Engagement Survey

Employee Engagement Surveys have become the gold standard for assessing and enhancing organizational performance where world-class organizations routinely demonstrate an engagement level 5X that of average organizations, fueling an earnings per share growth rate 3.9 times greater than their lower engaged peers.

But embarking on an employee survey project comes with some serious caveats. When conducted professionally, Employee Engagement Surveys provide an invaluable tool for starting critical conversations; but for more than a third of organizations who used these feedback systems, performance was actually reduced.

What can you do to make sure your surveys produce the results you are looking for?

1–Keep it simple: The twelve question Gallup Engagement Survey has been tested with more than 17 million employees worldwide over the past 30 years and has consistently shown a strong link between high survey scores and worker performance.

2–Start with the end: Know exactly what you are going to do with the results and make sure you do it.

3–Guarantee anonymity: Don’t allow your surveys to be a targeting tool to identify and punish those with the audacity to be honest. Hire an outside consultant to conduct and “sterilize” survey results.

4–Be transparent: Share both the process and results with everyone who participates, while ensuring anonymity of all participants.

5–Take action: Earn trust and show respect to participants by acting on suggestions made or conveying reasons for inaction when necessary. Don’t allow suggestions to simply evaporate.

6–Be persistent: Annual surveys are not enough. When Best Buy discovered they could improve per-store revenue by $100,000 with just .01% increase in engagement they increased their formal feedback process from annually to quarterly.

7–Don’t allow your results to be distorted by new employees. In his book Engagement Is Not Enough, author Keith Ayers points out that within the first six months over 60% of employees switch off. This is basically due to the perceived realization that their expectations are not going to be met.

The problem is not in the survey design itself, but in the lack of follow through with results

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