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CAUBO June , 2007. Employee Surveys as a Strategic Tool: Making Use of Employee Research Data. Content. Current approaches to employee research Survey analytics to guide action planning Feedback and action planning with a purpose
Traditional Employee Surveys
Mercer’s Survey Approach
*Adapted from US Conference Board definition of employee engagement
Because engagement means something different to different populations within different industries and different organizations, survey design should include a range of possible index elements
UOttawa’s Engagement Index
Mercer’s Engagement Index
Key Driver #1
Key Driver #2
Key Driver #3
Key Driver #4
Key Driver #5
.15Survey Analytics to Guide Action PlanningEngagement driver analysis (cont’d)
54. Overall, I am confident I will be able to achieve my long-term career objectives at this organization
12. I have a clear understanding of our organization’s future direction
32. My supervisor encourages open, honest two-way communication
10. I am given good opportunities to improve and develop my skills at my organization
13. Employees at my organization are treated fairly, regardless of position or background
ImplementationFeedback and Action PlanningTypical patterns of survey use
Always conducted (73%)
Sometimes conducted (68%)
Occasionally and/or ineffectively conducted (44%)
“There must be something wrong with the questionnaire because our scores couldn’t be that low.”
“I need to ensure we let everyone know that this action is driven by the survey”
“What a bunch of complainers. They don’t realize how good they have it here.”
“I think some of our scores are low because we simply haven’t communicated all the good things we are doing.”
“There are things we can do to change some of this . . ..”
“The scores are low, but what should we expect given the changes we have been going through? I’m surprised they’re not even lower!”
“These results are awful. I don’t know how we will survive if our employees feel this way.”
Ownership of issues
Establish change teams
driversFeedback and Action PlanningAssessing the context for action planning
Mercer’s Change DynamicTM
Information and knowledge
Feedback and Action Planning
Data Refinement e.g. focus groups/management review
(HR, IT, Comms,
ActivitiesFeedback and Action PlanningAction planning & implementation
What are we doing already?
What can we do in the short-term?
What are our longer-term goals?
Survey feedback sessions with employees help leaders become more deeply involved in the survey process by gaining a better understanding of the areas of concern:
The process of monitoring and evaluating progress is critical to lead and demonstrate change.
What employees say as measured through:
How employees actually behave as measured through:
Challenges and OpportunitiesMeasuring both what employees “say” and what they “do”Combining both approaches provides a more robust picture