As organisations strive to improve performance and deliverance, having an engaged workforce is not only an advantage to achieving this, but also plays a key part as to whether an organisation sinks or swims.
Being able to harness the willingness and discretionary effort of employees will most certainly improve performance. If people are performing at their very best, it makes sense that organisations will work more collaboratively and effectively together, giving the best service, improving efficiency and enhancing performance.
It’s because of this that the concept of ’employee engagement’ is receiving a fast growing interest in the business world, with many organisations building an ‘employee engagement programme’ into their business strategies.
There are three key parts to developing and implementing an ‘employee engagement programme’
Firstly, without conducting an employee survey, it would make no sense. Without feedback from your people on how they feel about certain aspects of working for their employer, for example, do they have the right information and resources to carry … read more »
Our latest blog is a Q&A with Michelle Morgan, Group Human Resources Manager, at facilities management company Cloudfm, on their recent employee research programme with The Survey Initiative…
Why did you decide to embark on a staff survey?
As a fast growing national company, it’s vital that we understand what motivates our staff and how we can improve the way we work to enhance employee satisfaction. We therefore decided to conduct a global survey as part of a wider set of measures designed to gather feedback and ensure that our plans align with staff requirements.
Why did you choose The Survey Initiative?
The Survey Initiative was recommended to us. We were keen to work with an organisation that could manage the entire process, from survey design to analysis, as this reinforced the anonymous nature of the exercise.
This was your first staff survey, how did staff receive the survey?
We trailed the survey with a series of communications, including eye-catching posters that introduced the survey and … read more »
The ambiguous question is often hard to spot, but a real nuisance if it’s overlooked.
For example, “Do you read books on trains?” can be interpreted in two completely different ways.
Am I asking you if you read books which are about trains?
Or am I asking you if you read books whilst you are on a train?
The problem is, if a question can be read in different ways by your participants, it will be. And you have no idea which way individuals understood the question and therefore the data collected is quite useless.
A client of mine illustrated this point perfectly recently. He was conducting a survey and wanted to be able to re-contact participants for some follow up research. It is good practice to gain their permission first, and is indeed addressed in the Market Research Society’s Code of Conduct:-
31. Members must ensure that follow-up contact with a participant is carried out only if the participant’s permission has been obtained at the … read more »
September 17th, 2014
| 1 Response
It’s that time of the year again. Your organisation is rolling out the annual employee survey so that management can measure the engagement levels across the entire organisation. Yet, with all the costs and efforts to administer employee surveys, achieving a high response rate can be tricky.
Getting employees to take time to complete the survey can be a challenge for any leader and with the low response rates, there if often too little data available to analyse and drill down to a micro-team level.
We at The Survey Initiative, experts in employee research and staff surveys are very proud of our average response rates when conducting surveys for our clients – typically 84%.
So today, we’d like to offer up some ideas on how your organisation can improve response rates when carrying out your employee survey.
Ensure Participant Anonymity
The best way to do this is to employ a third party to collect the data and generate the reports. Employees will … read more »
Within the last few blogs, we’ve looked at how critical it is to effectively communicate your employee survey in order to achieve high response rates.
But what is also vital is the communication of the results, and proposed actions by the organisation based on those results, to its workforce.
Immediately after the survey, thank employees for their time and openness and honesty and if your response rate was high, or you reached any specific response rate goals, acknowledge these too.
Whether or not your survey results are generally good or bad, keep the tone of any communication positive or at least neutral.
Be honest, an organisation must be keen to share both its strengths and its areas in need of improvement. Employees will see through attempts to hide or skew information.
The sooner results are released, the sooner the organisation can start to take steps towards positive change.
Share appropriate information at each and every level. All levels of management will need summarised … read more »