Tip 8 – Act On Employee Feedback

Intro: This blog is written to further elaborate with my own views on the “8 Tips to Engage Your Employees” booklet written by our experts. construction-blueprintConducting a survey without acting on the results is like making blueprints for a house, but not building it. Employee engagement surveys are only worth the actions built around them. When posing survey item, “Management at my organization takes action based on employee survey results,” our global research shows a score of 70% favorable for highly engaged employees versus only 2% for the disengaged. It’s really up to the managers and directors to ensure that the results are communicated to the employees and find solutions to problems and congratulate teams on the high marks. If you can’t find the time to conduct meetings on the results, you’re never going to get that house built!

Blanket Solutions Don’t Solve Engagement Issues

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Often, organizations fall victim to “blanket solutions” geared toward fixing the problems of one type of performer or work group, and it’s usually the lowest performer.  Often, management views low engagement scores, and their initial instinct is to address the causes of these low scores.  As a result, solutions or action plans are created that apply to the whole organization.  However, these sometimes only address a small part of the employee population or a few work teams.

Instead, what managers must do is focus on the larger picture while addressing the trouble spots.  Action planning and process improvement may need to be different for the top performers versus the bottom performers.  Segmenting your work groups into levels of engagement can highlight key differences and help set the framework for development of targeted action plans focused on key work teams.  Managers need to recognize that different interventions may be necessary to bring about change in bottom performers versus top performers

New Year, New Rules – How Do You Measure Up?

tapemeasureAlong with tidying up the office with carpet cleaning, putting away all the holiday decorations, tacking up new calendars, and sitting in brand-new Aeron chairs, we’re ready for what comes our way in 2014. New projects are hitting the decks and we are vying for position as to how we will accomplish them. So far, all the projects are met with eager enthusiasm.

Is that all that needs to be done, though? Of course not! It’s time to whip out those measuring tools and examine how we faired last year and how we are going to perform this year. Do you measure performance regularly or just once a year? How do you do that? I’m advised by the pros it’s a best practice to measure regularly and steadily, but unfortunately, many department heads let this go to the wayside until serious, consequential issues arise where “water is rising over their heads” and they can’t bail out.

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What Good is a Survey Without Action?

Often, organizations spend so much time in the planning phase of a large-scale survey program sweating out all the many details of the survey launch itself that they forget to save some time and attention focused on the results.  What good is a survey if you don’t act upon the results!

If you want to improve employee engagement, customer satisfaction, increase market share, etc., you need to follow through with actions.  Senior management support is critical for any action planning initiative to be successful.  At every level, management needs to make sure that teams and work groups have the authority and the resources they need to understand the issues identified in the survey results.  When everyone is involved in analyzing, prioritizing and developing action plans, it’s a best practice for survey success focused on improving employee engagement and organizational outcomes.