typically over 80%)
• Optional ‘Comments’ section - for added value
• Anonymous - ensure honest feedback is obtained
• Delivers the individual’s ‘perception’ – their ‘reality’ – it is not a psychometric test
Output - Key Requirements
The format of the output from the questionnaires is crucial to the success of the process. The use of bar charts around a ‘benchmark’ makes it much easier for the participants to understand.
For examples of output from index360 that we provide for our clients, got to http://www.communicationchallenge.co.uk/products.asp?prod=67
• easy to engage individuals - no complicated statistics and graphs
• easy to understand and work with - uncluttered pages
• easy to navigate - numbered pages and full contents section
• quickly see the priorities - key strengths and development needs are highlighted
• opens up discussion - shows gaps in perception between individuals and groups
• tracks progress and maintains commitment
• identifies trends and measures change over time for individuals and groups
Discussion
Gathering feedback is only the start. The information you’ll get from the survey won’t provide you with the solution – but it will act as a ‘catalyst’ to help you find out why people are feeling this way. By involving them in an independently facilitated discussion of the results, you can generate a shared understanding and commitment to work together to improve, by building on strengths and developing areas of weakness.
The ability to compare feedback from different groups also helps you to ‘blueprint’ best practice across the organisation.
Focus Groups are particularly useful when working with large numbers to build on the information obtained from the surveys and questionnaires. They are based on interactive interviews, with a maximum of 10 employees in each group. They will provide more detailed information on where to focus attention to improve performance. It will also help to engage employees across the business in working together to improve.
Action
Facilitated discussion drives out practical actions, agreed by everyone, on how they will work together to improve performance. These actions must be SMART - Specific, Measurable,
Achievable, Realistic and Timely.
Learning
It is helpful if you have ‘ambassadors’ within the organisation who take on the responsibility for ensuring that actions are kept alive and everyone remains motivated .
Ongoing support to achieve your action plan is essential. This support is likely to involve a combination of independent facilitation, training and coaching depending on what needs to be achieved.
Measurement
How do you know things are improving and how do you ensure that the momentum is maintained?
Regular progress reviews are critical to sustain enthusiasm and commitment. Ideally you should repeat the survey process on a regular basis, preferably every nine to twelve months, to monitor and review progress and re-define your action plans, based on the results.
Suggested Workplan for your Employee Survey
1. Meet with your chosen supplier to discuss your requirements and their approach.
2. Set the timescales for the survey.
3. Plan your questions – do you need a generic or a bespoke questionnaire.
4. Agree the structure of the report (e.g. grouping and comparing data).
5. Define the briefing process.
6. Brief participants.
7. Undertake the survey.
8. When the survey is closed, thank everyone personally via email and outline the next stages.
9. Initial feedback session with the Senior Management Team within two weeks of receiving all responses.
10. If appropriate, conduct Focus Groups as soon as possible to maintain momentum and interest.
11. Develop the action plan and get commitment from all stakeholders.
12. Communicate the details of the action plan to everyone in the organisation.
13. Maintain motivation and commitment to the plan through ongoing support and advice.
14. Repeat the survey within 9 to 12 months to measure improvement.
About the Author
Valerie Heritage has been providing Employee Engagement Solutions to a wide range of organisations, in both public and private sectors, for the past twenty years.
Using index360©, a proven on-line feedback solution, she provides organisations with a practical and reliable way to engage people in working together to improve performance.
http://www.communicationchallenge.co.uk
