If you use employee surveys or if you are considering
implementing an employee survey, you may want to rethink
the way you plan to use the survey results.
In a Society for Human Resource Management (SHRM) webcast,
Dick Finnegan author of “The Power of Stay Interviews for
Engagement & Retention” discussed why he felt the employee
survey process was a broken model.
According to Finnegan, when engagement survey results are
lower than anticipated, CEO’s are more likely to turn to
HR to “fix” the problem with programs like employee
appreciation weeks, picnics, newsletters, etc. rather than
addressing issues from the top and hold supervisors
Finnegan referenced a New York Times article which
summarized Google’s research into supervisory qualities
that noted, “What employees valued most were even-keeled
(A) who made time for one-on-one meetings,
(B) who helped people puzzle through problems by asking
questions, not dictating answers, and
(C) who took an interest in employees’ lives and careers.”
Finnegan suggested that organizations:
*Keep surveys short, conduct them frequently, and look at
data as benchmarks, not solutions.
*Find real solutions by conducting “stay interviews.”
*Ask employees to identify, on a scale of 1 to 10, how
likely they are to refer their friends to the company as a
great place to work.
*Have a designated HR professional act as quality manager
for survey action plans.
*Hold supervisors accountable for achieving expected
HR POINTER: When considering the use of employee surveys,
begin with a well-designed survey that reveals hard data
as to the intensity of the issues that are important to a
productive and profitable organization.
We offer a 5-step approach to designing and implementing
employee surveys. For an overview of our 5-step approach
to Employee Surveys, view the link below: