Here is our seventh blog in our series explaining how to communicate your employee survey. You can read all our previous blogs here.
The success of the survey will depend on employees buying in to it. If they believe that improvements will result from the survey, they are more likely to participate by completing it. They will also get involved in planning the follow-up improvement action.
Plan a communication programme that begins well in advance and reaches a peak just before the questionnaires go out.
- Tell people in advance about the study, why it’s being carried out, how it will affect them and what they can expect to happen as a result. Get the MD or CEO to sponsor the project to give it validity.
- Issue a reminder during the completion period. Stress the importance of a high response rate and emphasise both confidentiality and the promise of feedback.
- After the survey, ensure you feed back the results to employees. Use the in-house newsletter, notice boards, intranet and the briefing system to publish the highlights.
- Use the period between surveys to determine appropriate action and for communicating that action to employees. It is important to link the improvements to the survey since many employees believe that these generate little or no improvements.
Branding the survey and subsequent actions with a name and/or a logo is another way of raising the profile and linking the improvement actions to it.
Consider the different messages you may need to convey to different groups and the most appropriate communication channels for reaching them. For example, it is important for immediate supervisors to be positive role models for the survey. When they interact with their staff, they demonstrate their enthusiasm for the survey, a commitment to administer it properly and a desire to act on the results.
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